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DevOps

Integration of software development and operations

  • 8 min read
  • 6 chapters

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Although debated, DevOps is generally characterized by three key principles: shared ownership, workflow automation, and rapid feedback. From an academic perspective, Len Bass, Ingo Weber, and Liming Zhu—three computer science researchers from the CSIRO and the Software Engineering Institute—defined DevOps as "a set of practices intended to reduce the time between committing a change to a system and the change being placed into normal production, while ensuring high quality". However, the term is used in multiple contexts. At its most successful, DevOps is a combination of specific practices, culture change, and tools.

History

Proposals to combine software development methodologies with deployment and operations concepts first appeared in the late 80s and early 90s.

In 2009, the first DevOps Days conference was held in Ghent, Belgium. The conference was founded by Belgian IT consultant and practitioner Patrick Debois. The conference has now spread to other countries.

In 2012, the first "State of DevOps" report was published by Alanna Brown at Puppet Labs.

In 2016, the DORA metrics for throughput (deployment frequency, lead time for changes), and stability (mean time to recover, change failure rate) were published in that year's State of DevOps report. However, the research methodology and metrics were criticized by some experts. In response to these criticisms, the 2023 State of DevOps report published changes that updated the stability metric "mean time to recover" to "failed deployment recovery time" acknowledging the confusion the previous metric had caused.

The 2024 report restructured the metrics framework by moving failed deployment recovery time from stability to throughput and introducing a new "rework rate" metric measuring the proportion of unplanned deployments made to fix user-visible issues. In 2025, DORA moved away from sorting teams into performance tiers and instead introduced seven team archetypes that combine delivery metrics with human factors like burnout, friction, and perceived value.

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