DevOps发展的6个趋势分析

HeadquartersFor InFrastructure & operatIons proFessIonals Why Read This RepoRTInfrastructure and operations (I&O) organizations are in various stages of adopting the DevOpsmethodology. Where does your organization fall in comparison with other organizations? This report presents strategic benchmarks that I&O professionals can use to see where they are in their DevOps adoption compared with their peers. These benchmarks represent a subset of data collected by our Q4 2014 Global Modern Service Delivery Benchmark Online Survey, which highlights six major trends.Although the data tells us that I&O professionals have the essentials in place for success, DevOps execution is lacking in some key areas. I&O professionals should use this data to determine what DevOps methods to adjust, attack, or continue so that they can make significant headway in 2015 and beyond.six Trends That Will shape devops adoption in 2015 and BeyondBenchmarks: the Modern service Delivery playbook For 2015by amy DeMartinewith eveline oehrlich and Megan DoerraprIl 15, 2015assess youR devops adopTion By using The calmss modelOrganizations such as Amazon, Etsy, and Netflix have successfully adopted DevOps to achieve quicker and higher-quality service and application delivery.1 However, the DevOps movement is in early days, and how well I&O pros are adopting DevOps to achieve modern service delivery in comparison with their peers is a common question Forrester fields.2 But how do you know what to benchmark against? Many modern service delivery experts use the CALMSS (culture, automation, Lean, management and measurement, sharing, and sourcing) model to mark the differences between old methodologies and new DevOps methodologies.3 We are using this model to determine where companies are in their DevOps journey.neW seRvice deliveRy meThods aRe evolving Too sloWl yThe age of the customer forces organizations to increase their release cycles of applications and services to sustain or achieve better customer experience. DevOps is a set of practices and cultural changes —supported by automation tools and Lean processes — that creates an automated software delivery pipeline, enabling organizations to deliver better-quality services and applications faster to ultimately win, serve, and retain their customers.4 From the results of the Q4 2014 Global Modern Service Delivery Benchmark Online Survey, we found that six trends are currently dominating DevOps adoption.Trend 1: The Foundation For success is in place . . . mostlyY ou must have certain foundational processes in place in relation to the CALMSS methodology to ensure modern service delivery (AKA DevOps that leads to continuous delivery). One key requirement is an integrated product team that delivers products or services.5 I&O professionals are engaging in several positive trends for success; they are:■ Open to relationships beyond I&O. Trust is the foundation of modern service delivery.An integrated product team’s successful interaction in the new life cycle depends on the team’s ability to openly communicate with and trust each other. We found that 78% of I&O professionals strongly agree or somewhat agree that they trust their colleagues and believe that their motivations are for the benefit of the business and customer. Collaboration is a keyto success, and 55% of respondents say that team collaboration is expected or expected and rewarded. In addition, 76% of respondents state that they work in an environment in which new ideas are welcomed by management.6■ Ready to begin automation. I&O professionals are automating release, configuration, and change management processes. The really encouraging fact is that all possible automation areas are at least somewhat automated and that release, configuration, and change managementare starting to see full end-to-end process automation versus simple tasks or sub-processes. Seventy-one percent of respondents say that their organization uses release management automation. Within this group, 20% have fully automated the release process. The adoption of change management is at 74%, where 13% within this group have fully automated the change management process (see Figure 1). I&O pros are also using automation across the different life-cycle phases of development, test, and production. I&O shows higher automation in its traditionally owned phase of production, except where it interacts between various phases of the life cycle, where 31% of the respondents are automating in testing versus 26% in development and 24% in production (see Figure 2).■ Willing to reach out across the integrated product team. I&O showed strong results in solving production environment issues. As organizations invest in business technology to supportthe customer life cycle, the responsibility for the availability, performance, and usability of these customer-facing business services will be increasingly shared with other members of the integrated product team. Sixty-four percent of survey respondents indicated that when an issue affecting a customer occurs, they collaborate across the integrated product team either all of the time or most of the time.7■ Confident in their ability to source. Finding service partners or solution vendors to provide expertise, enable missing functionalities, or simply reduce costs is typically the responsibility of the I&O professional, and they believe they are successful at it. Additionally, 52% of respondents believe that service partners or solution vendors that they regularly work with understand their business needs.8Figure 1 I&O Has Begun Automating Key ProcessesSource: Forrester Research, Inc. Unauthorized reproduction or distribution prohibited.120481Base: 42 global I&O professionalsKnowledge collectionWorkload adjustments Interactions between life-cycle stages Change management Con guration managementReleaseFull process Multiple processesIndividual processN = 20N = 19 “Please choose the following life-cycle stage(s) that are automated in relationto customer-facing business services and applications.”