Devops Quotes

Improving daily work is even more important than doing daily work.

Any improvements made anywhere besides the bottleneck are an illusion.

Being able to take needless work out of the system is more important than being able to put more work into the system.

A great team doesn’t mean that they had the smartest people. What made those teams great is that everyone trusted one another. It can be a powerful thing when that magic dynamic exists.

To tell the truth is an act of love. To withhold the truth is an act of hate. Or worse, apathy.

Something seems wrong in a world where half the e-mail messages sent are urgent. Can everything really be that important?

We need to create a culture that reinforces the value of taking risks and learning from failure and the need for repetition and practice to create mastery.

The only thing more dangerous than a developer is a developer conspiring with Security.

technical debt’ that is not being paid down. It comes from taking shortcuts, which may make sense in the short-term. But like financial debt, the compounding interest costs grow over time. If an organization doesn’t pay down its technical debt, every calorie in the organization can be spent just paying interest, in the form of unplanned work.

CIO stands for “Career Is Over.

a ‘change’ is any activity that is physical, logical, or virtual to applications, databases, operating systems, networks, or hardware that could impact services being delivered.

until code is in production, no value is actually being generated, because it’s merely WIP stuck in the system.

Practice creates habits, and habits create mastery of any process or skill.

Unplanned work is what prevents you from doing it. Like matter and antimatter, in the presence of unplanned work, all planned work ignites with incandescent fury, incinerating everything around it.

repetition creates habits, and habits are what enable mastery.

In high-performing organizations, everyone within the team shares a common goal—quality, availability, and security aren’t the responsibility of individual departments, but are a part of everyone’s job, every day.

Left unchecked, technical debt will ensure that the only work that gets done is unplanned work!

Resilience engineering tells us that we should routinely inject faults into the system, doing them frequently, to make them less painful.

ARCHITECTS SHOULD FOCUS ON ENGINEERS AND OUTCOMES, NOT TOOLS OR TECHNOLOGIES

High performers understand that they don’t have to trade speed for stability or vice versa, because by building quality in they get both.

Developers should be able to run all automated tests on their workstations in order to triage and fix defects.

Adrian Cockcroft, Netflix’s seminal cloud architect, was once asked by a senior leader in a Fortune 500 company where he got his amazing people from. Cockcroft replied, “I hired them from you!

You get what you design for. Chester, your peer in Development, is spending all his cycles on features, instead of stability, security, scalability, manageability, operability, continuity, and all those other beautiful ’itties.

Remember, it goes beyond reducing WIP. Being able to take needless work out of the system is more important than being able to put more work into the system.

Ask a programmer to review ten lines of code, he’ll find ten issues. Ask him to do five hundred lines, and he’ll say it looks good.

The most important characteristic of high-performing teams is that they are never satisfied: they always strive to get better. High performers make improvement part of everybody’s daily work.

we’re hearing more lately: something called “DevOps.” Maybe everyone attending this party is a form of DevOps, but I suspect it’s something much more than that. It’s Product Management, Development, IT Operations, and even Information Security all working together and supporting one another.

We found that external approvals were negatively correlated with lead time, deployment frequency, and restore time, and had no correlation with change fail rate. In short, approval by an external body (such as a manager or CAB) simply doesn’t work to increase the stability of production systems, measured by the time to restore service and change fail rate. However, it certainly slows things down. It is, in fact, worse than having no change approval process at all.

Knowledge is power, and you should give power to those who have the knowledge.

Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place” (Deming 2000).

A key goal of continuous delivery is changing the economics of the software delivery process so the cost of pushing out individual changes is very low.

As Deming said, ’whenever there is fear, you get the wrong numbers

Situations like this only reinforce my deep suspicion of developers: They’re often carelessly breaking things and then disappearing, leaving Operations to clean up the mess.

The small batches principle is part of the DevOps methodology. It comes from the Lean Manufacturing movement, which is often called just-in-time (JIT) manufacturing. It

There is really no bad software development process. There is only how you are doing it today and better.

There should be absolutely no way that the Dev and QA environments don’t match the production environment.

Our analysis is clear: in today’s fast-moving and competitive world, the best thing you can do for your products, your company, and your people is institute a culture of experimentation and learning, and invest in the technical and management capabilities that enable it.

Another Forrester report states that DevOps is accelerating technology, but that organizations often overestimate their progress (Klavens et al. 2017). Furthermore, the report points out that executives are especially prone to overestimating their progress when compared to those who are actually doing the work.

Westrum’s description of a rule-oriented culture is perhaps best thought of as one where following the rules is considered more important than achieving the mission—and we have worked with teams in the US Federal Government we would have no issue describing as generative, as well as startups that are clearly pathological.

I’ve learned that while the finance goals are important, they’re not the most important. Finance can hit all our objectives, and the company still can fail. After all, the best accounts receivables team on the planet can’t save us if we’re in the wrong market with the wrong product strategy with an R&D team that can’t deliver.

Five Dysfunctions of a Team, by Patrick Lencioni. He writes that in order to have mutual trust, you need to be vulnerable.

In any value stream, there is always a direction of flow, and there is always one and only constraint; any improvement not made at that constraint is an illusion.

History is the collective consciousness of the then intellectuals and simply facts that show some numbers and events.

I’m starting to associate the smell of pizza with the futility of a death march.

It’s not the upfront capital that kills you, it’s the operations and maintenance on the back end.

What made those teams great is that everyone trusted one another. It can be a powerful thing when that magic dynamic exists.

every work center is made up of four things: the machine, the man, the method, and the measures.

By relentless and constant experimentation in their daily work, they were able to continually increase capacity, often without adding any new equipment or hiring more people.

management hints that the person guilty of committing the error will be punished. They then create more processes and approvals to prevent the error from happening again.

delivery lead time, deployment frequency, time to restore service, and change fail rate.

two parts to lead time: the time it takes to design and validate a product or feature, and the time to deliver the feature to customers.

We measured product delivery lead time as the time it takes to go from code committed to code successfully running in production

As a software engineer, how do you feel if your code was running in the production environment being used by millions of customers 30 minutes after you commit it to source control?

much of what has been implemented is faux Agile—people following some of the common practices while failing to address wider organizational culture and processes.

We found that where code deployments are most painful, you’ll find the poorest software delivery performance, organizational performance, and culture.

Westrum’s theory posits that organizations with better information flow function more effectively.

You’ve just described ‘technical debt’ that is not being paid down. It comes from taking shortcuts, which may make sense in the short-term. But like financial debt, the compounding interest costs grow over time. If an organization doesn’t pay down its technical debt, every calorie in the organization can be spent just paying interest, in the form of unplanned work.

software delivery is an exercise in continuous improvement, and our research shows that year over year the best keep getting better, and those who fail to improve fall further and further behind.

we hypothesized that implementing CD would influence organizational culture. Our analysis shows that this is indeed the case. If you want to improve your culture, implementing CD practices will help.

If you can’t out-experiment and beat your competitors in time to market and agility, you are sunk. Features are always a gamble. If you’re lucky, ten percent will get the desired benefits. So the faster you can get those features to market and test them, the better off you’ll be. Incidentally, you also pay back the business faster for the use of capital, which means the business starts making money faster, too.

Being a leader doesn’t mean you have people reporting to you on an organizational chart—leadership is about inspiring and motivating those around you. A good leader affects a team’s ability to deliver code, architect good systems, and apply Lean principles to how the team manages its work and develops products. All of these have a measurable impact on an organization’s profitability, productivity, and market share.

Traditionally siloed technical teams interact through complex ticketing systems and ritualistic request procedures, which may require director-level intervention. A team taking a more DevOps approach talks about the product throughout its lifecycle, discussing requirements, features, schedules, resources, and whatever else might come up. The focus is on the product, not building fiefdoms and amassing political power.

Goldratt taught us that in most plants, there are a very small number of resources, whether it’s men, machines, or materials, that dictates the output of the entire system. We call this the constraint—or bottleneck. Either

In ten years, I’m certain every COO worth their salt will have come from IT. Any COO who doesn’t intimately understand the IT systems that actually run the business is just an empty suit, relying on someone else to do their job.

I’ve seen this movie before. The plot is simple: First, you take an urgent date-driven project, where the shipment date cannot be delayed because of external commitments made to Wall Street or customers. Then you add a bunch of developers who use up all the time in the schedule, leaving no time for testing or operations deployment. And because no one is willing to slip the deployment date, everyone after Development has to take outrageous and unacceptable shortcuts to hit the date.

Bill Baker, a distinguished engineer at Microsoft, quipped that we used to treat servers like pets: “You name them and when they get sick, you nurse them back to health. [Now] servers are [treated] like cattle. You number them and when they get sick, you shoot them.

Brent. Brent, Brent, Brent! Can’t we do anything without him? Look at us! We’re trying to have a management discussion about commitments and resources, and all we do is talk about one guy! I don’t care how talented he is. If you’re telling me that our organization can’t do anything without him, we’ve got a big problem.” Wes

It’s difficult to overstate the enormity of this problem—it affects every organization, independent of the industry we operate in, the size of our organization, whether we are profit or non-profit. Now more than ever, how technology work is managed and performed predicts whether our organizations will win in the marketplace, or even survive.

