Summary The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations

ISBN-10 194278807X ISBN-13 9781942788072
244 Flashcards & Notes
1 Students
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This is the summary of the book "The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations". The author(s) of the book is/are Gene Kim Jez Humble Patrick Debois John Willis. The ISBN of the book is 9781942788072 or 194278807X. This summary is written by students who study efficient with the Study Tool of Study Smart With Chris.

Summary - The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations

  • 1 Part 1 - The Three ways

  • Name the three principles of DevOps
    • The principle of flow
    • The principle of feedback
    • The principle of continual learning and experimentation
  • What's the foundation of DevOps?
    • LEAN
    • Therorie of constraints
    • Toyota Kata movement
    • Agile
  • What according to Lean is the best predictor of customer satisfaction and employee happiness?
    Manufacturing lead time
  • What is the best predictor of short lead times?
    Small batch sizes of work.
  • Which book wrote Mike Rother?
    Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results (2009).
  • 1.1 Agile, Continuous Delivery and the three Ways

  • How can a value stream be defined?
    • The sequence of activities an organization undertakes to deliver upon a customer request
    • the sequence of activities required to design, produce, and deliver a good or service to a customer, including the dual flows of information and material.
  • Where does the value stream deployment lead time starts and ends?
    When any engineer checks a change into version control and ends when that change is succesfully running in production, providing value to the customer and generating useful feedback and telemetry.
  • Design and Development is akin to...
    Testing and Operations is akin to..
    Lean Product Development
    Lean Manufacturing
  • What are the three measures in the value stream?
    Lead time, processing time and percent complete and accurate.
  • In Lean which of the two measures is experienced by the customer?
    Lead time.
  • What are reasons that deployment lead times require months?
    Large complex organizations, tightly-coupled, monolithic applications with scarce integrations test environments, long test and production lead times, high reliance on manual testing, and multiple required approval processes.
  • How can a lead times of minutes be achieved?
    By checking in small pieces of code changes into our version control repository, performing automated and exploratory testing against it, and deploying it into production.
    The architecture must be modular, well capsulated and loosely-coupled.
    Working in small teams which work with autonomy.
  • What is enabled by the first way?
    The flow of work form left-to-right; from development to operations to the customer.
  • How do we maximize flow?
    • Making the work visible
    • reduce batch size and intervals of work
    • build in quality preventing defects to downstream
    • optimize for the global goals.
  • What is enabled by the second way?
    The fast and constant flow of feedback from right to left at all stages of the value stream.
  • What is enabled by the third way?
    Experimentation in a high trust culture and continual learning from successes and failures.
    Continually shortening and amplifying our feedback loops.
  • 1.2 The First Way: The principles of Flow

  • How can we create flow?
    • Make work visible
    • Limit WIP
    • Reduce batch size
    • Reduce the numbers of handoffs
    • Continually identify and elevate constraints
    • Eliminate hardships and waste in the value stream
  • How can we make work visible?
    Kanban board or sprint planning board.
  • How can we limit WIP?
    • Limit multitasking
    • Keeping track of the workitems on the Kanban board
    • Single piece of flow.
  • How can we reduce batch size?
    • Continuous deployment (single piece flow).
  • How can we reduce number of handoffs.
    • By automation
    • reorganizing teams to deliver the value themselves to the customer
  • Name Dr. Goldratt five focusing steps for constraints?
    • Identify the system constraint
    • Decide how to exploit the constraint
    • Subordinate everything else to the above decisions
    • Elevate the system constraint
    • If in the previous steps a constraint has been broken, go back to step one, but do not allow inertia to cause a system constraint
  • What is the progression for constraints in DevOps?
    • Environment creation
    • Code deployment
    • Test setup and run
    • Overly tight architecture
    • Development/product owners.
  • Lean definition of waste?
    The use of any material or resource beyond what the customer requires and is willing to pay for.
  • DevOps defintion of waste?
    Anything that causes delay for the customer.
  • Name categories of waste and hardship.
    • Partially done work
    • Extra processes
    • Extra features
    • Task switching
    • Waiting
    • Motion
    • Defects
    • Nonstandard or manual work
    • Heroics
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