The Data Behind DevOps: What Does it Take to be a High Performer? Jenkins World 2018 keynote
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How do you become a high performing technology organization? Over the past five years, the State of DevOps Report has shown how the highest-performing technology teams decisively outperform their lower-performing peers. The report has also investigated the effects of burnout, culture and employee engagement on organizational performance. Nicole Forsgren shares insights into the key leadership, technical, architectural, and product capabilities that drive these outcomes, including new findings from cloud, outsourcing, and open source. She offers highlights and surprises uncovered over the last five years from over 30,000 responses.
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The Data Behind DevOps: What Does it Take to be a High Performer? Jenkins World 2018 keynote
- 1. @nicolefv The Data Behind DevOps: What Does it Take to be a High Performer? Nicole Forsgren, PhD Co-founder, CEO and Chief Scientist, DORA Research Affiliate, Clemson University, Florida Atlantic University
- 2. @nicolefv
- 3. @nicolefv
- 4. @nicolefv “IT doesn’t matter.” -- Nicholas Carr, 2003
- 5. @nicolefv “IT doesn’t matter.” -- Nicholas Carr, 2003
- 7. @nicolefv
- 8. @nicolefv You’re doing it wrong. There is no ”DevOps in a box”
- 9. @nicolefv 10 Deploys per day Dev & ops cooperation at Flickr John Allspaw & Paul Hammond Velocity 2009 @nicolefv
- 10. @nicolefv DevOps is Technical Practices and Lean Processes and Culture These drive performance outcomes @nicolefv https://www.flickr.com/photos/152950521@N07/37622864031
- 11. @nicolefv But intuition falls short So we need data @nicolefv https://www.flickr.com/photos/151876933@N04/38992268995/
- 12. @nicolefv@nicolefv https://www.flickr.com/photos/151876933@N04/38992268995/ DevOps is good for Technology Software delivery performance - Deploy frequency (when business demands) - Lead Time for Changes - Mean Time to Recover (MTTR) - Change Fail Rate
- 13. @nicolefv Highest Performing DevOps teams More agile More frequent Code deployments 46x That’s the difference between multiple times per day and once a week or less. Faster lead time from commit to deploy 2555x That’s the difference between less than an hour and more than a week. @nicolefv https://www.flickr.com/photos/151876933@N04/38992268995/
- 14. @nicolefv Highest Performing DevOps teams More reliable Faster time to recover from downtime 2406x That means high performers recover in less than an hour instead of weeks As likely that changes will fail 1/7x Highest performer’s changes fail 0-15% of the time, compared to 46-60% of the time. @nicolefv https://www.flickr.com/photos/151876933@N04/38992268995/
- 15. @nicolefv Software Delivery Performance is comprised of throughput and stability, and both are possible without tradeoffs @nicolefv@nicolefv https://www.flickr.com/photos/151876933@N04/38992268995/
- 18. @nicolefv@nicolefv https://www.flickr.com/photos/151876933@N04/38992268995/ Availability Matters • Elite performers are 3.55 times more likely to have good availability practices • Throughput and Stability and Availability predict Organizational Performance outcomes better
- 19. @nicolefv DevOps is good for organizations @nicolefv https://www.flickr.com/photos/151876933@N04/38992268995/
- 20. @nicolefv Elite Performing tech organizations are 1.5x as likely to meet or exceed Commercial Goals • Productivity • Profitability • Market Share • # of customers Non-commercial Goals • Quantity of products or services • Operating efficiency • Customer satisfaction • Quality of products or services • Achieving organizational or mission goals 1.5x @nicolefv https://www.flickr.com/photos/151876933@N04/38992268995/