IT historically goes for perfection. Many times there is the thinking that unless every business requirement, function or feature is implemented the solution will not be acceptable. It is easy to over-architect solutions and build much more than what the business would be happy with. Constructing more than what is really needed is a form of waste.

He saw a presentation given by John Allspaw and his colleague Paul Hammond that flipped the world on its head. Allspaw and Hammond ran the IT Operations and Engineering groups at Flickr. Instead of fighting like cats and dogs, they talked about how they were working together to routinely do ten deploys a day! This is in a world when most IT organizations

I made a lot of mistakes along the way and wish I had access to the information in this book back then. Common traps were stepped in—like trying a top-down mandate to adopt Agile, thinking it was one size fits all, not focusing on measurement (or the right things to measure), leadership behavior not changing, and treating the transformation like a program instead of creating a learning organization (never done).

Technology managers, like so many other well-meaning managers, often try to fix the person while ignoring the work environment, even though changing the environment is far more vital for long-term success. Managers who want to avert employee burnout should concentrate their attention and efforts on: Fostering a respectful, supportive work environment that emphasizes learning from failures rather than blaming Communicating a strong sense of purpose Investing in employee development Asking employees what is preventing them from achieving their objectives and then fixing those things Giving employees time, space, and resources to experiment and learn Last but not least, employees must be given the authority to make decisions that affect their work and their jobs, particularly in areas where they are responsible for the outcomes.

In addition to regular stand-ups with squads, product owners, IT-area leads, and chapter leads, the tribe lead also regularly visits the squads to ask questions—not the traditional questions like “Why isn’t this getting done?” but, rather, “Help me better understand the problems you’re encountering,” “Help me see what you’re learning,” and “What can I do to better support you and the team?” This kind of coaching behavior does not come easily to some leaders and managers. It takes real effort,

Figure 1.16. The rapid, frequent, and reliable delivery of large, complex applications requires a combination of DevOps, which includes continuous delivery/deployment, small, autonomous teams, and the microservice architecture.

I’m pretty sure we don’t do any sort of analysis of capacity and demand before we accept work. Which means we’re always scrambling, having to take shortcuts, which means more fragile applications in production.

Solving any complex business problem requires teamwork, and teamwork requires trust.

the four types of work: business projects, it Operations projects, changes, and unplanned work.

When you spend all your time firefighting, there’s little time or energy left for planning.

a deployment pipeline. That’s your entire value stream from code check-in to production. That’s not an art. That’s production. You need to get everything in version control. Everything. Not just the code, but everything required to build the environment. Then you need to automate the entire environment creation process. You need a deployment pipeline where you can create test and production environments, and then deploy code into them, entirely on-demand.

The only thing more dangerous than a developer is a developer conspiring with Security. The two working together gives us means, motive, and opportunity. I’m guessing our ciso probably strong-armed a Development manager to do something, which resulted in a developer doing something else, which broke the payroll run. Information Security is always flashing their badges at people and making urgent demands, regardless of the consequences to the rest of the organization, which is why we don’t invite them to many meetings. The best way to make sure something doesn’t get done is to have them in the room. They’re always coming up with a million reasons why anything we do will create a security hole that alien space-hackers will exploit to pillage our entire organization and steal all our code, intellectual property, credit card numbers, and pictures of our loved ones.

We measured product delivery lead time as the time it takes to go from code committed to code successfully running in production, and asked survey respondents to choose from one of the following options: less than one hour less than one day between one day and one week between one week and one month between one month and six months more than six months

Reducing batch sizes reduces cycle times and variability in flow, accelerates feedback, reduces risk and overhead, improves efficiency, increases motivation and urgency, and reduces costs and schedule growth

Las reuniones pueden ser uno de los mayores enemigos de la productividad, son trampas en las que podemos caer si no tenemos cuidado y que pueden arruinar un perfecto día de trabajo.

DevOps nos propone focalizar parte de nuestro esfuerzo en incrementar la comunicación entre los equipos de desarrollo y operación.

They read in an airline magazine that they can manage their whole supply chain in the cloud for $499 per year, and suddenly that’s the main company initiative.

We need to focus on the riskiest changes,” I continue. “The 80/20 rule likely applies here: Twenty percent of the changes pose eighty percent of the risk.

Es un error caer en la idea de convertir la filosofía DevOps en una especie de “casco azul" que se interpondrá entre las personas, para evitar todo tipo de conflictos. Aún más grave es asumir que el objetivo de DevOps sea crear un ambiente idílico de fraternidad entre los distintos equipos, en el que el buen rollo sea la característica predominante. Y una vez que DevOps se ha impuesto como cultura, un arcoíris multicolor se instalará sobre el edificio de nuestra compañía de manera permanente, ya que todo será paz, amor y tranquilidad.

