Today, organizations aim to deliver flawless digital experiences because they recognize that one positive or negative interaction can make or break a brand. PagerDuty plays a critical role in helping companies become modern enterprises by allowing them to embrace new technology, while reducing time and costs, increasing productivity, and protecting and growing revenue. We are advancing our mission to revolutionize operations and build customer trust by anticipating the unexpected in an unpredictable world.

The focus for everything that PagerDuty creates is the Operations Cloud, the platform for mission-critical, time-critical operations work in the modern enterprise. Our platform is essential infrastructure for revolutionizing digital operations to compete and win as a modern digital business. The PagerDuty Operations Cloud is behind our customers’ success stories, enabling them to thrive in today’s digital-first era. From incident response to AIOps, process automation to CSOps, modern enterprises are placing their trust in PagerDuty to navigate the complex world of digital operations. 

According to Gartner, “Traditional approaches to IT service management aren’t suited to modern hybrid cloud environments and faster service delivery times. Infrastructure and operations leaders must understand the hype around new technologies, such as generative AI and process automation, and how they affect ITSM strategies and business value.”

Gartner Hype Cycles provide a graphic representation of the maturity and adoption of technologies and applications, and how they are potentially relevant to solving real business problems and exploiting new opportunities. Gartner Hype Cycle methodology gives you a view of how a technology or application will evolve over time, providing a sound source of insight to manage its deployment within the context of your specific business goals. 

So where exactly have we been mentioned in the Gartner Hype Cycle reports? Here’s a snapshot:

• Hype Cycle for Monitoring and Observability, 2023 (July 2023) [AIOps, Automated Incident Response, Site Reliability Engineering, Service Operations]
• Hype Cycle for Compute, 2023 (July 2023) [Infrastructure Orchestration]
• Hype Cycle for Infrastructure Platforms, 2023 (July 2023) [Site Reliability Engineering, AIOps Platforms]
• Hype Cycle for Data Center Infrastructure Technologies, 2023 (July 2023) [Infrastructure Orchestration]
• Hype Cycle for I&O Automation, 2023 (July 2023) [Infrastructure Orchestration, Site Reliability, AIOps Platforms, SOAP, Automated Incident Response]
• Hype Cycle for ITSM, 2023 (July 2023) [AIOps, Automated Incident Response, Site Reliability Engineering, Service Operations, Swarming Support]
• Hype Cycle for Site Reliability Engineering, 2023 (July 2023) [Infrastructure Orchestration, SLO Management, Automated Incident Response, AIOps Platforms, SLIs/SLOs]
• Hype Cycle for Cloud Computing, 2023 (July 2023) [Site Reliability Engineering]
• Hype Cycle for IT Management Intelligence, 2023 (July 2023) [AIOps Platforms]
• Hype Cycle for Infrastructure Strategy, 2023 (July 2023) [Site Reliability Engineering]
• Hype Cycle for Operating Models, 2023 (July 2023) [Site Reliability Engineering, AIOps Platforms]
• Hype Cycle for Agile and DevOps, 2023 (July 2023) [Site Reliability Engineering, AIOps Platforms]

In an always-on digital world, we’re here to optimize digital operations, expand our market reach through R&D, and, most importantly, solve tangible business challenges for our customers. We believe today’s announcement underscores our dedication to this optimization and transformation. We’re grateful for this recognition and for our loyal customers, but we know the best is still yet to come. Join us on our journey as we continue to empower enterprises worldwide and shape the future of digital operations management!

Gartner Research Methodologies, ” Gartner Hype Cycle”, “August 16, 2023”, https://www.gartner.com/en/research/methodologies/gartner-hype-cycle

GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally, and HYPE CYCLE is a registered trademark of Gartner, Inc. and/or its affiliates and are used herein with permission. All rights reserved.

Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

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One of the biggest challenges for organizations that implement DevOps is identifying and removing existing problems within their workflow to make way for the newer, more agile methodology. Gartner outlined the six steps an organization can take to remove constraints—which can mean any inconvenience, setback, or other limiting factor that prevents a system from moving closer to achieving a goal— and truly increase DevOps velocity, which we’ve summarized below.

Step 1: Define the Process

When reworking their processes, DevOps teams need to define their process by laying out their workflow, from initial inception to eventual customer value. By documenting every step within existing processes, teams can more easily suss out and refine constraint areas that may not be positively contributing to the process as a whole. Additionally, teams can get a clearer picture of the greater value stream, including cycle times, approximate time intervals, hand-offs, and wait states. After this is all laid out, teams can then easily identify the biggest process constraints, begin taking steps to improve the process as a whole, and increase the effectiveness of process documentation.

Step 2: Identify the Greatest Constraint

In a typical DevOps workflow, there is always one stage that slows down the ideation-to-value process. In order to drive systemic improvement, teams need to identify the specific phase that is impeding progress and remove the source of the constraint.

To identify the greatest constraint, ask the question: “What is everyone always waiting on?” Asking this allows teams to identify what needs extra attention in order to increase efficiency. If this is done in a blameless, constructive environment, team members will be more likely to speak out. After identifying the greatest constraint, monitor the progress of the project to confirm that the correct blockage had been identified.

Step 3: Remove Waste at the Constraint

When a constraint is identified, the most common course of action is to throw more resources at it—people, money, new systems, etc. However, focusing on removing sources of wasted potential instead of adding more (potentially unhelpful) resources is more effective.

According to Gartner, the three top sources of waste as identified by clients are:

• Incidents: Valuable time is spent on incident management, at the expense of value-added activities like developing new products or features. A best practice for this is to cross-train team members to be proficient in incident management. One way to prevent incidents in the future is to conduct blameless postmortems to figure out the root cause of the incident and prevent it in the future.
• Waiting: Waiting on people, outside organizations, other resources, etc. is a constant challenge. This can be mitigated by training and hiring employees with diverse skill sets and knowledge so they can work in parallel. This will allow them to accomplish project goals and other assigned work while waiting on someone else to respond to another project.
• Human potential: Many IT professionals spend a lot of time doing manual work, whether it’s updating a database or escalating an incident. Organizations will realize more value by automating as much as they can so that people can focus more on high-value tasks.

Step 4: Don’t Ignore the Constraint

Ignoring constraints to focus on new, incoming issues means the original problems were never addressed, leading to slower work and more problems in the future. For example, think of a chain: If the weakest link in the chain isn’t strengthened, the other links are bound to fail at some point.

By neglecting constraints, teams can experience various challenges, including:

• An increase in mistakes and defects.
• Negative impacts on team efficiency and productivity
• Costly rework in situations with a high rate of change

Step 5: Add Capacity

The above steps can help improve throughput by at least 30% and also allow stakeholders the ability and time to evaluate problems so they can carefully consider the best solution vs. choosing a quick fix. Teams should also take this time to figure out what other ways they can increase capacity, whether it’s contracting professional services or hiring additional staff.

Step 6: Find the Next Greatest Constraint

Increasing release velocity is no easy task—and it requires continuous improvements to the process. For instance, even if a team manages to remove a constraint, another one can take its place in a different part of the workflow. Over time, teams will need to adapt their processes and practices to achieve a high development cadence. Finally, to ensure they meet the needs of their customers, they must perform due diligence on their development cadence and make improvements as necessary.

Interested in reading more? Check out Gartner’s full report, “6 Steps to Increase DevOps Release Velocity by Removing Constraints.”

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