Over the past five years, the State of DevOps Report has shown that high-performing IT teams decisively outperform their peers: they deploy 200x more frequently, with 2,555 faster lead times and 1/3 change fail rate. This year, we investigate architecture, experimentation in work, other business outcomes (e.g., for gov't). Come see the latest in what it takes to make software amazing.

1. 2017 State of DevOps
Report Key Findings
Presented by Alanna Brown

2. About the authors
Alanna
Brown
@alannapb
Dr. Nicole
Forsgren
@nicolefv
Jez
Humble
@jezhumble
Nigel
Kersten
@nigelkersten
Gene
Kim
@realgenekim

3. A brief history of the State of DevOps Report
2012: What is
devops?
2013: DevOps
adoption is
accelerating.
2014: Holy cow!
DevOps works!
2015: IT goes lean.
2016: Shifting left.
2017: DevOps works
for all organizations.

4. Who took the survey

5. Who took the survey

6. Who took the survey
6

7. Who took the survey
Highlights
● ~3,200 respondents
● 91% male / 6.5% female
● DevOps teams now at 27%
from 22% in 2016
● Top industries:
technology, financial services,
retail, government, education
Over the past 6 years, we’ve gathered 27,000+ responses from around the world, making our
State of DevOps Report the largest and most comprehensive study on the topic of DevOps.

8. 8
Transformational leaders share five
common characteristics that
significantly shape an organization's
culture and practices,
leading to high performance.

9. 9

10. Leadership Matters
10
• Teams with the least transformational leaders (the
bottom third) were one-half as likely to be high IT
performers
• Leaders cannot do it alone! Teams with the top 10%
of transformational leaders performed no better than
the median

11. By 2020, half of the CIOs who have
not transformed their teams'
capabilities will be displaced from
their organizations’ digital
leadership teams.
Gartner

12. High-performing teams continue to
achieve both faster throughput and
better stability.

13. More frequent
Code deployments
46x
That’s the difference between multiple
times per day and once a week or less.
Faster lead time from
commit to deploy
440x
That’s the difference between less than
an hour and more than a week.

14. faster mean time to
recover from downtime
96x
That means high performers recover in
less than an hour instead of several days.
as likely that changes will
fail
5x
That means high performers’ changes fail 7.5%
of the time instead of 38.5%.

15. 15

16. 16

17. 17
Automation is a huge boon to
organizations.

18. High-performing teams love automation.
They do less manual work and have automated:
18

19. 19

20. Overcoming the J-curve
20
Low speed
Low stability
Low innovation
Low retention
High speed
High stability
High innovation
High retention
Early wins
The hard road
Real success

21. 21
DevOps applies to all organizations.

22. Relationship between transformational leadership and
performance
22

23. High performing organizations are twice as likely to
achieve or exceed goals
23
Commercial Goals
• Productivity
• Profitability
• Market Share
• # of customers

24. High performing organizations are twice as likely to
achieve or exceed goals
24
Non-commercial Goals
• Quantity of products or services
• Operating efficiency
• Customer satisfaction
• Quality of products or services
provided
• Achieving organizational and
mission goals
Commercial Goals
• Productivity
• Profitability
• Market Share
• # of customers

25. 25
Loosely coupled architectures and
teams are the strongest predictor of
continuous delivery.

26. Architectural outcomes: can my team…
27
• …make large scale changes to the design of its system without the
permission of someone outside the team, or depending on other teams?
• ...complete its work without fine-grained communication and coordination
with people outside the team?
• ...deploy and release its product or service on demand, independently of
other services the product or service depends upon?
• ...do most of its testing on demand, without requiring an integrated test
environment?
• ...perform deployments during normal business hours with negligible
downtime?

27. Conway’s Law
“organizations which design systems … are constrained
to produce designs which are copies of the
communication structures of these organizations”

28. 29
Lean product management drives
higher organizational performance.

29. Lean Product Management Practices
30
• Working in small batches
• Making the flow of work visible through the
process
• Gathering, broadcasting and implementing
customer feedback
• Ability of teams to try out new ideas and
create and update specifications during the
development process

30. 31
One piece of advice

31. 32
What are your questions / concerns?
Let us know! Our conversations with you shape future research.

32. Get your copy of the
2017 State of DevOps Report
puppet.com/state-of-devops-report