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Summary of Accelerate - 2019 State of Devops report by Google Cloud's DORA


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A detailed 82 pages report is abridged to 5 pages report. Access DORA report here -

Inspiration and Courtesy to the authors.

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Summary of Accelerate - 2019 State of Devops report by Google Cloud's DORA

  1. 1. 2019 - STATE OF DEVOPS REPORT BY GOOGLE CLOUD'S DORA Results help us understand the practices that lead to excellence in technology delivery and powerful business outcomes. Leverage the findings of the predictive analysis to identify the specific capabilities organizations can use to improve their SDO performance Summary Supporting information search, Usable deployment toolchains  Reducing technical debt through flexible architecture, code maintainability and viewable systems. 1. 2. 3. Engineering Productivity  initiatives 5 Key Performance metrics  Technical Practices S/w dvlp.  Lead time Deployment frequency S/w deploy. Change failure rate MTTR Service Ops. Availability  } } } Agility Stability IT Promise Cloud adoption Organization practices (including. CAB process) Culture 1. 2. 3. accelerates YOU CAN HAVE IT ALL IN S/W DEVELOPMENT SPEED FOR STABILITY STABILITY FOR SPEED 5 steps to improve your DevOps transformation Start with foundations Adopt a continuous improvement mindset with short and long term measurable outcomes Identify your unique constraint (or set of constraints  -> constraints are the one which causes biggest delays, headaches & problems ) Exploit the constraint (by removing your bottleneck, discovering synergeries & avoiding unnecessary work) Empower the teams to accomplish the outcomes Repeat the process 1. 2. 3. 4. a. 5. 6 Key Findings in State of DevOps 2019 report The industry continues to improve, particularly among the elite performers Delivering software quickly, reliably, and safely is at the heart of technology transformation and organizational performance The best strategies for scaling DevOps in organizations focus on structural solutions that build community Cloud continues to be a differentiator for elite performers and drives high performance Productivity can drive improvements in work/life balance and reductions in burnout, and organizations can make smart investments to support it There’s a right way to handle the change approval process, and it leads to improvements in speed and stability and reductions in burnout 1. 2. 3. 4. 5. 6. *SDO stands for Software Development and Operational drives
  2. 2. Elite and High performing organization do well in all 4 SDO aspects and Low. performers worse in all 4 SDO aspects 4 aspects such as Deployment Frequency, Lead Time, MTTR and Change Failure rate SDO performance in 2019 DEVOPS CROSSED THE CHASM Speed enables Stability Stability enables Speed Deployment Frequency with industry velocity is increasing on Speed & Stability, with shifts to Cloud Computing fueling this acceleration. Retail industry tops in benefitting over speed and stability; followed by highly regulated industries such as Financial Services and Government Large enterprises ( esp. >5000 employees) struggle as low performers because of the heavy weight processes EXCELLENCE IS POSSIBLE Elite performers increased by 20% in 2019 compared to 2018 Aspects of SDO Elite Vs Low performers Elite performers High performers Medium performers Low performers Lead Time (Commit to Deploy) MTTR (Recover from incidents) Change Failure Rate 208 times more freq, deploy 106 faster Lead Time 2604 times faster recovery Ondemand; multiple deploys/day < 1 day < 1 hour 0 - 15% 1/ day - 1/week 1 day - 1 week < 1 day 1/week - 1/month 1 week - 1 month < 1 day 7 times low change failure 0 - 15% 0 - 15%  1/month - 1/6 months 1 month - 6 months < 1 day - 1 month 46 - 60% Deployment Frequency Lead Time (Commit to Deploy successfully) MTTR (Recover from incidents) Change Failure Rate Elite/Hi. Perf. = 4 deploys / day x 365 Low. Perf. = 7 deploy / year e.g. CapitalOne deploys 50 times/day; Google, Amazon & Netflix do 1000 deploys/day Elite Per = 24 hours which has decreased in 2019; in 2018 it was 1 hour.  This is due to heavy weight code review and approval processes that have become popular in the recent years } For Elite and Low Performers, MTTR and CFR stayed same as compared to previous year
  3. 3. IMPROVE YOUR SDO PERFORMANCE & PRODUCTIVITY And deliver value to organization and individuals Work recovery (leaving work at work) Reducing burnout 1. 2. Overlap on the findings show Invest in the following to increase Performance & Productivity IMPROVE SDO PERFORMANCE 3. Culture of psychological safety 4. Code in maintainability 5. Loosely coupled architecture 6. Good tooling Start with Basic automation (version control) Monitoring Clear change approval processes Healthy culture 1. 2. 3. 4. 1 Adopt Cloud Cloud provides flexibility, control, availability + performance gains Majority enterprises use Multi-Cloud How teams implement Cloud matters a lot than just considering as technology Essential characteristics of Cloud (by NIST) Ondemand / self-service Broad network access Resource pooling Rapid elasticity Measured service (pay/use) Data centre is considered as Black Box because processing/usage and cycle cost not visible 1. 2. 3. 