- 21. @nicolefv Elite Performing tech organizations are 1.5x as likely to meet or exceed Commercial Goals • Productivity • Profitability • Market Share • # of customers Non-commercial Goals • Quantity of products or services • Operating efficiency • Customer satisfaction • Quality of products or services • Achieving organizational or mission goals 50% Higher market cap growth over 3 years 1.5x @nicolefv https://www.flickr.com/photos/151876933@N04/38992268995/
- 22. @nicolefv How do we get there? @nicolefv https://www.flickr.com/photos/fantascapes/4530372648
- 25. @nicolefv Maturity models are DUMB @nicolefv
- 26. @nicolefv Maturity models are DUMB @nicolefv
- 27. @nicolefv@nicolefv https://www.flickr.com/photos/nanpalmero/9313659376 Maturity models tell us we are done once we reach a certain destination… and then the world passes us by
- 28. @nicolefv Maturity models tell us (and leaders) to stop dedicating resources once we have arrived. @nicolefv https://www.flickr.com/photos/volvob12b/9988822123/
- 29. @nicolefv Maturity models tell us we all follow the same path to success @nicolefv https://www.flickr.com/photos/mortaupat/6410006785
- 30. @nicolefv Maturity models tell us technology is a checklist to be completed and not an exciting journey to continually explore and improve. @nicolefv https://www.flickr.com/photos/pebb/42467336382
- 32. @nicolefv Technology stack doesn’t matter •Low performers are more likely to: • be working with outsourced software • be working on a mainframe system BUT • Working on a mainframe system was not correlated with performance. • Working on greenfield or brownfield (or any other system) was not correlated with performance, either. @nicolefv https://www.flickr.com/photos/serenasoftware/3288275568
- 33. @nicolefv Architectural outcomes matter Can my team •Change the design of its system •Test the system •Deploy the system ... without communication and coordination with people outside the team? @nicolefv https://commons.wikimedia.org/wiki/File:BalticServers_data_center.jpg
- 34. @nicolefv Conway’s Law “organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations”
- 36. @nicolefv Who is on the cloud @nicolefv https://www.flickr.com/photos/lonnypaul/5672524074
- 37. @nicolefv Cloud infrastructure helps but only if you do it right
- 39. @nicolefv 5 Essential Characteristics (NIST) Only 22% @nicolefv https://www.flickr.com/photos/lonnypaul/5672524074
- 41. @nicolefv Open source is GOOD
- 42. @nicolefv@nicolefv https://www.flickr.com/photos/151876933@N04/38992268995/ OSS is correlated with SDO Performance • Elite performers are 1.75x more likely to make extensive use of open source components, libraries, and platforms • Elite performers are 1.5x more likely to be expanding their use of OSS
- 44. @nicolefv@nicolefv https://www.flickr.com/photos/151876933@N04/38992268995/ Outsourcing drives poor SDO performance • Low performers are 3.9x more likely to use functional outsourcing (dev, test & QA or ops) • The costs of batching up work often exceed any cost savings from outsourcing
- 45. @nicolefv We can make work better
- 46. @nicolefv
- 47. @nicolefv Smart investments in tech and practices make our work better •The work? •Less deployment pain •Less burnout •Higher employee Net Promoter Score @nicolefv https://www.flickr.com/photos/151876933@N04/38992268995/
- 48. @nicolefv Microsoft Engineering Thiago Almeida -- DevOps Days London, 2016 Work/Life Scores Before CD: 38% After CD: 75% https://vimeo.com/165184757
- 49. @nicolefv Employees in high performing organizations are 2.2 times more likely to recommend their organization as a great place to work @nicolefv https://www.flickr.com/photos/thomashawk/17383831292
- 50. @nicolefv Some of my other favorite misconceptions Some of my other favorite data findings!
- 51. @nicolefv Some of my other favorite misconceptions Some of my other favorite data findings! • Change advisory boards are useless* • Industry doesn’t matter • Integration times and branch lifetimes lasting hours are better than days
- 52. @nicolefv TL;DR •Technology matters •Maturity models don’t work •Architecture > technology •Cloud works* •Good (OSS) and bad (outsourcing) •We can make work better
- 53. @nicolefv Want the latest goodness?