Es crucial para el sistema, que estudiemos todas aquellas tareas que sean susceptibles de ser automatizadas, con el objetivo de incrementar el rendimiento del sistema.

Automated systems can allow mistakes, errors, and attacks to be propagated and multiplied in far more damaging ways than manual systems. As the DevOps comedy account @DevOpsBorat says, “To make error is human. To propagate error to all server in automatic way is #devops.” 2 Furthermore, automated tooling is fallible; and as we know so well in the security world, it can be easy for humans to begin to trust in the computer and stop applying sense or judgment to the results. This can lead to teams trusting that if the tests pass, the system is working as expected, even if other evidence might indicate otherwise.

si DevOps va de personas ¿por qué buscamos DevOps en función de las herramientas? La respuesta es que en IT trabajamos con herramientas y por tanto se valora la aptitud frente a la actitud, es cómo hemos funcionado hasta ahora.

El objetivo es que en IT dejemos de mirar nuestro grande, bonito y caro ombligo IT, para que atendamos a las necesidades del negocio. #DevOps

DevOps es un movimiento que debe nacer desde el interior de la propia compañía, con el objetivo de generar una cultura IT propia,

no se trata de convertir un perfil en otro tipo de perfil o de contratar personal externo para poner en marcha DevOps. Todo lo contrario, se trata de concienciar a la gente que debe colaborar, comunicarse,

Lo realmente importante es hacer que el equipo funcione, al practicar una cultura de la comunicación y la colaboración. Es un error pensar que gracias a DevOps podemos convertirnos en Jedi IT, capaces de resolver cualquier problema que aparezca, ya sea programar código en las aplicaciones, desplegar máquinas virtuales en la nube o automatizar procesos de despliegue de código.

DevOps defiende la necesidad de incrementar la calidad de los canales de comunicación, tanto entre personas, como con el propio sistema y promueve que este proceso, sea un proceso que nazca dentro de los departamentos y alimentado por las propias personas que forman los equipos de IT, para que pueda germinar como el origen de una nueva forma de hacer las cosas dentro de la compañía.

Nothing unifies people better than complaining about it.

Esta estrategia de reducir los problemas, en problemas más sencillos, que sean más fáciles de solucionar, no es una mala estrategia, el problema aparece cuando la estrategia de dividir en subsistemas más manejables, no va acompañada de una visión global del sistema. Focalizar todo nuestro esfuerzo en un solo punto del sistema, sin tener en cuenta cómo está afectando al resto de subsistemas, es una mala estrategia, ya que nos conduce a trabajar en modo frontera, con las consecuencias que este modelo tiene para el rendimiento óptimo del sistema.

DevOps nos propone un cambio de actitud frente a nuestra visión estática del sistema, para que adoptemos un enfoque más dinámico, que nos permite aprender del propio sistema y que este aprendizaje nos ayude a establecer una estrategia para conseguir evolucionar el sistema en función de las necesidades que demande el negocio.

Last but not least, employees must be given the authority to make decisions that affect their work and their jobs, particularly in areas where they are responsible for the outcomes.

Bewilderingly, among some enterprises, there is a recent trend of anointing a special team that is separate from development and operations: the “DevOps” team. The whole point of DevOps is to create unity and collaboration among different specialties, not more silos. We even see job ads for “DevOps engineers,” who apparently are a special breed different from normal engineers and system admins. What happened? We believe this is the result of a buzzword-bingo approach to management. Rather than cultivating “individuals and interactions,” we have organizations hoping to avoid rethinking how to operate and instead get by with a reconfiguration of the software factory. And the surprising thing is that many have achieved that dubious goal.

When leaders invest in their people and enable them to do their best work, employees identify more strongly with the organization and are willing to go the extra mile to help it be successful.

According to Lean, our most important customer is our next step downstream.

Basically, Git has a mutable Index and immutable Database.

Improving daily work is even more important than doing daily work.’ The

la desalineación que se produce entre el negocio y la tecnología.

Well, now that you mention it…

A developer jamming in an urgent change so he could go on vacation—possibly as part of some urgent project being driven by John Pesche, our Chief Information Security Officer. Situations like this only reinforce my deep suspicion of developers: They’re often carelessly breaking things and then disappearing, leaving Operations to clean up the mess.

Information Security is always flashing their badges at people and making urgent demands, regardless of the consequences to the rest of the organization, which is why we don’t invite them to many meetings. The best way to make sure something doesn’t get done is to have them in the room.

It stands to reason that if it is organized so that it can win, the business wins, too.

