Why are so many organizations stuck in the "middle" of DevOps evolution? What's preventing them from achieving higher levels of organizational performance despite all the automation, tooling, and good practices in place?
Puppet's State of DevOps Report 2021 provides important research-based clues to answer these questions, supported by the patterns and recommendations in Team Topologies.
In this talk we cover the self-imposed limitations of blindly following some “myths” around DevOps. Almost 80% of organizations are stuck in the "frozen middle" of DevOps evolution because of lack of organizational sensemaking abilities. The margin for growth for these organizations is tremendous, but they need to think beyond technical capabilities to unlock the potential of their teams to deliver with more autonomy and a sense of purpose.
The data shows that Team Topologies provides the necessary organizational and team interaction patterns that help organizations achieve performance metrics such as delivering a new customer change request to live in under one hour, or diagnosing and recovering from a serious issue in production in under an hour.
Get the State of DevOps Report 2021 here:
https://puppet.com/resources/report/2021-state-of-devops-report
To learn more about Team Topologies:
https://teamtopologies.com/learn
https://academy.teamtopologies.com
2. Team Topologies
5
Organizing business and
technology teams for fast flow
Matthew Skelton & Manuel Pais
IT Revolution Press (2019)
teamtopologies.com/book
3. “innovative tools and concepts for
structuring the next generation
digital operating model”
Charles T. Betz,
Principal Analyst, Forrester Research
6
12. 16
“Organizations should not expect to
become highly evolved just because
they use cloud and automation…
They are held back by organizational
structure and dynamics”
15. “Devops was always as much about
org structure and incentives as any of
the technical details.”
- Andrew Clay Shafer
19
16. 20
Organizations where teams have
strong identities that are well
understood, with clearly defined
responsibilities, are far more likely to
be higher performing
24. 28
“if you simply adopt the team types,
you’re missing one of the key
takeaways... which is paying attention
and being deliberate about teams’
setup and their desired interaction”
38. 42
“Highly evolved firms use a
combination of stream-aligned
and platform teams as the
most effective way to
manage cognitive load at scale”
39. We have an ecosystem of
loosely coupled teams that
promotes fast flow &
continuous learning
43
High evol
40. 44
We have a platform team
that solves common
problems for teams
41. 45
“the existence of a platform team
does not inherently unlock
higher evolution DevOps”
42. “A digital platform is a foundation of
self-service APIs, tools, services,
knowledge and support which are
arranged as a compelling internal
product.”
– Evan Bottcher, 2018
46
Source: https://martinfowler.com/articles/talk-about-platforms.html
43. 47
“Successful platform teams treat
their platform as a product. They
strive to create a compelling value
proposition for application teams”
51. 55
“[Highly evolved platform teams]
understand their internal customers
and offer a curated set of
technologies for infrastructure and
development capabilities”
53. We treat the platform as a
product, a curated
experience for our users
57
High evol
54. 59
“Success at scale requires optimizing
not for the individual, and not for the
team, but for the wider organization -
the “team of teams”.
Highly evolved organizations have
discovered the patterns that work
well for a fast flow of change”
57. 2h30 course focusing on modern platform as a product practices
○ Platform Value
○ Platform Customers
○ Platform Experience
○ Platform Adoption Cycle
Target audience: everyone involved in platform engineering
TT25 - Platform as a Product
62