Turn any signal into insight and action. See how PagerDuty Digital Operations Management Platform integrates machine data and human intelligence to improve visibility and agility across organizations.
Connect insights to real-time action by aligning teams through the shared language of business impact.
Check out the latest products we’ve been working on—including event intelligence, machine learning, response automation, on-call, analytics, operations health management, integrations, and more.
Digital Operations Management arms organizations with the insights needed to turn data into opportunity across every operational use case, from DevOps, ITOps, Security, Support, and beyond.
Over 300 Integrations
Discover DevOps best practices with our library of webinars, whitepapers, reports, and much more.
Learn best practices and get support help with resources from our award-winning support team.
See how PagerDuty works with our live product demo — twice a week, every week.
Join live and on-demand webinars for product deep dives, industry trends, configuration training, and use case-specific best practices.
Interactive, simple-to-use API and technical documentation enables users to easily try updates and extend PagerDuty.
Engage with users and PagerDuty experts from our global community of 200k+ users. Become a member, connect, and share insights for success.
Get all your PagerDuty-related questions answered by exploring our in-depth support documentation and community forums.
We just held our annual conference, PagerDuty Summit 2018, where we shared new product announcements and demoed new capabilities. But while we always have big...
PagerDuty helps organizations transform their digital operations. Learn more about PagerDuty's mission and what we do.
Meet our experienced and passionate executive team.
We are risk-taking innovators dedicated to delivering amazing products and delighting customers. Join us and do the best work of your career.
With the PagerDuty Foundation, we are committed to doing our part in giving back to the community.
Here at PagerDuty, our engineering teams are committed to Agile development principles that favor rapid iteration over lengthy periods of design, and favor direct communication between team members over reams of written specifications. There are countless articles that dictate how Agile teams should operate. Those guidelines are fine as a starting point and framework, but they don’t typically take into account the needs of individual teams. At PagerDuty, we recognize that there isn’t a one-size-fits-all approach to development, and we embrace differences.
For new teams, we generally start with the Scrum process. Scrum dictates some specific methods and rituals that we use for improved productivity. New teams need this structure for a while. For example, daily standups provide an opportunity for teammates to meet regularly, and those regular meetings encourage the team to operate as a unit rather than as a group of individuals. Another exercise we practice — sprint planning — allows the team to set shared goals and make regular course corrections. We also have Storytime meetings, which allow the teams to get familiar with future work (“stories” in Agile terminology).
But, we treat Scrum as a starting point, not the goal.
More than anything, at PagerDuty we embrace the idea of continuous improvement. This means that once teams become comfortable with the basics of an Agile environment, they usually start breaking the “rules” and start to make changes to adjust to their own particular style. In the outside world, some people will call this “Scrum But” or “Scrum Butt” (“we do Scrum but we do/don’t do X…”) — which makes it sound like a disease. While Scrum purists argue that if you don’t follow the Agile manifesto exactly, you’re not doing Scrum at all. At PagerDuty, we recognize that every group of people will want to work differently.
In other words, at PagerDuty, we implement Scrum in the way that makes the most sense for our individual agile teams. Our engineering teams have retrospective meetings regularly (usually every 2 weeks). Arguably the most important part of those meetings are the changes that the team suggests to improve the processes to make the team happier and more productive. Those changes can be very simple, like making small tweaks to their workflow, or adjusting the time we meet for the daily stand-up meeting, or skipping stand-up altogether on self-imposed “meeting-free days”. Some teams decide they primarily work in a co-located office environment, but many teams value the ability to work from home and in some cases, most of the members of a given team will work remotely. Some teams find that sprint demos motivate them to complete their sprint tasks, while other teams will decide that staying focused is sometimes more important to them than demonstrating half a feature. In some cases, teams have decided to ditch Scrum entirely and have switched from Scrum to Kanban.
Regardless of the nature of change, teams are empowered to adjust their processes and to figure out what works best for their particular needs. Our teams are not afraid to make a change to their processes. If it works, it stays. If it doesn’t work, we try something else. We’ve found that it’s more important to adapt processes to meet specific needs and preferences than it is to follow arbitrary guidelines.
Over time we’ve seen that every group of individuals will develop their own particular style of working, and just like individuals, every team is uniquely different. Every team has its own strengths and weaknesses but, most importantly, every team is the best judge of determining what process works best for themselves. While standardized guidelines can be a good starting point, teams must be encouraged to constantly look for ways that they can change themselves and their processes to be happier, and ultimately, more effective. Tools and processes should be implemented and adjusted for the purposes of empowering, not bogging down, the people using them.
Reflective Practice at PagerDuty With an almost 20-year career in social services—including working in institutions such as The University of Chicago, the United States Peace...
Over-What? If you’ve ever been on call, you know that the incidents don’t stop because you have the flu. Or when you’re attending your child’s...
600 Townsend St., #200
San Francisco, CA 94103
905 King Street West, Suite 600
Toronto, ON, M6K 3G9, Canada
1416 NW 46th St., St. 301
Seattle, WA 98107
5 Martin Place
1 Fore St,
London EC2Y 9DT
© 2009 - 2018