The aim of the thesis was to find out what kind of capabilities the cross-functional teams of The SOK Corporation has to achieve common metrics to facilitate company-level monitoring and increase transparency. The goal was to find out the possibilities for promoting the issue when the starting situation and structure of the cross-functional teams are quite different. The goal was also identified what SOK could learn from other companies. In addition to the theoretical basis, new material was collected by interviewing experts working at SOK and cross-functional teams.

The theory base of the thesis is formed from the perspectives of the DevOps reference framework, measurement and team commitment, and the type of the thesis is research and practice based. The used research method was semi-structured interview research, when the questions were created for the selected experts and teams in advance, but the interview progressed through the questions through free discussion. The material collected through the interviews was anonymized, and the recording of the interviews was transcribed using the transcription and dictation functions of Microsoft Word 365. After this, the collected material was analyzed by breaking it into suitable summaries through questions.

Several development ideas and opportunities for advancement was emerged through the research which can promote the identification of metrics and the establishment of a DevOps culture at SOK. As a conclusion, it can be stated that the client has every opportunity to move towards a data-driven organization and the identification of common metrics. SOK's journey is partly at the beginning and partly at a very advanced stage, but above all, the company's employees want to actively learn and develop. With this in mind it is possible to achieve anything.

Keywords DevOps, Software Development, Agile, DORA Pages 74 pages and appendices 6 pages