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September 5 - September 5, 2021
deliver value to customers and stakeholders.
strategic use of technology explains revenue and productivity gains more than mergers and acquisitions (M&A) and entrepreneurship
DevOps emerged from a small number of
organizations facing a wicked problem: how to build secure, resilient, rapidly evolving distributed systems at scale.
must learn how to solve thes...
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gain significant benefits, such as accelerated deliver...
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many organizations have achieved great success with their technology transformations (notable examples include web-scale tech giants such as Netflix, Amazon,
Netflix, Amazon, Google, and Facebook, as well as more traditional large organizations including Capital One, Target, and the US Federal Government’s Technology Transformation Service and US Digital Service),
Google, and Facebook, as well as more traditional large organizations including Capital One, Target, and the US Federal Government’s Technology Transformation Service and US Digital ...
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31% of the industry is not using practices and principles that are widely considered to be necessary for accelerating
continuous integration and
continuous delivery, Lean practices, and a collaborative culture (i.e., capabilities champion...
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Another Forrester report states that DevOps is accelerating technology, but that organizations often overestimate their progress
that executives are especially prone to
overestimating their progress when compared to those who are actu...
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if we assume the estimates of DevOps maturity or capabilities from practitioners are more accurate—
potential for value delivery and growth within organizations is much greater than executives currently realize.
need to measure DevOps capabilities accurately and to communicate these measure...
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Technology leaders need to deliver software quickly and reliably to win in the market.
The key to successful change is measuring and understanding the right things with a focus on capabilities—not on maturity.
shifting to a capabilities model of measurement is essential for organizations wanting to accelerate software delivery.
maturity models focus on helping an organization “arrive” at a mature state
then declare themselves done with t...
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technology transformations should follow a continuous imp...
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continually improve and progress, realizing that the technological and business la...
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most innovative companies and highest-performing organizations are always striving to be better and nev...
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“done” with their improvement or transfor...
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maturity models are quite often a “lock-step” or linear formula,
Level 1” and “Level 2” look the same across all teams and organizations,
customized approach to improvement,
focus on capabilities that will give them the most benefit based on their current context and their short and long-term goals.
context, their own systems, their own goals, and their own constraints, and what we should focus on next to accelerate our tra...
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capability models focus on key outcomes and how the capabilities, or levers, drive impr...
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outcome ...
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without tying it to outcomes. These end up being vanity metrics: while they can be relatively easy to measure, they don’t tell us anything about the impact they have on the business.
maturity models define a static level of technological, process, and organizational abilities to achieve.
Our own research and data have confirmed that the industry is changing: what is good enough and even “high-performing” today is no...
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what is good enough and even “high-performing” today is no longer good en...
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allow teams and organizations to focus on developing the skills and capabilities need...
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focusing on the right capabilities, organizations can drive improvements in their outcomes, allowing them to develop and deliver software with improved speed and stability.
the highest performers do exactly this,
continually reaching for gains year over year and never settling for yeste...
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Product vendors often favor capabilities that align with their product offerings.
Consultants favor capabilities that align with their background, their offering, and their homegrown assessment tool.
profitability, productivity, and market share.
none
age and technology used for the application (for example, mainframe “systems of record” vs. greenfield “systems of engagement”) whether operations teams or development teams performed deployments whether a change approval board (CAB) is implemented
24 key capabilities
are easy to define, measure, and improve.
when compared to low performers, the high performers have:
