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May 26 - May 27, 2019
HOW DOES DEVOPS CONTRIBUTE TO JOB SATISFACTION?
In fact, our measure of job satisfaction looks at a few key things: if you are satisfied in your work, if you are given the tools and resources to do your work, and if your job makes good use of your skills and abilities.
We recommend that teams wanting to achieve high performance do their best to recruit and retain more women
An inclusive organization is one where “all organizational members feel welcome and valued for who they are and what they ’bring to the table.’
(Supportive leadership) Considers my personal feelings before acting.
(Personal recognition) Commends me when I do a better than average job.
High-performing teams reported having leaders with the strongest behaviors across all dimensions: vision, inspirational communication, intellectual stimulation, supportive leadership, and personal recognition.
Managers can also facilitate big improvements in software delivery performance by taking measures to make deployments less painful.
Ensure that existing resources are made available and accessible to everyone in the organization.
Hold regular internal DevOps mini-conferences.
As the real value of a leader or manager is manifest in how they amplify the work of their teams,
Use Disaster Recovery Testing Exercises to Build Relationships
Many large technology companies run disaster recovery testing exercises, or “game days,” in which outages are simulated or actually created according to a pre-prepared plan, and teams must work together to maintain or restore service levels.
Making it safe to fail. If failure is punished, people won’t try new things.
Make monitoring a priority.
Proactive monitoring was strongly related to performance and job satisfaction in our survey, and it is a key part of a strong technical foundation
we put our four technology performance variables— deployment frequency, lead time for changes, mean time to repair, and change fail rate—into the clustering algorithm, and looked to see what groups emerged. We see distinct, statistically significant differences, where high performers do significantly better on all four measures, low performers perform significantly worse on all four measures,
a team’s organizational culture: On my team . . . Information is actively sought. Messengers are not punished when they deliver news of failures or other bad news. Responsibilities are shared. Cross-functional collaboration is encouraged and rewarded. Failure causes inquiry. New ideas are welcomed. Failures are treated primarily as opportunities to improve the system.
The second set of items capture another construct—“notifications that come from systems” or “proactive failure notification”: We get failure alerts from logging and monitoring systems. We monitor system health based on threshold warnings (ex. CPU exceeds 90%). We monitor system health based on rate-of-change warnings (ex. CPU usage has increased by 25% over the last 10 minutes).
Taking time to do periodic assessments that include the perceptions of the technologists that make and deliver your technology can uncover key insights into the bottlenecks and constraints in your system.
. A good leader affects a team’s ability to deliver code, architect good systems, and apply Lean principles to how the team manages its work and develops products.
TECHNICAL CAPABILITIES
Trunk-based development: High performers have the shortest integration times and branch lifetimes, with branch life and integration typically lasting hours or a day.
High performers deploy at a significantly increasing frequency.
