Today, technology problems can alter the trajectory of a business. Minutes of downtime or latency (slow is the new down) cost organizations dearly in lost revenue and can jeopardize customer relationships. However, there’s an even more important consequence of technology problems than top-line risk: reduced innovation as teams are forced into reactive fire drills that take time away from product development.
Going on call and being awakened at a moment’s notice to put out fires when reputation and revenue are on the line is incredibly stressful. And with DevOps teams under increasing pressure to simultaneously release new products faster while ensuring reliability and quality, burnout is a rapidly growing problem. It’s why #HugOps and empathy are becoming so central to the culture of DevOps.
Our founders created PagerDuty with the simple goal of making the lives of on-call developers better—and in doing that, we’ve championed a new way of working, inspired by the DevOps mindset. From that starting point, we’ve evolved our on-call product into a platform for real-time operations that enables our customers to grow from on-call rotations, to incident management and response, to full digital operations management.
PagerDuty is proud to announce our latest release, which provides a new set of product capabilities and enhancements that further enable you and your teams to securely work in real time—anytime and from anywhere. With this release, we continue to respond to our customers’ needs to build a better platform to help them best manage their digital operations. Enhancements include new innovations for our mobile app and increased platform security by adding email domain restrictions.
Technology and digitization are disrupting every industry—and healthcare is no exception. In this time-critical industry, patient care needs to be efficient and convenient. This is increasingly evidenced by the rise of individualized healthcare via direct-to-consumer (D2C) and convenience care models such as telemedicine to find doctors, pay bills, schedule appointments, order prescription refills, receive consultations, and more.
Continuous improvement is one of the fundamental tenets of Agile methodology that PagerDuty’s product development teams emphasize. This already works fairly well at the individual team level via retrospective meetings and postmortems but sometimes we don’t notice larger or systemic issues that are outside the control of a single team. This blog will share the process that we use at PagerDuty to uncover those issues, the outcomes we have seen, and how we have evolved that process.
Most technical incident response plans typically account for stakeholder communications—for both internal teams and external customers. But at PagerDuty, what we’ve learned from our customers is that there’s still a painful and expensive gap in alignment between IT and business teams. To close that gap, we need to focus on what incident response means for business teams.
Are you a practitioner looking to attend the speaking sessions at PagerDuty Summit 2019 and want to get into the weeds with the PagerDuty developer community? This year, the PagerDuty Community Team is drumming up many special activities that puts users at the front lines of real-time operations.
Imagine this: An airline encounters a major IT incident in a data center that affects their ticketing system. Behind the scenes, technical responders are scrambling to diagnose and fix the issue. However, because today’s systems are so complex, this issue is taking longer than expected to resolve, and hours have passed since the system went down. Meanwhile, passengers are stranded and taking their anger out on customer service agents and sharing their frustrations on social media.
Nearly two years ago, I joined PagerDuty as an Agile Coach with limited experience working with Kanban delivery teams. I started coaching two Scrum teams, but as soon as my teams got word that their peers using Kanban were happier and higher-performing, they pushed for the switch. Today, nearly all delivery teams here have transitioned from Scrum to Kanban.