The key to successful change is measuring and understanding the right things with a focus on capabilities—not on maturity.

I’ve figured out that the trick to a long career in it Operations management is to get enough seniority to get good things done

As the saying goes, if your colleague tells you they’ve decided to quit, it was voluntary. But when someone else tells you they’ve decided to quit, it was mandatory.

but to keep your head low enough to avoid the political battles that make you inherently vulnerable. I have absolutely no interest in becoming one of the vps who just give each other PowerPoints all day long.

Studies have shown that practicing five minutes daily is better than practicing once a week for three hours.

Lean principles focus on how to create value for the customer through systems thinking by creating constancy of purpose, embracing scientific thinking, creating flow and pull (versus push), assuring quality at the source, leading with humility, and respecting every individual.

This analysis leads me to conclude that DevSecOps should not be defined as a team consisting of development, operations and security roles. In fact, I believe that DevSecOps is a term that describes a cross-functional DevOps team that integrates security practices within their own processes to deliver secure software and infrastructure. To put it another way, DevSecOps is DevOps done securely. In the words of Eliza-May Austin, ‘DevSecOps teams simply don’t exist.

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Art Ocain is a business leader, investor, writer, and DevOps advocate from Pennsylvania, the United States who specializes in the field of programming and cybersecurity. He focuses on using the theory of constraints and applying constraint management to all areas of business including sales, finance, planning, billing, and all areas of operations. Ocain has a Mathematics degree from the University of Maryland and a Business degree from the University of the People. And he is also certified by many renowned organizations like CISM from ISACA, CCNA from Cisco, MCSE from Microsoft, Security Administrator from Azure, Six Sigma, Scrum, and many more. Ocain is responsible for leading many teams toward revolutionary change through his DevOps principles, no matter the type of company or team. So far, he has worked in a lot of companies as a project manager, a President, a COO, a CTO, and an incident response coordinator. Along with this, Ocain is a blog writer and public speaker. He loves to write and share his knowledge and has given presentations at SBDC (Small Business Development Center) and Central PA Chamber of Commerce. Ocain shares his thoughts and information about his upcoming events on sites like MePush, LinkedIn, Slideshare, Quora, and Microsoft Tech Community. Throughout his career, Ocain has been a coach and a mentor to many people and has helped develop companies and build brands.

46 times more frequent code deployments 440 times faster lead time from commit to deploy 170 times faster mean time to recover from downtime 5 times lower change failure rate (1/5 as likely for a change to fail)

To summarize, in 2017 we found that, when compared to low performers, the high performers have: 46 times more frequent code deployments 440 times faster lead time from commit to deploy 170 times faster mean time to recover from downtime 5 times lower change failure rate (1/5 as likely for a change to fail)

Improving daily work is even more important than doing daily work.’ The Third Way is all about ensuring that we’re continually putting tension into the system, so that we’re continually reinforcing habits and improving something. Resilience engineering tells us that we should routinely inject faults into the system, doing them frequently, to make them less painful.

Just because architecture is supposed to be stable, it does not mean that it should never change.

Where did you take your certification exam?” doesn’t allow for the possibility that they didn’t take a certification exam. Multiple questions in one. Questions should only ask one thing. For example, “Are you notified of failures by your customers and the NOC?” doesn’t tell you which part of the question your respondent was answering for. Customers? the NOC? Both? Or if no, neither? Unclear language. Survey questions should use language that your respondents are familiar with, and should clarify and provide examples when necessary. A potential weakness of many survey questions used in business is that only a single question is used to collect data.

We often hear that culture is important in technology transformations, so we want to measure it. Should we simply ask our employees and peers, “Is your culture good?” or “Do you like your team’s culture?” And if they answered yes (or no), what would that even mean? What, exactly, would that tell us? In the first question, what do we mean by culture, and how did the respondent interpret it? Which culture are we talking about: Your team’s culture or your organization’s culture? If we really are talking about a workplace culture, what aspects of this work culture are we referring to? Or are we really more interested in your national identity and culture? Assuming everyone understood the culture half of the question, what is good? Does good mean

trusting? Fun? Or something else entirely? Is it even possible for a culture to be entirely good or entirely bad? The second question is a bit better because we do specify that we’re asking about culture at the team level. However, we still don’t give the reader any idea of what we mean by “culture,” so we can get data reflecting very different ideas of what team culture is. Another concern here is that we ask if the person likes their team culture. What does it mean to like a culture? This may seem like an extreme example, but we see people make such mistakes all the time (although not you, dear reader). By taking a step back to think carefully about what you want to measure and by really defining what we mean by culture, we can get better data.

