This presentation is a more interactive version of my DevOps and the Bottom Line talk. Specifically, it helps groups think about how the astonishing increases in throughput and stability can impact their own teams and organizations.
5. 10 deploys per day
Dev & ops cooperation at Flickr
John Allspaw & Paul Hammond
Velocity 2009
That was then…
6. Etsy Code Deployment
What once required 6-14 hours and an “Army”
…Now takes 15 minutes and 1 person
This is now…
2013 Mike Brittain, Continuous Deployment: The Dirty Details
3/2014 Daniel Schauenberg , Qcon London
4/2014 tweet @philkates
30+
Deploys
per day
2013
50
Deploys per day
March 2014
QCon London
80-90
Deploys per day
April 2014
Chef Conf
7. Amazon Deployment Stats
(production & host environments only)
This is now…
1,079Max deploys
In a single hour
Every 11.6 seconds!
10,000Mean # hosts receiving
Deploys simultaneously
30,000Max # hosts receiving
Deploys simultaneously
8. Intuit
“By installing a rampant innovation culture, we performed 165
experiments in the peak three months of tax season.
Our business result? Conversion rate of the website is up
50%. Employee result? Everyone loves it, because their new
ideas can make it to market. ”
- Scott Cook, Intuit founder
10. High Performing DevOps teams
More agile
30x
More frequent
deployments
8000x
Faster lead times
than peers
The 2014 DevOps Survey of Practice and its resulting database are the property of Puppet Labs, Inc. and Gene Kim and Associates, LLC. All rights reserved.
11. High Performing DevOps teams
More reliable
2x
Change
Success
Rate
12x
Faster
Mean time to recovery
(MTTR)
The 2014 DevOps Survey of Practice and its resulting database are the property of Puppet Labs, Inc. and Gene Kim and Associates, LLC. All rights reserved.
13. High Performing IT organizations
2x
More likely to exceed
Profitability,
Market share, and
Productivity goals
50%
Higher market cap
growth over 3 years*
The 2014 DevOps Survey of Practice and its resulting database are the property of Puppet Labs, Inc. and Gene Kim and Associates, LLC. All rights reserved.
15. High Performing DevOps teams
More agile What does this mean for:
30x
More frequent
deployments
The 2014 DevOps Survey of Practice and its resulting database are the property of Puppet Labs, Inc. and Gene Kim and Associates, LLC. All rights reserved.
New content delivery
Value/savings around A/B testing
Value around speed to market
Compliance / regulatory
Security8000x
Faster lead times
16. High Performing DevOps teams
More reliable What does this mean for:
50%
Fewer deploy
failures
The 2014 DevOps Survey of Practice and its resulting database are the property of Puppet Labs, Inc. and Gene Kim and Associates, LLC. All rights reserved.
Value/savings around reliability
Value/savings around uptime
Compliance
Security
Reputation around compliance &
security
12x
Faster MTTR
17. Key Factors that Correlate with Each Component:
MTTR
Version control for all production artifacts
Monitoring
The 2014 DevOps Survey of Practice and its resulting database are the property of Puppet Labs, Inc. and Gene Kim and Associates, LLC. All rights reserved.
Lead time for changes
Version control for all production artifacts
Automated testing
Deployment Frequency
Version control for all production artifacts
Continuous Delivery
Also Super
Important:
Culture
Job satisfaction
Climate for learning
18. The 2014 DevOps Survey of Practice and its resulting database are the property of Puppet Labs, Inc. and Gene Kim and Associates, LLC. All rights reserved.
19.
20. One ask:
Ongoing research into compliance, risk,
and velocity in organizations and
DevOps initiatives
~15 minutes of your time
but only if these IT investments occur with the right mix of
IT,
culture,
and practice
called DevOps.
For the last two years, I have conducted research to study organizations that use DevOps practices, to truly understand what contributes to the success of their DevOps practices, and for the first time, test and measure the impacts of these practices on their bottom line.
This is revolutionary. [pause] We would like to think this is common sense, but it isn’t. In fact, it flies in the face of decades of research and experience.
Investments in IT just don’t impact the bottom line.
Time and time again, studies fail to show any link between IT investment and any kind of organizational impact. ANY KIND! It actually has a name! It’s called the productivity paradox. … Any company can buy a server, throw it in the closet, maybe give it some pretty uplighting like we see here. But then so can any other company. You put enough lipstick on a pig… it’s still a pig. Your pretty server is still just a server. This doesn’t create any kind of sustainable advantage. And the path from IT investment alllll the way down to the 10-K is long and winding. ROI rarely pans out, and even then, it’s usually after years… if that!
So… I knew this, but I just didn’t have it in my heart to tell it to the team, especially since I had a hunch that DevOps might be different. I’ll tell you why in just a minute.
So… what makes DevOps different? Why are we seeing this impact NOW? It is because DevOps is fundamentally different. It is because the impacts are seen only when IT investments occur with the right mix of IT, culture, and practice. So we can’t just *invest* in IT. We have to invest in IT *and* our culture and practices… very much like the stories we’ve been hearing here.
In fact, just as Lean and the Toyota way revolutionized manufacturing in the 80s and 90s, we believe DevOps will be the force that revolutionizes the way that technology is done across all industries in all organizations. THIS is that hunch I had when we were planning the DevOps study last year. THIS is why I suggested we include organizational performance, even though it flew in the face of every other case of IT investment strategy. DevOps isnt’ just and investment strategy. It is a revolution.
But how did we get here?
Velocity 2009: John Allspaw & PaulHammond “10 deploys per day: Dev & ops cooperation at Flickr”
- Crazy. Maybe even irresponsible. Historic. Visionary.
This is fascinating throughput, and clearly good for IT.
Stark contrast to Intuit…
165 experiments during busy season. Five years ago, we would not have seen this… but when else to deliver or test delivering functionality to customers?
And you see that second emphasis? (Added by me) Conversion rate is up 50%. Those are organizational impacts. That is the bottom line.
THIS ISN’T JUST FOR THE UNICORNS. THIS IS FOR THE HORSES, TOO.
“All the stories you heard yesterday are examples of how organizations are creating business value and competitive advantage by adopting DevOps principles and patterns. These stories paint a rich, nuanced picture of what DevOps looks like in organizations, and suggests that it can – and does – help organizations achieve their goals. But we wanted to take this a step further, and see if the data agreed with these stories we see over and over again.
And the data we collected over the past two years – covering 14,000 respondents and hundreds of organizations – backs this up. DevOps is good for IT. DevOps is good for organizations. Let’s start by looking at the impacts of DevOps on IT.
In the past, we’ve known that DevOps is good for IT.
But NOW we know that DevOps is good for organizations. DevOps has impacts that can be seen in the bottom line.
This is because DevOps isn’t just IT. It’s the practice of IT.
In the past, we’ve known that DevOps is good for IT.
But NOW we know that DevOps is good for organizations. DevOps has impacts that can be seen in the bottom line.
This is because DevOps isn’t just IT. It’s the practice of IT.
This is why we see the impacts to the organization and the bottom line. This requires
IT, yes. But it also requires
CULTURE
PEOPLE
PROCESSES
This isn’t just an investment in IT. This is an investment in IT practice.
And these investments are revolutionary in the change they bring about.
Not just to the IT function, but to the organization as a whole.