Measuring Your DevOps Success

By Seshachari, June 20, 2016

DevOps is about business agility and continuous delivery, a discipline created through understanding both development and operations. Most organizations implement DevOps because of a specific business need i.e. to improve time to market, to reduce defects, or to better align IT initiatives with the business strategy. DevOps inculcates a culture that is characterized by increased communication and collaboration, encourages the team to experiment to continuously innovate & improve the company’s products and services that meet customer needs, leading to a happy customer, productive workforce and, that which has an up-front impact on improved business performance.
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Organizations looking to implement DevOps today will likely need to make the business case to the organization’s leaders. Highly visible, useful metrics will become an essential part of DevOps success.

Transforming an organization to the DevOps model requires an organization to go over 4 Key aspects –

  1. Organization & Processes (Collaboration within and outside the team, incentives and structures, security and agile)
  2. People (Competency, Knowledge, Change Management, and Culture)
  3. Learning & Development (Enterprise based, Product based, team based, metrics and measurement)
  4. IT landscape & enablement (Transformation, rationalization, and agile architecture).

CAMS i.e. Culture, Automation, Measurement, and Sharing helps teams embrace the DevOps culture by improving collaboration, communication, and coordination while reducing the risk of failed deployments among different functions in the organization, & coupling with the best in breed tools like Electric cloud – Continuous Delivery solution, automating and accelerating build/test/deploy processes, New Relic – Application performance monitoring, & other fast deployment tools.

Establishing key performance indicators (KPIs) will enable to determine if you’re keeping pace with customer needs – Shorter Development Cycle, Increased Release Velocity, Improved Defect Detection, Reduced Deployment Failures and Rollbacks Reduced.

  1. Change volume – How many user stories and new lines of code are being deployed?
  2. Lead Time – How long does it take for a new requirement/story to go from the time when it hits development to when it successfully gets deployed into production?
  3. Deployment Frequency – How often is the team deploying into production?
  4. Build duration – How long are builds taking to complete?
  5. Percentage of Failed Deployments – What is the percentage of deployments which have caused an outage or negative user reaction?
  6. Cycle Time – How is the team trending in terms of cycle time, over the life-cycle of a project?
  7. Mean Time to Recovery (MTTR) – When failure does occur, how long does it take the team to recover from the issue?
  8. Velocity and Estimation – Will they finish what is promised?
  9. Customer Ticket Volume – “This is a basic indicator of customer satisfaction,” and an insightful metric to track
  10. Percentage of change in User Volume – “Number of new users signing up, interacting with [the team’s] service and generating traffic.”
  11. Availability – Were any SLAs violated, and what is the overall up-time for the product or service?
  12. Performance (Response Time) – “This metric should remain stable irrespective of %change in user volume or any new deployment”
  13. Revenue/profit impact of outages/performance issues
  14. Number and cost of resources

It’s mandatory for any organization to have a baseline i.e. organizations can build a business case, apply targets & goals to all projects, monitor and measure the progress made – Celebrate success!

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Results-driven business leader with 25 years of deep experience focused on Revenue and Profitability - P/L management, sales, presales, demand generation, lateral growth transformational programs, global delivery, quality assurance, optimization of the overall customer satisfaction score -CSAT Currently responsible for India Business Unit (IBU), develop a business plan that anticipates changes, opportunities, and ensures profitability, strengthen alliances and build & drive teams with key business partners and customers to ensure all planned targets are achieved. Presales -Leadership at Bids & Proposal effectiveness, Crafting winning strategy to win New deals and sustaining existing customers and improve overall pre-sales effectiveness of the organization. Have led & setup global delivery engine, managing large team setups, client delight focus across all our operating geographies- leading the operational turnaround of the company by working on cost optimization & sustainable Delivery Platform in Products and Services business. Non-linear growth - Have led the organization in the area of Product engineering using BPM, SOA, and ESB by driving the roadmap for the next generation of IP led solution accelerators and differentiators to the organization. Have led QA/MR Defined, implemented, managed and achieved CMMI L5 1.3 Version process certification by partnering with KPMG. Provides leadership to the KM teams that have created key enablers, productivity accelerators and differentiators to the organization. Prior to BCT, Chari has worked at Tech Mahindra, Xoriant, 3i infotech, & TVS Group.

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