4. a. b. c. d. e. i. 2 5. Elite performers meet all the 5 characteristics 24 times higher than Low performers 6. Only if enterprises use all 5 characterisitcs, they can reap the benefits of Cloud Computing Adopt practices at team and org. level 3 Organization level Team level Both Organization & team level Loosely coupled architecture Clear change process Code maintainability Continuous integration Automated testing Deployment automation Monitoring Trunk-based development Use of cloud services Disaster recovery testing CI platform enables fast feedback  on the automated tests. Automated testing increases ability to fix defects faster Measure CD based on fast feedback on quality and deployability 1. 2. Loosely coupled architecure 4 When delivery teams can independently test, deploy, and change their systems on demand without depending on other teams for additional support, services, resources, or approvals, and with less back-andforth communication Allows teams to quickly deliver value, but it requires orchestration at a higher level 1. 2. Code maintainability 5 Provide tools and systems for teams to manage code well and make it easy for developers to change code maintained by other teams find examples in the codebase reuse other people’s code add, upgrade, and migrate to new versions of dependencies without breaking the code 1. a. b. c. d. *verify various aspects using/creating latent constructs
  4. 4. IMPROVE YOUR SDO PERFORMANCE & PRODUCTIVITY And deliver value to organization and individuals IMPROVE PRODUCTIVITY *verify various aspects using/creating latent constructs Disaster Recovery Testing (DiRT) Every organization (mission-critical systems) should have DiRT 3 types of DiRT performed in Prod. Infrastructure failover (inc. data centre) Application failover Simulation/Fault injection into Prod Remember, DiRT is a means of learning  DiRT helps in practising blameless postmorterm 1. 2. a. b. c. 3. 4. 6 Change Management CAB is complex and bureaucratic 2 reasons for this Need co-ordination amongst teams Requirement of regulatory control ; esp. in Financial services, Healthcare & Government; Also mandated by PCI-DSS and ITSM frameworks for risk of releases Introduce Lightweight CAB process 'Shift-left'-peer review based approval during development process + Automation can be leveraged  Make CAB process cleared to developers 1. 2. a. b. 3. a. b. c. 7 Culture of Psychological safety Psychological safety = Trust  Trust optimizes information flow, enhance innovation and creativity, speaking-up and moderate-risks 1. a. 8 Improving productivity helps developers and allow more-time to re-invest in other works such as Documentation Refactoring Doing more of additional features Build additional infrastructure Remember, productivity cannot be measured with metrics such as Lines of Code Story Points Bug closed 1. i. ii. iii. iv. 2. i. ii. iii. Useful, easy to use tools Not much focus provided on usability of tools Useful (easy access) tools help perform 1.5 times more Remember, when deciding on tools, no-golf course purchase 1. 2. 3. 1 Helps save effort for strategic software development Freeing up time to spend time on New development Refactoring Design work Documentation Gives confidence & reduces stress in pushing changes 1. 2. a. b. c. d. e. 2 Automation
  5. 5. IMPROVE YOUR SDO PERFORMANCE & PRODUCTIVITY And deliver value to organization and individuals For more details and explanation on the report and analysis methods ,. please refer to Internal & External Search Access to information sources support productivity Internal sources (1.73 times more) Code repositories ticketing systems Knowledge Management Database Online community/forums to get answered quickly External sources (1.67 times more) Stack overflow Search engines 1. 2. a. b. c. d. 3. a. b. 3 Reduce Technical Debt Tech. Debt is immature code Impacts negatively to Productivity Tech. Debt includes code/systems with Known bugs that go unfixed in favor of new features Insufficient test coverage Problems related to low code quality or poor design Code or artifacts that aren’t cleaned up when no longer used Incomplete migration Obsolete technology Incomplete or outdated documentation or missing comments Implementations that the current team doesn’t have expertise in, and therefore can’t effectively debug or maintain Create 'Mental Models' (of complete state of system) to reduce Tech. Debt 1. 2. 3. a. b. c. d. e. f. g. h. 4. 4 How do we transform & scale best practices Approaches for spreading DevOps practices across the organization Community of Practice Bottom-up or Grassroots Mashup Proof of Concept as Template Proof of Concept as Seed Centre of Excellence Proof of Concept but stall Training center (sometimes referred as DOJO) Big-Bang Note: i,ii,iii are the strategies used by Elite performers. 1. i. ii. iii. iv. v. vi. vii. viii. ix. Final thoughts Every decade has its own trendy software methodology. While they all seem to feel better, history proves them to be ineffective.However, we see continued evidence that DevOps delivers value, and for six consecutive years, we have statistically verified key capabilities and practices that help organizations improve their software development and delivery using DevOps methods. 2. DevOps is not a trend, and will eventually be the standard way of software development and operations, offering everyone a better quality of life. 1. Courtesy, Inspiration to the authors of 'Accelerate - State of DevOps 2019' report Dr. Nicole Forsgren | Dr. Dustin Smith | Jez Humble | Jessie Frazelle