Software professionals collectively recognize the value of working in highly collaborative environments, and have experienced the benefits of doing so. While developers and managers are culturally aligned, workflow and tooling roadblocks delay delivery, preventing teams from reaching their maximum potential.
As we look at 2018 and beyond, IT organizations that successfully adopt continuous improvement practices and seamless automation across their software development lifecycle will have happier, more collaborative, and well-functioning teams who are better positioned to meet their goals and objectives.
The majority of managers say they will spend under $10,000 on technology to support their 2018 initiatives
of remote teams agree they have a well-established DevOps culture compared to 34% of in-office teams
of in-office teams disagree that their organization has a strong DevOps culture, compared to 27% of remote teams
Respondents are passionate users of open source, with 75% reporting that using open source tools is important to them and 84% saying they prefer to use open source over closed or proprietary tools.
The majority of those who work remotely do not track time.
Respondents told us they use a variety of apps, like GitLab, Pivotal Tracker, WakaTime, Toggl, Velocity by fibonacci, Bullet Journal, Time Doctor, Timular zei
Lower performers are more likely to identify a lack of leadership support (36%), inadequate workforce training (35%), and a risk averse culture (30%).
High performers are less likely to name these same challenges: 22%, 22%, and 19%, respectively.
69% of managers, compared to 57% of developers, said they have visibility into what others are working on.
Lower-performing teams were less likely to report being up on what their colleagues are working on; half agreed that they have visibility into others’ work, compared to 63% of high performing teams who said the same.
A majority (67%) of all respondents agreed that using a DevOps workflow saves time during the development process; a sentiment also expressed at an even higher rate among managers, with 81% agreement.
Developers said that they encountered the most delays in the testing phase, whereas among management, planning topped the list as the number one cause of delay.
90% of managers, compared to 84% of developers, agree that practicing CI alleviates blockers in the development process.
78% of managers, compared to 55% of developers, say that automating more of the SDLC is a top priority in their organization. 71% of respondents who practice DevOps also agreed automation is a high priority, compared to 60% of respondents who practice Agile.
Engineering managers are highly concerned about the tools their teams are using.
Respondents who chose “Other” cited time, bandwidth, budget, scaling, and talent constraints, as well as difficulty in relationships with the business side of their organization.
Other industries represented by <8%: government, aerospace and defense, automotive, consumer products manufacturing, energy and utilities, industrial manufacturing, biotech/pharma, insurance, food and bev
<1% identify as a machine learning specialist, graphics programming, database administrator, quality assurance engineer, graphic designer
To create and compare the filtered views of developers and management, we used the following criteria, collected from question 8 in the survey:
We excluded Product and Release management.
To create and compare the views of high-performing and lower-performing teams, we used the following criteria:
Higher-performing teams are defined by developers who told us that they deploy their code on demand, multiple times per day, and who estimated that they spend 50% or more of their time on new work (n=913). Lower-performing teams are defined by developers who told us that they deploy their code “between once per day and once per month” and “between once per month and once every six months.” (n=601) We took inspiration from the State of DevOps report, which identifies deployment frequency and time spent on new work versus rework as two of several indicators of high- and low-performing organizations. To ensure we had a big enough segment to compare, we lumped together everyone who does not deploy on -demand into the lower-performing category.