If you don't know where you're going it doesn't matter how fast you get there
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The document discusses the importance of direction and measurable performance in IT organizations, emphasizing that high-performing firms tend to exceed their goals in multiple areas. It highlights common mistakes in measuring performance, such as confusing outputs with outcomes, and critiques metrics like velocity and utilization. The piece concludes that DevOps culture and practices can significantly impact organizational performance and quality, advocating for better measurement strategies.
If you don't know where you're going it doesn't matter how fast you get there
- 1. If You Don’t Know Where You’re Going, It Doesn’t Matter How Fast You Get There Nicole Forsgren, PhD @nicolefv Jez Humble @jezhumble © 2018 DevOps Research and Assessments LLC. CC-BY-SA
- 2. Outline Where am I going? Why should I care? How do I improve performance & quality? How should I measure performance? What is this culture thing (and how do I measure it)?
- 3. Where am I going?
- 6. Where am I going? Direction. Not a destination. But what direction? Is there “one metric that matters?
- 7. IT performance lead time for changes release frequency time to restore service change fail rate
- 9. 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/2014-devops-report/ http://bit.ly/2015-devops-report/ http://bit.ly/2016-devops-report/ http://bit.ly/2017-devops-report/
- 10. ...for nonprofits too high performers were also twice as likely to exceed objectives in: ● quantity of goods and services ● operating efficiency ● customer satisfaction ● quality of products or services ● achieving organization or mission goals.
- 11. The DevOps Movement A cross-functional community of practice dedicated to the study of building, evolving and operating rapidly changing, secure, resilient systems at scale.
- 13. Quality
- 14. How should I measure performance?
- 15. Common Mistakes ▪Outputs vs. Outcomes ▪Individual/local vs. Team/global ▪Some common examples: Lines of code Velocity Utilization
- 16. Common Mistakes: Lines of Code ▪More is better? −Bloated software −Higher maintenance costs −Higher cost of change ▪Less is better? −Cryptic code that no one can read ▪Ideal: solve business problems with most efficient code
- 17. Common Mistakes: Velocity ▪Agile: problems are broken down into stories, which are assigned “points” of estimated effort to complete ▪At end of sprint, total points signed off by customer is recorded = velocity ▪Velocity is a capacity planning tool. NOT a productivity tool. ▪Why doesn’t this work for productivity? −Velocity is a relative measure, not absolute. So: bad for comparing teams −Gaming by inflating estimates −Focus on team completion at the expense of collaboration (a global goal)
- 18. Common Mistakes: Utilization ▪Utilization is only good up to a point ▪Higher utilization is better? −High utilization doesn’t allow slack for unplanned work −Queue theory: as utilization approaches 100%, lead times approach infinity −Once you hit higher and higher levels of utilization (a poor goal of productivity), teams will take longer and longer to get work done
- 19. High Trust Culture How Organizations Process Information Westrum, “A Typology of Organizational Cultures” | http://bmj.co/1BRGh5q
- 21. Effective Teams
- 22. Dealing with Failure ● In a complex, adaptive system failure is inevitable ● when accidents happen, human error is the starting point of a blameless post-mortem ● ask: how can we get people better information? ● ask: how can we detect and limit failure modes?
- 23. @rynchantress | https://ryn.works/2017/06/17/on-failure-and-resilience/
- 24. Disaster Recovery Testing “For DiRT-style events to be successful, an organization first needs to accept system and process failures as a means of learning… We design tests that require engineers from several groups who might not normally work together to interact with each other. That way, should a real large-scale disaster ever strike, these people will already have strong working relationships” -Kripa Krishnan, Director, Cloud Operations, Google Kripa Krishnan | http://queue.acm.org/detail.cfm?id=2371297
- 25. Conclusions We CAN have it all, or at least tempo AND stability. DevOps culture & practices have a measurable impact on IT & org perf & quality Culture can be measured and changed Technology and agility do matter - but it’s not enough
- 26. Want more Measurement Goodness? To receive the following: ● A 93-page excerpt of Accelerate: The Science of DevOps ● This presentation ● DORA’s ROI whitepaper: Forecasting the Value of DevOps Transformations ● Metrics Guidance whitepaper ● Tactics for Leading Change whitepaper ● My ACM Queue article on DevOps Metrics with Mik Kersten: Your Biggest Mistake Might Be Collecting the Wrong Data Just grab your phone and send an email: ● To: [email protected] ● Subject: devops