In particular, industry lacks methods to leverage big data analytics in order to improve customer service and compute relevant DevOps success metrics, using the large quantity of stored data that is constantly generated by development teams, operations teams, customers and the interaction of these stakeholders due to the continuous development and continuous delivery processes. This project aims at covering the gap that prevents companies from effectively improving their development and operations efficiency within their organizations and measuring the impact of nurturing a DevOps culture with appropriate metrics capturing the people, process and technology dimensions. Metrics to measure the success of DevOps culture in an organization need to take into account three essential dimensions: people, process and technology. The success of DevOps culture is related to speed of deployment, rate of change, customer response, etc. However, these metrics incentivize behaviours that are counterproductive to the DevOps culture. As a consequence, many organizations try to adopt output-based measurement systems or use other non DevOps-specific metrics to assess its productivity.
However, since DevOps is not a formal framework, companies have little guidance to implement methodologies that foster a DevOps culture in their organizations and allow them to assess its effectiveness. Measuring success in the DevOps business context is critical.
#SOFTWARE DEVELOPMENT PERFORMANCE INDEX SOFTWARE#
DevOps is a natural response to business leaders’ recognition that market growth and citizen-centric service delivery are dependent on the rapid delivery of high-quality software systems (Waterhouse, 2015). DevOps entails shifting operational concerns to much earlier design phases so that developers and operators can form a cohesive group to handle a more coherent architecture with the twin goal of continuous development and continuous improvement. As a consequence, DevOps has been recently coined to describe a holistic organizational and technical software engineering approach that goes beyond software production and into operations and eventually customer demand. However, software companies have detected a much deeper cultural problem that prevents them from ensuring continuous development and delivery: their organizations work in silos and the interaction between development and operations is almost non-existent. According to Forrester, 69% of respondents out of 560 surveyed decision-makers of the annual Forrester Forrsights Software Survey have interest, plan to implement, or have already implemented Agile for their custom development (Benkel & Lo Giudice, 2014). In order to face this major challenge, many companies have already adopted agile methodologies. As businesses in many industries become software-driven, the need for innovation forces companies to look for alternatives to traditional software development methods that cannot guarantee continuous development and delivery models in an aggressively changing market. Just as an example, David Zanka, SVP of IT at FedEx, recently said “I run a software company inside of FedEx” (Gothelf, 2015). More organizations in all industries recognize they are evolving into technology and data companies (McKendrick, 2015), and their business models are being partially or fully transformed by software.
0 kommentar(er)