Using a scale from “1 = Strongly disagree” to “7 = Strongly agree,” teams can quickly and easily measure their organizational culture. These items have been tested and found to be statistically valid and reliable. That is, they measure the things they are intended to

Here Jannes meets on a regular cadence with his direct reports, where they can quickly see and understand the status of each of his strategic objectives. Four distinct zones are visualized: strategic improvement, performance monitoring, portfolio roadmap, and leadership actions, each with current

Dr. Eliyahu M. Goldratt, who created the Theory of Constraints, showed us how any improvements made anywhere besides the bottleneck are an illusion. Astonishing, but true! Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.

Encourage sharing and innovation by having demo days and forums. This allows teams to share what they have created with each other. This also lets the teams celebrate their work and learn from each other.

Deploy or die.

If releasing is hard, people will always find a reason not to release.

Vision. Has a clear understanding of where the organization is going and where it should be in five years. Inspirational communication. Communicates in a way that inspires and motivates, even in an uncertain or changing environment. Intellectual stimulation. Challenges followers to think about problems in new ways. Supportive leadership. Demonstrates care and consideration of followers’ personal needs and feelings. Personal recognition. Praises and acknowledges achievement of goals and improvements in work quality; personally compliments others when they do outstanding work.

(Inspirational communication) ​–​Says things that make employees proud to be a part of this organization. ​–​Says positive things about the work unit. ​–​Encourages people to see changing environments as situations full of opportunities. (Intellectual stimulation) ​–​Challenges me to think about old problems in new ways. ​–​Has ideas that have forced me to rethink some things that I have never questioned before. ​–​Has challenged me to rethink some of my basic assumptions about my work. (Supportive leadership)

​–​Considers my personal feelings before acting. ​–​Behaves in a manner which is thoughtful of my personal needs. ​–​Sees that the interests of employees are given due consideration. (Personal recognition) ​–​Commends me when I do a better than average job. ​–​Acknowledges improvement in my quality of work. ​–​Personally compliments me when I do outstanding work.

Ensure that existing resources are made available and accessible to everyone in the organization. Create space and opportunities for learning and improving. Establish a dedicated training budget and make sure people know about it. Also, give your staff the latitude to choose training that interests them. This training budget may include dedicated time during the day to make use of resources that already exist in the organization. Encourage staff to attend technical conferences at least once a year and summarize what they learned for the entire team. Set up internal hack days, where cross-functional teams can get together to work on a project.

Encourage teams to organize internal “yak days,” where teams get together to work on technical debt. These are great events because technical debt is so rarely prioritized. Hold regular internal DevOps mini-conferences. We’ve seen organizations achieve success using the classic DevOpsDays format, which combines pre-prepared talks with “open spaces” where participants self-organize to propose and facilitate their own sessions. Give staff dedicated time, such as 20% time or several days after a release, to experiment with new tools and technologies. Allocate budget and infrastructure for special projects.

(1) do the work, (2) improve the work, and (3) develop the people. The third objective—develop the people—is especially important in a technology domain, where automation is disrupting many technology jobs.

My leader or manager: (Vision) ​–​Has a clear understanding of where we are going. ​–​Has a clear sense of where he/she wants our team to be in five years. ​–​Has a clear idea of where the organization is going.

Some of the wisest auditors say that there are only three internal control objectives: to gain assurance for reliability of financial reporting, compliance with laws and regulations, and efficiency and effectiveness of operations. That’s it. What you and John are talking about are just different slides of what is called the ‘coso Cube.

I would recommend to any one who has interest in Dr. Goldratt’s work to listen to his audiobook Beyond the Goal, which was released twenty-one years after The Goal. It brilliantly captures in one place his own lifetime of learnings, and synthesizes those learnings into a comprehensible and comprehensive whole.

information about targets, gaps, progress, and problems. Color coding is used—red and green—to make problems immediately visible. Each IT objective ties directly, in measurable ways, to enterprise strategy (see Figure 16.1).

I could wave this magic wand, I would change this step. Instead of getting source code or compiled code from Dev through source control, I want packaged code that’s ready to be deployed.

Transformational leadership means leaders inspiring and motivating followers to achieve higher performance by appealing to their values and sense of purpose, facilitating wide-scale organizational change. Such leaders encourage their teams to work toward a common goal through their vision, values, communication, example-setting, and their evident caring about their followers’ personal needs.

