- The document provides a brief history of the State of DevOps report from 2012-2017 and introduces the authors of the report. - It summarizes key findings from the 2017 report including that high-performing teams deploy code 46x more frequently and have 440x faster lead times than low performers. These teams also automate more tasks. - The document states that loosely coupled architectures and teams best enable continuous delivery and that lean product management drives higher organizational performance. It encourages questions from the audience.

2. Agenda
• A brief history of SODOR
• Who took the survey
• Key findings
• Questions

3. About the authors
Dr. Nicole Forsgren
@nicolefv
Jez Humble
@jezhumble
Gene Kim
@realgenekim
Nigel Kersten
@nigelkersten
Alanna Brown
@alannapb

4. A brief history of the State of DevOps Report
2012:
What is devops?
2013:
DevOps adoption
is accelerating.
2014:
Holy cow!
DevOps works!
2015:
IT goes lean.
2016:
Shifting left.
2017:
DevOps works for
all organizations.

5. Who took the survey

6. Who took the survey

7. Who took the survey

8. Transformational leaders share
five common characteristics that
significantly shape an organization's
culture and practices, leading to
high performance.

9. By 2020, half of the CIOs
who have not transformed
their teams' capabilities will be
displaced from their organizations’
digital leadership teams.

10. Dimensions of transformational leadership

11. Relationship between
transformational leadership and performance

12. High-performing teams continue to
achieve both faster throughput
and better stability.

13. 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
440x
That’s the difference between less than
an hour and more than a week.

14. 96xfaster mean time to
recover from downtime
That means high performers recover in
less than an hour instead of several days.
5xas likely that
changes will fail
That means high performers’ changes fail 7.5%
of the time instead of 38.5%.

17. Automation is
a huge boon
to organizations.

18. High-performing teams love automation.
They do less manual work and have automated:

20. Overcoming the J-curve
20
Low speed
Low stability
Low innovation
Low retention
High speed
High stability
High innovation
High retention
Early wins
The hard road
Real success

21. DevOps applies
to all organizations.

22. High performing organizations are
twice as likely to achieve or exceed goals
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 provided
● Achieving organizational
and mission goals

23. Loosely coupled architectures
and teams are the
strongest predictor of
continuous delivery.

24. High performing organizations are
twice as likely to achieve or exceed goals
● Can do testing without requiring integrated environment
● Application can be deployed / released independently of
other apps and services they interact with
● Teams make their own tool decisions
● Teams are empowered to test, deploy, and change
systems independently
● Delivery requires dedicated testing environment and
lengthy integration testing
● Applications are monolithic and must be built and
deployed as a single unit
● Teams forced to use tools mandated by central group
● Teams are constrained by other teams

25. Architectural outcomes: can my team…
25
• …make large scale changes to the design of its system without the
permission of someone outside the team, or depending on other teams?
• ...complete its work without fine-grained communication and coordination
with people outside the team?
• ...deploy and release its product or service on demand, independently of
other services the product or service depends upon?
• ...do most of its testing on demand, without requiring an integrated test
environment?
• ...perform deployments during normal business hours with negligible
downtime?

26. Conway’s Law
“organizations which design systems …
are constrained to produce designs
which are copies of the communication
structures of these organizations”

27. Lean product management
drives higher
organizational performance.

28. Lean Product Management Practices
Working in small batches
Making the flow of work visible through the process
Gathering, broadcasting and implementing customer feedback
Ability of teams to try out new ideas and create
and update specifications during the development process

29. Questions?

30. Get your copy of the
2017 State of DevOps Report
puppet.com/state-of-devops-report