The expression “You get what you pay for” really sums up the difference between being value-driven versus cost-driven. For example, I bought a printer and decided to “save” by purchasing the least expensive model. After using it, I discovered that the ink cartridges didn’t last very long and any initial costs saved on purchasing the printer were wiped out by having to frequently buy expensive ink cartridges. Plus, the printer was so loud that my dog barked at it whenever pages were printing, which was annoying and disruptive. And don’t even get me started on the paper jams that slowed down my work. Ultimately, I decided value was the way to go and bought a high-end printer that was more efficient, quiet, and less expensive to maintain. Now, I’ll explain how this tale of a printer, ink cartridge, and dog relates to DevOps and value-driven organizations.
For DevOps, focusing on value is about delivering and deploying apps faster and easier with higher quality so that you can meet business demands with features that drive revenue. To assess the ROI of creating value, it’s important to understand the difference between a value-driven organization and one that’s cost-driven (like buying the least expensive printer in the scenario described earlier). Spoiler alert: the experts at DORA describe how value-driven DevOps organizations have a significant advantage over cost-driven organizations and provide a framework for forecasting value and justifying investments in DevOps transformations.
I’ll explore some differences that are discussed in this comprehensive report by DORA, Forecasting the Value of DevOps Transformations — Measuring ROI of DevOps, and then review ways to achieve positive results with Digital Business Automation, which provides a Jobs-as-Code approach to DevOps. The DORA report identified organizations based on their level of performance and included metrics that showed the ROI of taking a value-driven focus. Here are some highlights:
- Can respond rapidly to market-driven needs and meet those demands without requiring heroics from their teams. They prioritize the need for speed over costs and reap the benefits of added revenue.
- Reduce unnecessary rework and manual testing.
- Improve MTTR dramatically to reduce costs and accelerate application delivery.
- Use superior software development and delivery capabilities to continuously deliver valuable new products and features that delight customers.
- May get some quick results but have diminishing results over time.
- May lower costs initially but need to move in the direction of adding additional value to retain and attract customers.
- May lose value from the business if they don’t invest in improving work processes and are too slow to reinvest in developing new features.
To further support the role of investing in value, the DORA Report gave an example of how an organization could make a $12.53 return for every $1 it invested in a technology transformation initiative, with a payback period of only 27 days.
Increasing DevOps value with Digital Business Automation
Digital Business Automation provides a variety of ways that DevOps can deliver value by being able to apply best practices for job and workflow scheduling and increasing application quality. As a result, they can rapidly develop and deploy new applications the business needs — accurately, cost-effectively, and more reliably.
By shifting left and taking a Jobs-as-Code approach with the Control-M Automation API, which automates essential workflow functions, developers have greater control of job definitions early in the process. They can accelerate, build, test, and validate code. The Control-M Automation API provides a single point of control into development. As a result, DevOps teams can avoid the unnecessary rework that slows down application delivery and the wasted time spent resolving errors when they transition applications and jobs to IT Operations.
According to the DORA Report, “Pioneering companies that use technology to win in the market focus on value.”1 By reducing the time and cost of agile application delivery, developers are freed up to work on innovative applications that drive business value, customer satisfaction, and revenue. Now that’s worth barking about!
For more information about the Control-M Automation API, visit www.bmc.com/jobsascode
1 Dora, “Forecasting the Value of DevOps Transformations — Measuring ROI of DevOps,” March 2017 ↩
Tina Sturgis is currently a Solutions Marketing Director focusing on Control-M Automation API and bringing more Ops into Dev with Jobs-as-Code. With her she brings 20+ years’ enterprise software sales, services and marketing experience. Prior to joining BMC in September 2016, Tina spent nearly 13 years at Hewlett Packard Enterprise Software focusing her expertise in project and portfolio management, application lifecycle management and most recently DevOps across the HPE products and services portfolio. Her vast DevOps experience lies in how to implement a DevOps methodology, what a DevOps operating model should look like and how to make DevOps really work inside complex organizations by measuring success and focusing on organizational change. She earned her BBA degree in accounting and economics from the University of Michigan.