My leader or manager: (Vision) ​–​Has a clear understanding of where we are going. ​–​Has a clear sense of where he/she wants our team to be in five years. ​–​Has a clear idea of where the organization is going. (Inspirational communication) ​–​Says things that make employees proud to be a part of this organization. ​–​Says positive things about the work unit. ​–​Encourages people to see changing environments as situations full of opportunities. (Intellectual stimulation) ​–​Challenges me to think about old problems in new ways. ​–​Has ideas that have forced me to rethink some things that I have never questioned before. ​–​Has challenged me to rethink some of my basic assumptions about my work. (Supportive leadership) ​–​Considers my personal feelings before acting. ​–​Behaves in a manner which is thoughtful of my personal needs. ​–​Sees that the interests of employees are given due consideration. (Personal recognition) ​–​Commends me when I do a better than average job. ​–​Acknowledges improvement in my quality of work. ​–​Personally compliments me when I do outstanding work.

Improving your software delivery effectiveness will improve your ability to work in small batches and incorporate customer feedback along the way.

How do we learn how to learn? How do I learn? How can I make it safe for others to learn? How can I learn from and with them? How do we, together, establish new behaviors and new ways of thinking that build new habits, that cultivate our new culture? And where do we start?

having multiple long-lived branches discourages both refactoring and intrateam communication.

Developers should get feedback from a more comprehensive suite of acceptance and performance tests every day. Furthermore, current builds should be available to testers for exploratory testing.

This key architectural property enables teams to easily test and deploy individual components or services even as the organization and the number of systems it operates grow—that is, it allows organizations to increase their productivity as they scale.

we must also ensure delivery teams are cross-functional, with all the skills necessary to design, develop, test, deploy, and operate the system on the same team.

our measure should focus on outcomes not output: it shouldn’t reward people for putting in large amounts of busywork that doesn’t actually help achieve organizational goals.

more frequent, higher-quality, and lower-risk software releases.

adjusting along the way.

where mistakes are routinely punished and scapegoats fired. Punishing failure and “shooting the messenger” only cause people to hide their mistakes, and eventually, all desire to innovate is completely extinguished.

I expect leaders to buffer their people from all the political and bureaucratic insanity, not throw them into it.

She looks around at the entire floor. Over a hundred developers are typing away, working on their little piece of the system on their laptops. Without constant feedback from a centralized build, integration, and test system, they really have no idea what will happen when all their work is merged with everyone else’s.

The Phoenix Project is ultimately a book about transformation, and so it is incredibly gratifying to see it being used as an instrument to create transformations in real life as well.

As Dr. W. Edwards Deming is famously paraphrased, “Learning is not compulsory...neither is survival.

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By the 2000’s, because of advances in technology and the adoption of Agile principles and practices, the time required to develop new functionality had dropped to weeks or months, but deploying into production would still require weeks or months, often with catastrophic outcomes.

People are an organization’s greatest asset—yet so often they’re treated like expendable resources. When leaders invest in their people and enable them to do their best work, employees identify more strongly with the organization and are willing to go the extra mile to help it be successful. In return, organizations get higher levels of performance and productivity, which lead to better outcomes for the business.

Improving flow through the technology value stream is essential to achieving DevOps outcomes. We do this by making work visible, limiting WIP, reducing batch sizes and the number of handoffs, continually identifying and evaluating our constraints, and eliminating hardships in our daily work.

The Goal by Dr. Eli Goldratt.

As measured by employee Net Promoter Score (eNPS). This is a significant finding, as research has shown that “companies with highly engaged workers grew revenues two and a half times as much as those with low engagement levels. And [publicly traded] stocks of companies with a high-trust work environment outperformed market indexes by a factor of three from 1997 through 2011.” DevOps Helps

Unplanned work has another side effect. When you spend all your time firefighting, there’s little time or energy left for planning. When all you do is react, there’s not enough time to do the hard mental work of figuring out whether you can accept new work. So, more projects are crammed onto the plate, with fewer cycles available to each one, which means more bad multitasking, more escalations from poor code, which mean more shortcuts. As Bill said, ‘around and around we go.’ It’s the it capacity death spiral.

Deming said, ’whenever there is fear, you get the wrong numbers

What I want is for it to keep the lights on. It should be like using the toilet. I use the toilet and, hell, I don’t ever worry about it not working. What I don’t want is to have the toilets back up and flood the entire building.

Steve and Karen extend our view beyond the interrelationships of team, management, and leadership practices, beyond the skillful adoption of DevOps, and beyond the breaking down of silos—all necessary, but not sufficient. Here we see the evolution of holistic, end-to-end organizational transformation, fully engaged and fully aligned to enterprise purpose.

overemphasize

The Agile, Lean IT, and DevOps movements helped demonstrate the enormous value of smaller, more autonomous teams that were aligned to the flow of business, developing and releasing in small, iterative cycles, and course correcting based on feedback from users.

