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DevOps Handbook (Intro (Reality (Competitive advantage requires fast time…

- - - - common goal
      - fast flow
      - test hypotheses
      - safe system of work
  - - - Every industry and company that is not bringing software to the core of their business will be disrupted
  - - - IT org's 2 goals
        
        Dev: Respond to the rapidly changing competitive landscape
        
        ITOPs: Provide stable, reliable, and secure service to the customer
      - Downward Spiral in 3 acts
        
        ITOps goal is to keep app and infra running. Many probs are due to complex, fraagile infra and app. "We'll fix the mess when we have a little more time"
        
        When sb has to compensate for the latest broken promise, oblivious to what tech can or can't do, or what factors led to missing earlier commitment, they commit the tech org to deliver new promise
        
        As a result, Dev tasked with another urgent proj, new promised date, new tech debt
        
        Final act, everything's a little more difficult. more time, slower comm, work q gets longer..
        
        “Every company is a technology company, regardless of what business they think they’re in. A bank is just an IT company with a banking license."
- - - - Stop Multitasking: the time to complete even simple tasks, such as sorting geometric shapes, significantly degrades when multitasking.
    - - long lead times
    - - Environment creation
      - Code deployment
      - Test setup and run
      - Overly tight architecture
    - - Partially done work
      - Extra processes
      - Extra features
      - Task switching
      - Waiting
      - Motion
      - Defects
      - Nonstandard or manual work
      - Heroics
  - - - static checklists and best practices, while valuable, insufficient to prevent catastrophes from occurring
      - safer to work in complex systems when
        
        Complex work is managed so that problems in design and operations are revealed
        
        Problems are swarmed and solved, resulting in quick construction of new knowledge
        
        New local knowledge is exploited globally throughout the organization
        
        Leaders create other leaders who continually grow these types of capabilities
    - - creating feedback and feedforward loops. When feedback is this delayed and infrequent, it is too slow to enable us to prevent undesirable outcomes.
  - - - 3 type of culture:
        
        Pathological
        
        Bureaucracy
        
        Generative
        
        Westrum Organizational Typology
      - Too often mgmt response "name, blame, shame"
      - “By removing blame, you remove fear; by removing fear, you enable honesty; and honesty enables prevention.”
    - - Why: In the absence of improvements,
        processes degrade over time
        
        “Even more important than daily work is the improvement of daily work.”
      - How
        
        Explicitly reserving time to:
        
        Pay down tech debts
        
        Fix defects
        
        Refactor & improve problematic code & env
        -- reserving cycles in each dev interval
        -- scheduling kaizen blitzes
    - - When expertise created, our goal is to convert that tacit knowledge into explicit, codified knowledge, which becomes
        someone else's expertise through practice
      - Making all blameless post-mortem reports searchable
    - - Lower perfroming team:
        
        Stockpile more inventory
        
        buying more capital, hire more ppl etc
      - High Performers:
        
        Improving daily operations
        
        continually introducing tension to elevate performance
        
        Engineering more resilience into the system
      - Tech Value Stream, we can:
        
        reduce deployment lead times
        
        increase test coverage
        
        decrease test execution times
        
        re-architecting if necessary
        
        Game Day exercises
    - - Tradition leaders lead by "make all the right decisions"
        
        Setting objectives
        
        Allocating resources
        
        establishing combinations of incentives
        
        Establish the emotional tone
      - Great leaders
        
        create the conditions so their team can discover greatness in their daily work.
        
        creating greatness requires both leaders and workers
        -- leaders are not close enough to the work
        -- workers do not have the broader organization context or the authority to change
        
        Elevate the value of learning and disciplined problem solving
        
        Coaching Kata Mike Rother
  - - - the lead time clock starts when the request is made and ends when it is fulfilled
      - the process time clock starts only when we begin work on the customer request—specifically, it omits the time that the work is in queue, waiting to be processed
- - - - Systems of Record:
        
        ERP, Finance etc. org focuses on "doing it right"
        System of engagement
        
        higher pace of change - focus on "do it fast"
    - - Find innovators & early adopters
        build critical mass and silent majority
        Identify the holdouts