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    戴上

    指標:好的,壞和誤解

    Organizations focused on continuous improvement no doubt rely on metrics throughout all areas of the business. When used effectively, metrics can provide valuable insights on the effectiveness of DevOps processes and strategies. On the contrary, when the wrong metrics are tied to business initiatives, it can lead to costly inefficiencies across areas such as software delivery, software quality, and security.

    In this episode of戴上Unbound, host Alan Shimel, DevOps.com (now Techstrong Group) CEO and Editor in Chief, is joined by co-hostMitch Ashley,加速策略集團首席執行官(現為Techstrong組),海倫比爾of DevOps Institute,viktoria praschl.of Tricentis,坦率Ohlhorst, principal analyst at Accelerated Strategies Group andAlex Hidalgoof Nobl9 in a candid conversation on how to use DevOps metrics effectively. Key points touched on include:

    • 度量太多或太少的缺點
    • 在為您的組織建立Devops指標方麵,數字的數字是一個因素
    • 為什麼選擇DevOps指標應該涉及整個團隊

    View the full session video below and you can read the完成成績單.

    隻是因為你可以,並不意味著你應該

    Alan opens the discussion by recalling a quote that an old mentor shared with him some years ago to the effect of, ‘everything can be measured, and we measure everything…and based upon these measurements we determine who wins and who loses, and by how much.’ After a moment of reflection, he presents the panel with this question: “Is this still true or have numbers lost their meaning and/or importance?”

    Helen: “I’m not sure it’s ever been true…I think what I’ve always observed is just people fall into one of two camps. So, either they’re not measuring enough – meaning they don’t have enough metrics, or they have far too many. We need to have the facility to be able to get to the metrics that we want, but we have to be able to choose them and be able to think of them as an adaptable framework.”

    坦率:“我認為它也歸結為上下文問題。人們可以衡量他們想要的任何東西,他們經常做,他們花了這麼多時間測量,他們沒有考慮到測量的背景。您可以測量某些過程戴上process and they really don’t matter when trying to achieve a particular goal.”

    Alex通過警告我們不在其他大型成功公司的指標中繼續進行情緒,因為它們是成功的。他補充說,“我經常看到的一個很大問題是人們最終試圖衡量他人。他們聽到'哦,在我的上一家公司'或'我在穀歌聽到他們可以每天部署x次數,讓我們瞄準它。'但為什麼?你需要每天部署多次嗎?是否適用於您或您的申請或您的組織或您的客戶?你是否從試圖以你了解他人的方式做事?每種情況都是獨一無二的。每個公司都是獨一無二的。每個組織都是獨一無二的。每個應用程序都是獨一無二的。 And that means you really need to take a step back and think about what is right for us and what do we need to improve upon?”

    viktoria進一步邁出了一步一步,提供了對建立基線的重要性的看法,同時理解“根據您成熟的流程隨著時間的推移會隨著時間的推移而改變”。

    If you want a cake, you have to measure the flour

    Alex makes a tasty analogy to this segment when he says “you measure flour to bake a cake; you don’t just collect flour. Otherwise, you’re not going to end up with a cake.” The idea of course alludes to being intentional about your desired outcomes. Sure, you can leverage metrics models of others having achieved similar outcomes to what you’re aiming for, while keeping in mind that the goal is to continuously improve. But how do you know if you’re getting better at the things that matter most?

    坦率: “I think people run not only into an issue of where do I establish metrics? Or why am I doing metrics? But also, how you interpret those metrics. ‘Hey, we accomplished something’, but when it really comes down to it, what did we accomplish and how did that improve the process? And I think people are losing sight of that.”

    Mitch:“I really like the word ‘outcome’. Have we achieved an outcome when we’re developing software or creating an experience or something out of the process? Because ultimately, that’s what matters. We can improve the things within it. We can automate the processes within how we create software. But it’s all for a purpose… if we’re not doing a better job of delivering on an outcome, maybe those things we’re working on internally are sort of navel-gazing, if you will, looking internally but it isn’t really that valuable. Let’s work on the things that we can connect to an outcome. That’s what I would propose.”

    海倫繼續在Devops企業峰會上分享最近的經驗,她被同事和朋友們所揭示的,喬恩聰明,擁抱學期的學習時間為價值的時間。Adding “We’ve moved from time to market, to time to value, and now we’re in time to learning, where we’re recognizing that something only becomes useful when we’ve seen it have value and we’ve learned from it and decided to do something else.” She continues, “It’s the same as this kind of impact-driven development as well, this idea that we really focus on having an idea about what we’re trying to do, and then measuring that it did what we thought it was going to do.”

    The dark (and bright) side of metrics

    並不是所有的指標都良好的指標。According to Alan, “There’s a dark side of these metrics, which is that in the absence of facts or in the absence of knowledge, we try to fashion metrics as a way to compensate. And so, we compensate by coming up with what some may consider are frankly nonsense metrics.”

    Referring to earlier in the session where the panel touched on the importance of collecting enough data to train a model, Helen responds “it’s about data volumes again, in this kind of assessment environment it is quite important to have enough data to weed out variations from people that maybe don’t care or are skewing for other reasons.”

    On the upside however, everyone agrees that of course there is tremendous value in the right metrics. So, the question then becomes, how do we discern between ‘good’ metrics and the not so valuable or ‘bad’ metrics?

    Metrics shouldn’t be inflicted on people. They should belong to the team.

    ——海倫比爾

    Helen:“關於測量的最重要的事情正在意識到你正在做的事情。”這回到了我們首先測量的原因,同樣重要的是確保團隊中的每個人都知道“為什麼”。

    坦率:“確保團隊中的人知道為什麼我們正在衡量東西是關鍵,不僅來自文化視角,而且來自價值的觀點。”這允許更清晰的結果,並更好地了解所需的指標。

    Closing out this engaging conversation, Mitch remarks, “what I’m struck by is the richness of just the word ‘metrics’ and what all it can mean and the depths of it and aspects, whether it’s the human side of it, whether it’s the ‘why’, whether it’s the outcome…I think there are several good takeaways from this, and so I hope it’s helped everyone think about maybe why you’re doing what you’re doing and how you want to lead that going forward.”

    Simply put, when used appropriately, metrics provide tremendous value to an organization when it comes to delivery performance,assessing your teams’ strengths and weaknesses,塑造product roadmaps, and so much more.

    [Watch the full “Lies, Damn Lies and Metrics” episode on demand]

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