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November 4 - December 21, 2019
“We can now assert with confidence that high IT performance correlates with strong business performance, helping to boost productivity, profitability, and market share.”
Their evidence refutes the bimodal IT notion that you have to choose between speed and stability—instead, speed depends on stability, so good IT practices give you both.
We discovered that software development and delivery can be measured in a statistically meaningful way, and that high performers do it in consistently good ways that are significantly better than many other companies.
“Business as usual” is no longer enough to remain competitive.
31% of the industry is not using practices and principles that are widely considered to be necessary
Once utilization gets above a certain level, there is no spare capacity (or “slack”) to absorb unplanned work, changes to the plan, or improvement work.
in software, batch size is hard to measure and communicate across contexts as there is no visible inventory.
an experimental approach to product development is highly correlated with the technical practices that contribute to continuous delivery.
we must also ensure delivery teams are cross-functional, with all the skills necessary to design, develop, test, deploy, and operate the system on the same team.
Why have technology practitioners continuously sought to improve the approach to software development and deployment as well as the stability and security of infrastructure and platforms, yet, in large part, have overlooked (or are unclear about) the way to lead, manage, and sustain these endeavors?
