Performance engineering is of growing importance to organizations today. To deliver insights and tools to m
eet customer needs, solution vendors need tobetter understand what drives this interest, who in an organization is involved, and what they are looking for in investing in performance engineering considerations.
We developed 10 reports based on research conducted with 400 Development and IT Professionals. Collectively these show that Performance Engineering is moving from “trend” to “need”, why this movement is occurring, who within organizations are involved, and what they believe they need. Below we summarize the key takeaways from this research
Performance Engineering is moving from “trend” to “need” from the customer point of view. The motivating forces for interest in Performance Engineering investments are increasing application complexity combined with a focus on reduction in IT Operations cost due to avoidable maintenance and re-work.
Performance Engineers and Testers play a valuable and multi-faceted role within development organizations and are expected to be able to fluidly collaborate with peers in IT operations and Application Design and Development.
Performance Engineers and Testers work closely with peers across numerous disciplines within their organizations but that IT Operations is their most important stakeholder. Performance Engineers and Testers are also primarily accountable to VPs directly involved in Development and Infrastructure.
While Performance Engineering activity most often arises in later stages of the development lifecycle, such considerations are still important and apparent upstream, even within the architecture and design phase. These findings demonstrate that organizations are increasingly thinking of Performance Engineering as a broad issue to confront throughout the lifecycle, as opposed to a discrete set of activities confined to the QA/Test phase.
Organizations see the consequences of poor application performance as severely debilitating both in terms of impact on internal resources, the financial health of their organization, and the way in which customers perceive their company. Organizations today see Performance Engineering as a way to make a small investment of resources and time today in order to avoid costly downtime and re-work later.
We elaborate on the rationale for Performance Engineering investments and the types of benefits that organizations believe that they are getting. These benefits impact multiple stakeholders within and organization and in most cases customers see a direct link to financial outcomes – either through help in cost management, or in downstream benefits that accrue to the product/service perceptions of customers.
We identify the companies that the market currently thinks of as the vanguard for Performance Engineering leadership.
Our examination of customer preferences for tools finds a strong preference for proven Enterprise-grade tools and shows the degree to which cloud-based tools are a priority.
We find that confidence in metrics varies across audiences as well as the specific type of metrics being considered.
Organizations today see the value in a performance orientation and are interested moving in such a direction. But such changes are complex and require multi-faceted initiatives that take into account organizational culture, the role of multiple stakeholders, processes, tools and metrics, and ways to assess the value of performance engineering.
In this paper we provide an overview of some key considerations for organizations transitioning to Performance Engineering. We also cite findings and insights based on research conducted with 400 Development and IT Professionals which also deal with these issues.
Additional links to events and white papers informed by this research:
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