We have surveyed over 25,000 technical professionals over the past five years. This makes the State of DevOps Report the most extensive study on the DevOps topic nowadays. This year, we surveyed over 4,600 tech professionals worldwide. Again, we saw a boost in response from those who are working in DevOps department than last year. Unfortunately, there was just a slight increase in respondents who are female, and we have observed the same in other surveys. Admittedly, there is still a lot of work to be done to improve the inclusiveness and diversity in DevOps.
In the report of the State of DevOps, the following key findings are revealed:
1. Organizations that are high-performing are fiercely outperforming the lower-performing peers when it comes throughput. High performers deploy 200 times more often compared to lower performers, with 2,555 times quicker lead times. Moreover, they also continue to remarkably outdo low performers, with 24 times faster times of recovery and tree times lower rates of change failure.
2. High performers have better loyalty on their employees, as measured by eNPS or employee Net Promoter Score. Employees in high-performing firms recommend their company to a friend as a great work place, and 1.8 times more likely to recommend their team as a great working environment. Other studies showed that this is correlated with better business results.
3. Enhancing quality is everyone’s job. High performing companies spend 22 percent less time on rework and unplanned work. Thus, they’re able to spend 29 percent more time on new work, like for instance new code or features. They’re able to do this since they create quality into every step of the development process via using continuous delivery practices, rather than retrofitting quality at the end of the development cycle.
4. High performers spend 50 percent less time in remedying security concerns than low performers. Through better integration of information security objectives to day-to-day work, teams gain higher IT performance levels and create systems that are more secure.
5. Taking an experimental approach towards development of product. This could boost IT as well as organizational performance. The product development cycle begins long before a developer starts coding. The ability of the product team to decompose features and products into small batches, offer visibility into the workflow.
The survey analysis showcased that using continuous delivery practices as well as lean product management practices have predicted the extent to which people agreed with these statements and whether the culture of an organization was performance-oriented and generative. Moreover, the extent in the way people identified with their company predicted a performance-oriented and generative culture as well as predicted organizational performance as measured when it comes to market share, productivity and profitability. This should not surprise us. If the greatest asset of a company are the people, and most corporate leaders claim that they are, then having employees who identify strongly with the company must prove a competitive edge.
Netflix’s cloud architect by Adrian Cockcroft, was once asked by a senior leader in a Fortune 500 company where he got his wonderful people from. Cockcroft replied that ‘I hired them from you’, making our analysis clear. In the rapidly-moving and competitive world these days, the best thing to do for the products, company and people is to institute a culture of learning and experimentation and to also invest in the management and technical capacities which allow it.
Traditionally, IT has been considered as a cost center, which make it difficult to persuade management to invest in enhancements. Until recently, there has been little evidence that investments in IT could offer considerable returns. In past reports, we showed that there is a predictive relationship between organizational and IT performance, which prove that Information Technology could deliver true business value and provide different organizations a competitive advantage.
In the survey this year, we found that high-performing teams spend the least time on unplanned work and rework, approximately 21 percent. ROI calculations are based on the savings expected. This we expressed in monetary systems, but it is necessary to bear in mind that when it comes to saving employees time, you’re giving them back the space to experiment, think and to be innovative and creative.
Today, DevOps is no longer just a buzzword or a fad but an understood set of cultural patterns and practices. People turn to DevOps not only to improve their daily working time and spend quality time for the family, but also to boost the performance, revenues and profitability of their organizations as well. We have launched the State of DevOps and the DevOps survey report five years ago in order to discover just how the system’s tools, cultural values and practices have impacted IT teams and the companies that they serve. This year, the data gathered were wider in range and more deeply analyzed. We hope that the analysis, findings and guidance in this report helps in the better understanding of the potential impact of DevOps to any organization.