Managers who want to avert employee burnout should concentrate their attention and efforts on: Fostering a respectful, supportive work environment that emphasizes learning from failures rather than blaming Communicating a strong sense of purpose Investing in employee development Asking employees what is preventing them from achieving their objectives and then fixing those things Giving employees time, space, and resources to experiment and learn Last but not least, employees must be given the authority to make decisions that affect their work and their jobs, particularly in areas where they are responsible for the outcomes.

How can we manage production if we don’t know what the demand, priorities, status of work in process, and resource availability are? Suddenly, I’m kicking myself that I didn’t ask these questions on my first day.

achieve organizational goals. In our search for measures of delivery performance that meet these criteria, we settled on four: delivery lead time, deployment frequency, time to restore service, and change fail rate. In this section, we’ll discuss why we picked these particular measures

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Instead of IT Operations doing manual work that comes from work tickets, it enables developer productivity through APIs and self-serviced platforms that create environments, test and deploy code, monitor and display production telemetry, and so forth.

Indeed, one of the findings in the 2015 State of DevOps Report validated that the age of the application was not a significant predictor of performance; instead, what predicted performance was whether the application was architected (or could be re-architected) for testability and deployability.

Cagan notes that when organizations do not pay their “20% tax,” technical debt will increase to the point where an organization inevitably spends all of its cycles paying down technical debt.

Anthropologists describe tools as a cultural artifact.

organization size (or software scale) and engineering maturity should influence which topologies are chosen in a DevOps context,

In Operations, we may deal with this problem with the following rule of thumb: When something goes wrong in production, we just reboot the server. If that doesn’t work, reboot the server next to it. If that doesn’t work, reboot all the servers. If that doesn’t work, blame the developers, they’re always causing outages.

Without automated testing, continuous integration is the fastest way to get a big pile of junk that never compiles or runs correctly.

DevOps practices can be made compatible with ITIL process. However, to support the shorter lead times and higher deployment frequencies associated with DevOps, many areas of the ITIL processes become fully automated, solving many problems associated with the configuration and release management processes (e.g., keeping the configuration management database and definitive software libraries up to date).

little fish learn to be big fish in little ponds.

on what basis do we decide whether we can accept a new project.

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Any change to environments or the software that runs on them should be applied using an automated process from version control

It’s worth noting that the ability to take an experimental approach to product development is highly correlated with the technical practices that contribute to continuous delivery.

Using velocity as a productivity metric has several flaws. First, velocity is a relative and team-dependent measure, not an absolute one. Teams usually have significantly different contexts which render their velocities incommensurable.

Second, when velocity is used as a productivity measure, teams inevitably work to game their velocity. They inflate their estimates and focus on completing as many stories as possible at the expense of collaboration with other teams (which might decrease their velocity and increase the other team’s velocity, making them look bad). Not

Let’s be honest,” Patty says. “Priority 1 is whoever is yelling the loudest, with the tie-breaker being who can escalate to the most senior executive. Except when they’re more subtle. I’ve seen a bunch of my staff always prioritizing a certain manager’s requests, because he takes them out to lunch once a month.

I don't want to be like a seagull, flying in, crapping on people, and then flying away, you know?

I’ve come across otherwise smart people who are of the mistaken belief that if they hold on to a task, something only they know how to do, it’ll ensure job security. These people are knowledge hoarders. This doesn't work. Everyone is replaceable. No matter how talented they are. Sure it may take longer at first to find out how to do that special task, but it will happen without them.

Unplanned work is not free. Quite the opposite. It's very expensive, because unplanned work comes at the expense of...planned work!

DevOps, first conceived about a decade ago, represents an attempt to speed things up by having one developer handle all of the steps. The concept is reflected in the name itself: instead of having “developers” who write code and “operators” who do everything else, you combine all of the duties in one person. In a DevOps environment, the same developer writes the code, tests the code, packages it, monitors it, and remains responsible for it after it goes into production.

Unplanned work is not free. Quite the opposite. It's very expensive, because unplanned work comes at the expense of Planned work.

Unplanned work is not free. Quite the opposite. It's very expensive, because unplanned work comes at the expense of...planned work!

I’ve come across otherwise smart people who are of the mistaken belief that if they hold on to a task, something only they know how to do, it’ll ensure job security. These people are knowledge hoarders. This doesn't work. Everyone is replaceable. No matter how talented they are. Sure it may take longer at first to find out how to do that special task, but it will happen without them.

By adding the expertise of QA, IT Operations, and Infosec into delivery teams and automated self-service tools and platforms, teams are able to use that expertise in their daily work without being dependent on other teams.

Maybe not,” I say. “I’ll tell you what I do know, though. Every time that we let Brent fix something that none of us can replicate, Brent gets a little smarter, and the entire system gets dumber.