《DevOps for Finance》CHAPTER 1-处理

Dealing with Legacy Controls
Legacy controls and practices, mostly Waterfall-based and
paperwork-heavy, are another obstacle to adopting DevOps.
处理遗留控制
传统的主要是基于瀑布的繁重文书工作控制和实践，是采用DevOps的另一个障碍。

Entrenched operational risk management and governance frameworks
like CMMI, Six Sigma, ITIL, ISO standards, and the layers of
bureaucracy that support them also play a role. Operational silos are
created on purpose: to provide business units with autonomy, for
separation of control, and for operational scale. And outsourcing of
critical functions like maintenance and testing and support, with
SLAs and more bureaucracy, creates more silos and more resistance
to change.
根深蒂固的运营风险管理和治理框架，如CMMI、六西格玛、ITIL、ISO标准，以及支持它们的层层官僚机构也发挥了作用。运营筒仓创建目的：为业务单位提供自主权，分离控制，以及运营规模。此外，关键功能，如维护、测试和技术支持的外包，引入了SLA和更多的官僚机构，创造了更多的筒仓和更多的变更阻力。
DevOps initiatives need to fight against this bureaucracy and inertia,
or at least find a way to work with it.
尝试导入DevOps需要与这种官僚作风和惰性作斗争，或者至少找到一种方法来处理它。