- 54. @nicolefv HERE’S HOW TO GET IT To receive the following: • A link to the 2018 Accelerate State of DevOps Report • A 93-page excerpt of Accelerate: The Science of DevOps • This presentation • DORA’s ROI whitepaper: Forecasting the Value of DevOps Transformations • Metrics Guidance whitepaper • My ACM Queue article on DevOps Metrics with Mik Kersten: Your Biggest Mistake Might Be Collecting the Wrong Data Just grab your phone and send an email: To: nicolefv@sendyourslides.com Subject: devops
Notes de l'éditeur
- I just wrote a book called Accelerate. It summarizes 4 years of research. But WHYYYYYY? I don’t like writing. I’d much rather sit around drinking Diet Coke.
- Our story begins with Harvard Business Review. BUT WHAT IS HARVARD BUSINESS REVIEW? HBR is a magazine that managers and executives read that presents research in an short, easy-to-read format. This is where management gets all of their ideas from.
- In the year of our lord 2003, Nicholar Carr wrote an article TITLED Who is Nicholas Carr? He is a Pulitzer Prize nominated writer. So his ideas count even more!
- Well, this idea can die in a fire. IT, and technology, DOES matter. But we need more than stories and intuition to tell us that. We need data. We need proof to tell management so that we can get our work and our initiatives funded.
- So let’s get started. After working in tech and building systems, I pivoted to research. I’ve been digging into data on tech impacts for a decade, and studying DevOps for four years.
- That whole “IT doesn’t matter” thing? Nicholas Carr had a point. He was making his case based on the way companies were doing tech in the 80s and 90s. …
- … but I don’t believe you OR … but I’m not going to invest in it. What good does it do for me? OR … why should I care?
- b/c if we don’t invest the right way, it’s a missed opportunity
- Data backs our intuition… it’s factual
- This is important, and something that we could only verify with data. Our intuition told us this was possible. But others have told us it wasn’t so. Who here works in highly regulated fields, or government? ITIL and groups in Europe have said for over a decade that we have to slow down to be safe and stable. Four years of data show that this isn’t the case at all. High performers… IN FACT.. It might be the opposite.
- Who here is on the OPS side of the house? Or SRE?
- Data backs our intuition… it’s factual
- Data backs our intuition… it’s factual
- Okay… but “SO WHAT?”??”
- But… how are we going to get there?
- Let me explain to you: Maturity Models. These are a rubric, invented by someone, that explain how to go from sucking at technology, to being amazing at technology.
- At one point, World of Warcraft came out and Level 60 was amazing and as high as you could go. A Level 60 mage or warlock was awesome and it was freaking HARD to get there. So this was a serious GOAL. So if you use a maturity model…. 40 is moderate, 50 is super high, 60 is epic. And once you achieve this, you are amazing and you are set. (go)
- OH WAIT. Except the world changed. The competition changed…. And now you can get to level 110. Suddenly being a Level 60 just isn't’ very cool anymore, and frankly, it isn’t good enough. Technology is the same way. And so is business. The best, most innovative companies know this. Their competition is getting better, the world is changing, and customers demand more. So instead of picking a destination, like in a maturity model, they point in a a direction, As engineers, we know that abstractions never fully map to the world.
- MORE fun things we found in the data that debunked myths!
- Who here is on the OPS side of the house? Or SRE?
- Who here is on the OPS side of the house? Or SRE?
- Who here is on the OPS side of the house? Or SRE?
- Who here is on the OPS side of the house? Or SRE?
- Data backs our intuition… it’s factual
- Data backs our intuition… it’s factual
- Change approvals OTHER – days of time to have branch active We can only do this with data. With math, we need a proof Intuition is great, but we need to know for sure. You’re a part of this thing
- We can only do this with data. With math, we need a proof Intuition is great, but we need to know for sure. You’re a part of this thing
- Here are some tools you can grab onto