How Metrics Make Your DevOps Awesome
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We all know the CAMS model of DevOps: Culture, Automation, Measurement, and Sharing… what if Measurement is the secret ingredient to awesome DevOps? The most innovative organizations use metrics to measure the right things so they can make their DevOps awesome. You want to measure the right things, too - but where should you start? You need to know what you want to measure, what not to measure, and what to watch out for. Because the secret is that metrics shape your culture - and Nicole will show you how.
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How Metrics Make Your DevOps Awesome
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- 10. @nicolefv@nicolefv Sometimes, we just measure ALL THE THINGS. But STOP and ask yourself: • What does this tell me? • How can I use this to make a decision? • How does this relate to an outcome? • Does it still make sense to measure and track this metric? • What are the unintended consequences of implementing this? NOT EVERYTHING THAT CAN BE COUNTED… COUNTS
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- 19. @nicolefv QUICK TANGENT: NOT ALL DATA IS CREATED EQUAL • We use PYSCHOMETRICS to give us reasonable assurance our data is good • Validity (two types), reliability • Check for several types of bias • PLUS! Continue to be a skeptic! Correlation != Causation
- 20. @nicolefv WESTRUM ORGANIZATIONAL CULTURE PATHOLOGICAL Power-oriented BUREACRATIC Rule-oriented GENERATIVE Performance-oriented Low cooperation Modest cooperation High cooperation Messengers shot Messengers neglected Messengers trained Responsibilities shirked Narrow responsibilities Risks are shared Bridging discouraged Bridging tolerated Bridging encouraged Failure leads to scapegoating Failure leads to justice Failure leads to inquiry Novelty crushed Novelty leads to problems Novelty implemented Westrum, R. (2004). A typology of organisational cultures. Quality and safety in health care, 13(suppl 2), ii22-ii27.
- 21. @nicolefv HOW TO MEASURE WESTRUM ORGANIZATIONAL CULTURE IN A STATISTICALLY VALID & RELIABLE WAY Rate how strongly you agree (7) or disagree (1) to the following statements: • On my team, information is actively sought. • On my team, failures are learning opportunities, and messengers of them are not punished. • On my team, responsibilities are shared. • On my team, cross-functional collaboration is encouraged and rewarded. • On my team, failure causes enquiry. • On my team, new ideas are welcomed. Forsgren, N., J. Humble (2016). “The Role of Continuous Delivery in IT and Organizational Performance.” In the Proceedings of the Western Decision Sciences Institute (WDSI) 2016, Las Vegas, NV.
- 26. @nicolefv IT’S SUPER IMPORTANT TO HAVE DATA ABOUT YOUR SYSTEMS FROM BOTH PEOPLE AND SYSTEMS This image cannot currently be displayed.
- 28. @nicolefv WHAT CAN I DO? • Read and share Data Driven, by @dpatil and @hmason • Ask others about metrics: • Is it happening? Where? • Is it important? • Think about your own metrics: • Start with outcomes: what’s important? • Then think about what influences your outcomes • Define and communicate
- 29. @nicolefv METRICS HELP US COMMUNICATE KEY: • Give them meaningful names • Define them well • Communicate them often and across boundaries
- 30. @nicolefv WE’VE TALKED ABOUT: HOW METRICS MAKE YOUR DEVOPS AWESOME • You can’t improve what you don’t measure • Always measure things that matter • That which is measured gets managed • If you capture only one metric, you know exactly what will be gamed • Metrics inform our incentives… and shape behavior • Not everything that can be counted... Counts • Just because something is hard to measure doesn’t mean it isn’t worth measuring • Not all data is created equal • Collect measures from both systems and people