The basic idea behind DevOps is that your development strategy and operations strategy should reflect one another, that you should strive to optimize the whole IT process. This implies that development teams should work closely with your operations staff to deliver new releases smoothly into production and that your operations staff should work closely with development teams to streamline critical production issues.
In November 2011 Paul Gorans, the Accelerated Solution Delivery (ASD) practice lead in IBM GBS, and I ran an agile adoption survey. The survey explored a range of issue, including the factors that appear to be associated with the success and failure of agile project teams. Paul wrote up his thoughts in his Agile State of the Art Survey article on ibm.com and I did the same for Dr Dobb's Journal in Agile Success Factors. This blog posting summarizes the results of the survey.
Recently Gina Poole blogged about IBM saved $300 million by going agile. That's not too bad when you think about it. A few days later someone asked a series of questions that I thought would make an interesting blog posting, so here goes:
How much of IBM's projects (in percentage) are agile at the moment?