With over 70K downloads and input from 30K professionals worldwide, the annual State of DevOps Report from DevOps Research and Assessment (DORA) is the longest running and most rigorous research into DevOps. Learn how you can achieve elite performance in software development and delivery with findings from the 2019 report.

1. Accelerate Your
DevOps Journey

2. Nathen Harvey
Developer Advocate, Google
@nathenharvey

3. 01We have a
problem

4. Incentives are not aligned

5. Incentives are not aligned
Developers
Agility
Operators
Stability

6. Incentives are not aligned
The Business

7. Incentives are not aligned
The Business IT

8. Just who is the business?
The Business IT

9. Why is the business?

10. DevOps

11. DevOps is…

13. DevOps is…
An that aims to
increase software delivery , improve service ,
and build among software stakeholders.

15. DevOps does…

17. cloud.google.com/devops

18. Software Delivery & Operations Performance
Speed Stability

19. 02
Software
Delivery and
Operational
performance
is key

21. 208 TIMES
MORE
elite performers106 TIMES
FASTER
7 TIMES
LOWER
2,604 TIMES
FASTER
2019 Accelerate: State of DevOps

22. Yes and Yes

23. Yes and Yes
Velocity and Reliability

24. Yes and Yes
Productivity and Job satisfaction

25. 03
Cloud drives
performance

26. On-demand self-service
Broad network access
Resource pooling
Rapid elasticity
Measured service
Cloud

27. Only 29% of
respondents
met all 5
characteristics
of cloud
computing
On-demand self-service
Broad network access
Resource pooling
Rapid elasticity
Measured service

28. Elite performers
are 24x more
likely to have met
characteristics
of cloud
computing

29. DevOpsDays
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30. 04Culture

31. If something breaks…

32. When something breaks…

33. Failure leads to scapegoating
It was not my fault!

34. Failure leads to scapegoating Failure leads to justice
It was not my fault! Justice must be served!

35. Failure leads to scapegoating Failure leads to justice Failure leads to enquiry
It was not my fault! Justice must be served! Let's investigate the system!

36. 1. On my team, information is actively sought.
2. Messengers are not punished when they deliver news of failures or other
bad news.
3. On my team, responsibilities are shared.
4. On my team, cross-functional collaboration is encouraged and rewarded.
5. On my team, failure causes inquiry.
6. On my team, new ideas are welcomed.

37. Pathological (power-oriented) Bureaucratic (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 enquiry
Novelty crushed Novelty leads to problems Novelty implemented
Westrum organizational culture
Westrum RA typology of organisational cultures. BMJ Quality & Safety 2004;13:ii22-ii27.
http://bmj.co/1BRGh5q

38. How to change culture?

39. How to change culture?

40. How to change culture?

41. How to change culture?
http://www.thisamericanlife.org/radio-archives/episode/403/nummi
http://sloanreview.mit.edu/article/how-to-change-a-culture-lessons-from-nummi/
“What changed the culture was giving
employees the means by which they
could successfully do their jobs. It
was communicating clearly to
employees what their jobs were and
providing the training and tools to
enable them to perform those jobs
successfully.”
—John Shook

42. Culture
impacts
performance

43. Culture
impacts
performance

44. Culture
impacts
performance

45. 05Applying the
Research

46. cloud.google.com/devops

48. h ps://bit.ly/dora-bfd

49. h ps://bit.ly/dora-bfd

50. Less Rework

51. Less Rework
Continuous
Delivery

52. Less Rework
Technical Practices
Continuous
Delivery

53. Less Rework
Technical Practices
Test Automation
Continuous
Testing
Deployment
Automation
Version Control
Trunk-based
Development
Test Data
Management
Shift Left on
Security
Monitoring &
Observability
Loosely Coupled
Architecture
Proactive
Notifications
Empowered
Teams
Code
Maintainability
Database Change
Management
Continuous
Integration
Continuous
Delivery

54. Transformational Leadership
Less Rework
Technical Practices
Test Automation
Continuous
Testing
Deployment
Automation
Version Control
Trunk-based
Development
Test Data
Management
Shift Left on
Security
Monitoring &
Observability
Loosely Coupled
Architecture
Proactive
Notifications
Empowered
Teams
Code
Maintainability
Database Change
Management
Continuous
Integration
Continuous
Delivery

55. Transformational Leadership
Vision
Inspirational
Communication
Intellectual
Stimulation
Supportive
Leadership
Personal
Recognition
Less Rework
Technical Practices
Test Automation
Continuous
Testing
Deployment
Automation
Version Control
Trunk-based
Development
Test Data
Management
Shift Left on
Security
Monitoring &
Observability
Loosely Coupled
Architecture
Proactive
Notifications
Empowered
Teams
Code
Maintainability
Database Change
Management
Continuous
Integration
Continuous
Delivery

56. Group Discussions
1. Select an outcome
2. Which capabilities are preventing progress?
https://bit.ly/dora-bfd
3. What should we do next to improve these
capabilities?

57. Focus resources on what is currently
holding you back, then iterate: Identify
constraints and choose the next target.

58. Rother, M. (2009) Toyota Kata. McGraw-Hill Education.

59. It takes work.

60. It takes work.
We don’t have to do it all at once.

61. It takes work.
We don’t have to do it all at once.
will most likely fail if we try

62. What works?
What doesn’t?
Bottom-up or grassroots
Training centers
Centers of excellence
Communities of practice
A big bang approach

63. Elite teams favor
strategies that
create community
structures
Communities of practice
Grassroots
Proof of Concept (POC) as a
template
POC as seed

64. https://cloud.withgoogle.com/next

65. cloud.google.com/
devops

66. DevOpsDays
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67. Thank you