“Based on the types of automation that you identi ed that your organization uses,please select the level of automation that most closely resembles yourenvironment today across all life-cycle stages.”N = 21N = 31N = 28N = 30Source: Q4 2014 Global Modern Service Delivery Benchmark Online Survey64168421197141071611186Figure 2 I&O Uses Automation Across The Life CycleSource: Forrester Research, Inc. Unauthorized reproduction or distribution prohibited.120481Base: 42 global I&O professionals“You have indicated that the following types of automation are used by your organization.Please choose the following life-cycle stage(s) that are automated in relation to customer-facing business services and applications.”510152025between various life-cycle stagesadjustments collection DevelopmentT esting ProductionSource: Q4 2014 Global Modern Service Delivery Benchmark Online SurveyTrend 2: Fear of Failure Will hamper advancementAlthough I&O professionals are willing to transition from yesterday’s service delivery model to today’s DevOps methodologies and behaviors, several trends will hamper their success:■ Fear and lack of accountability. Seventy-six percent of respondents either try to avoid failure, see it as disruptive, or don’t tolerate it.9 This attitude can prevent you from trying new methods, making innovation more difficult. Failure is an opportunity to learn and improve.■ Not sharing accountability for success or failure. Modern service delivery requires all teams to feel accountable for the success or failure of customer-facing business services or applications to ensure that everyone is driving toward the same goals, even if other teams are making the decisions. However, only 45% of respondents feel this is true for them.10■ Not using knowledge to improve the life cycle. Modern service delivery success relies oncollaboration across the life cycle and feedback and feed-forward loops; however, 57% ofrespondents state that they either sometimes, not that often, or never get invited to attend the design, planning, and release activities.11 This will prevent organizations from truly optimizing the life cycle.Trend 3: monitoring and analytics strategies must make a Big leap Forward Monitoring and analytics provides a single source of truth from which you can predict performance issues of an application or service. Unfortunately, I&O professionals do not trust monitoring and analytics enough for it to be useful. The lack of usable real-time dashboards prevents I&O from understanding and resolving issues before they affect customers or business users. Specifically, we found that:■ Monitoring and analytics lacks consistent usage. It’s disappointing to see that only 14% of respondents state that monitoring and analytics is “always seen as a vital requirement” by their business in relation to the design and development of customer-facing business services and applications. A key trait of modern service delivery is fast and high-quality releases. To maintain quality, solutions to measure the customer expectation gap should be designed into the product from the requirements phase by the integrated product team, not implemented ad hoc during delivery. In addition, 50% of respondents state that they have no dashboards available to them that contain real-time monitoring and analytics information, or if they do, they are updated infrequently in regard to release and change pipelines.12■ Many organizations lack a single source of truth. When the tech management organization uses multiple or no tools to monitor business services or applications, I&O professionalsworking with application developers don’t know what data to trust to help pinpoint problems customers are experiencing. Leveraging a single tool so that I&O and AD&D professionalscan monitor and analyze performance and availability of business services or applicationsis essential for creating a single source of truth. However, at best, 45% of respondents trusttheir monitoring strategy only sometimes.13 Integrated product team members can’t pinpoint problems quickly without a single source of truth.■ Customers are finding problems. Nearly a quarter of respondents (24%) say that I&O teams are very frequently notified of problems or incidents around business services or applications by their business customers. The majority (55%) of respondents say that customers notify I&O of problems or incidents occasionally.14 This lack of proactive monitoring and measurement leads to unpredictable customer experience and has significant effects on the organization’s ability to stay competitive.Trend 4: The Focus on customer experience is not second nature . . . yetThe successful adoption of modern service delivery will be measured by how well the integrated product team delivers the applications and services to improve customer experience. Unfortunately, I&O professionals report that they don’t know whether their firm measures customer experience and don’t have shared common goals to meet customer experience objectives. Over a third of respondents (38%) state that they don’t know if their firm assesses whether customer business services and applications meet customer experience goals. Furthermore, 43% of respondents either state they are not measured on common goals related to customer experience or don’t know if they are.15Trend 5: change and Release processes are not delivering Business needsThe goal of modern service delivery is small, fast, high-quality releases of application and services. While tools are in place for rapid release and change automation, you should authorize and implement low-risk changes and releases quickly. There will be delays in the release process if every release and change needs authorization. Currently, 48% of our survey respondents disagree with the statement that only high-risk changes require approval. Over half of respondents (57%) state that their business is either very dissatisfied or somewhat dissatisfied with the time it takes to release new features or changes.16Trend 6: you must prioritize and Focus sourcing strategiesToday I&O professionals may work with a variety of