2016 state of devops
TRANSCRIPT
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Agenda
• A brief history of the State of DevOps Report
• Theory, survey design, demographics and psychographics
• IT and security performance findings
• Continuous integration/delivery redux
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About the authors
Jez Humble
@jezhumble
Nicole Forsgren, PhD@nicolefv
Gene Kim
@realgenekim
Nigel Kersten
@nigelkersten
Alanna Brown
@alannapb
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DevOps Grows Up
2012: What is devops?
2013: DevOps adoption is accelerating.
2014: Holy cow! DevOps works!
2015: IT goes lean.
2016: Shifting left.
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IT performance matters!
Firms with high-performing IT organizations were twice as likely to exceed their profitability, market share and productivity goals.
http://bit.ly/2015-devops-repor t/http://bit.ly/2014-devops-repor t/
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IT performance
• Lead time for changes
• Release frequency
• Time to restore service
• Change fail rate
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Not all data is created equal
• Who here thinks surveys are sh*t?
[Nicole should probably turn around]
• Who here LOVES the data from their log files?
And who has seen sh*t data in a log file?
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What is a latent construct?
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We use
PSYCHOMETRICS
to make our survey data good*
*or give us a reasonable assurance that it’s telling us what we think it’s telling us (& some of this can also apply to your log data)
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Psychometrics includes:
Construct creation (manual)
• When possible: use previously validated constructs
• Based on definitions and theory, carefully and precisely worded, card sorting task, pilot tested
Construct evaluation (statistics)
• Establishing Validity: discriminant and convergent
• Establishing Reliability
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Analysis methods
Statistics bingo!
• Measure assessment: measures exhibit good psychometric properties (composite reliability, AVE, EFA measures load well and do not cross-load, etc)
• Model assessment: PLS was used to assess the structured equation models
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Analysis methods
A note about prediction: one of three conditions must be met:
1. Longitudinal (no, this is cross-sectional)
2. Randomized, experimental design (no, this is a non-experimental)
3. Theory-based design
When this condition was not met, only correlations were tested and reported.
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Demographics
* We don’t’ see significant differences among enterprise organizations
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Demographics
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Demographics
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High-performing organizations are decisively outperforming their lower-performing peers in terms of throughput.
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“What is your lead time for changes?”
“How long does it take to go from code committed to code successfully running in production?”
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IT Performance Over the Years
Deploy Frequency Change Lead Time Mean Time to Recover
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Employees in high-performing organizations are 2.2 times more likely to recommend their organization as a great place to work.
More likely to recommend their organization to a friend.
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Because they address security at every stage, high-performing teams spend less time fixing security issues.
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Capital One: DevOpsSecInformation Security
Business Development Operations
• Application Security• Information Security
• Security Security• Infrastructure Security
• Requirements• Feature Request• Roadmap
• Architecture• Design• Code• Test
• Infrastructure• Platforms• Environment• Deployment• Incident Mgmt.• Change & Release Mgmt.
DevOpsSec
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• Conduct security review for all major features
• Integrate Information Security into the entire software delivery lifecycle
• Test security requirements as part of automated testing process.
• Ensure that Information Security defines pre-approved, easy-to-consume libraries, packages, toolchains and processes
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Security is a priority in my organization
These industries responded highest (75% Agree or Strongly Agree)
• Financial Services
• Government
Strongly agree
Strongly disagree
Neutral
These departments responded highest (71-73% Agree or Strongly Agree)
• Professional Services
• Release Engineering
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High performers spend 29% more time on new work than low performers, and 22% less time on unplanned work and rework.
21%
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Impact of continuous delivery
Effective test data management
Comprehensive, fast and reliable test and deployment automation
Trunk based development and continuous integration
Application code and app & system configuration all in version control
Incorporating security (and security teams) into the delivery
process
Together the factors on the left model continuous deliver y which leads to
Less rework
Lower levels of development pain
Generative performance-oriented culture (per Westrum’s Model)
Higher levels of IT performance (higher throughput and stability)
Identifying strongly with the organization you work for
Higher level of org performance (productivity, market share, profitability)
Lower change fail rates
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“Identifying strongly with the organization”
• I am glad I chose to work for this organization rather than another company.• I talk of this organization to my friends as a great company to work for.• I am willing to put in a great deal of effort beyond what is normally expected to help my
organization to be successful.• I find that my values and my organization's values are very similar.• In general, the people employed by my organization are working toward the same goal.• I feel that my organization cares about me.These items are adapted from Kankanhalli, Atreyi, Kwok-Kee Wei, and Bernard C.Y. Tan (2005)
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Lean product management
Gathering, broadcasting, and implementing customer feedback
Splitting work into small batches and making visible the flow of work through
the deliver y process
Together the factors on the left model continuous deliver y which leads to
Generative performance-oriented culture (per Westrum’s Model)
Higher levels of IT performance (higher throughput and stability)
Identifying strongly with the organization you work for
Higher level of org performance (productivity, market share, profitability)
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Thank you!
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