vendors, such as cloud service and outsourcing providers. The complexity driving today’s modern applications design and delivery, which includes mobile applications, means that you can’t achieve modern service delivery by yourself. Tech management requires a sourcing strategy that identifies, defines, and builds strategic partnerships with vendors supporting all stages of the life cycle. Currently, I&O pros find that their sourced vendors are:■ Not strategic. To be a strategic partner, a sourced vendor must support business innovation by building new solutions and improvements into the modern service delivery life cycle.Unfortunately, only 43% of respondents state that their relationship with service partners or solution vendors is a strategic partnership.17■ Not integrated into the product team. Vendors must be a part of the integrated productteam and must be held accountable for service design, plan, build, and run activities. Only29% of respondents either somewhat agree or strongly agree that service partners who they regularly work with are integrated into processes for service development, support, and delivery.Furthermore, only 28% of respondents either strongly agree or somewhat agree that the external service partners or solution vendors that they regularly work with are accountable for service design, plan, build, and run activities.18R e c o m m e n d at i o n sacceleRaTe youR devops pRacTices noWNow is the time to discover where your organization falls relative to other organizations so you can make cultural and practical process and technical changes. I&O professionals can take the following next steps to gain traction in their DevOps practices:■ Baseline your current state. Ask your own integrated product team to rate itself againstquestions from our survey, and use the outcome to determine the current state of yourDevOps methodology or initiative. This will provide you with a baseline for applyingimprovements to your culture, automation, Lean, management and measurements, sharing, and sourcing practices.■ Prioritize your improvements. Prioritize improvements to your DevOps practices byfinding where you deviate the most from your peers, which will tell you where your greatest weaknesses are. This will help you gain traction and confidence quickly in targeted areas.Y ou can also find one issue to address in each area of the CALMSS model to help youimprove your DevOps practices holistically.■ Measure your future state. When you’ve made improvements, ask your integrated product team to rate itself again. Refer to your baseline to show how improvements have affectedyour results.supplemenTal maTeRialsurvey methodologyForrester hosted the Q4 2014 Global Modern Service Delivery Benchmark Online Survey to 400 individuals. These individuals work in IT roles (not including application development, enterprise architecture, security, or sourcing/vendor management) and are involved with customer-facing business services/applications for their opinions on the current state of modern service delivery and DevOps. These respondents were narrowed down to those in managerial positions in IT/tech companies, worldwide, with over 1,000 employees.endnoTes1For more information on how to execute DevOps methodologies, please see the “The Seven Habits Of Highly Effective DevOps” Forrester report.2For more information about what is new in modern service delivery, please see the “What Makes Modern Service Delivery Modern?” Forrester report.3For more information on the evolution of the CALMSS model, please read the following blog. Source: Eveline Oehrlich, “DevOps Now With CALMSS,” Eveline Oerhrlich’s Blog, March 2, 2015 (http://blogs. /eveline_oehrlich/15-03-02-devops_now_with_calmss).For more information about Forrester’s definition of the CALMSS model, please see the “What Makes Modern Service Delivery Modern?” Forrester report.4To learn more about how to effectively implement DevOps and explore best practices, see the “Modern Application Delivery Demands A Modern Organization” Forrester report; see the “The Seven Habits Of Highly Effective DevOps” Forrester report; and see the “The Eight Tenets Of Faster Application Delivery” Forrester report.5For more information on integrated product teams, please see the “Playing Musical Chairs For Staffing Modern Service Delivery” Forrester report.6Source: Forrester’s Q4 2014 Global Modern Service Delivery Benchmark Online Survey.7Source: Forrester’s Q4 2014 Global Modern Service Delivery Benchmark Online Survey.8Source: Forrester’s Q4 2014 Global Modern Service Delivery Benchmark Online Survey.9Source: Forrester’s Q4 2014 Global Modern Service Delivery Benchmark Online Survey.10 Source: Forrester’s Q4 2014 Global Modern Service Delivery Benchmark Online Survey.11 Source: Forrester’s Q4 2014 Global Modern Service Delivery Benchmark Online Survey.12 Source: Forrester’s Q4 2014 Global Modern Service Delivery Benchmark Online Survey.13 Source: Forrester’s Q4 2014 Global Modern Service Delivery Benchmark Online Survey.Forrester Research (Nasdaq: FORR) is a global research and advisory firm serving professionals in 13 key roles across three distinct client segments. Our clients face progressively complex business and technology decisions every day . T o help them understand, strategize, and act upon opportunities brought by change, Forrester provides proprietary research, consumer and business data, custom consulting, events and online communities, and peer-to-peer executive programs. We guide leaders in business technology , marketing and strategy , and the technology industry through independent fact-based insight, ensuring their business success today and tomorrow.14 Source: Forrester’s Q4 2014 Global Modern Service Delivery Benchmark Online Survey.15 Source: Forrester’s Q4 2014 Global Modern Service Delivery Benchmark Online Survey.16 Source: Forrester’s Q4 2014 Global Modern Service Delivery Benchmark Online Survey.17 Source: Forrester’s Q4 2014 Global Modern Service Delivery Benchmark Online Survey.18Source: Forrester’s Q4 2014 Global Modern Service Delivery Benchmark Online Survey.。