In order to achieve these aims in DevOps, the idea is to break down historic silos and improve

collaboration between development and operations teams to streamline and improve work in some
key ways. It used to be that separate teams wrote the code, tested the code, deployed the code, and
then maintain the code during a product's lifecycle. The idea behind DevOps is to break down all those
barriers and get everyone collaborating from the get-go on the same team. Ultimately, DevOps is about
people, which is really what Lean management approaches are about as well. It's about creating a
culture of focusing on delivering value for the customer
Back in 2010, two major DevOps thought leaders, Damon Edwards and John Willis, coined the acronym
CAMS, C-A-M-S, which stood for Culture, Automation, Measurement, and Sharing. Later, Jez Humble,
another thought leader in the DevOps community, who's authored a number of books, decided to add
Lean to the mix, creating the acronym CALMS.
Director of Ecosystem Development, Docker
Some of the key components of that definition or that it's not just about technology,
it's not just about process, and it's not just about people, it's really the combination of all three that
make DevOps come to life. It's about a full life cycle of delivering value, building, deploying, operating,
and supporting.
the industry has also acknowledged the need to incorporate security teams into that
definition. Sometimes even seeing the phrase DevSecOps.
Traditionally, a lot of organizations have
a development team,
test team, release team,
and operations team, security team,
and business teams, and what DevOps
aims to do is to break down those silos
and make the entire team accountable
for all of those things instead of just
handing them off.
 DevOps Team

Finally, another interesting debate that happens in the industry is about whether
organizations should create a DevOps team or should organizations have titled
called DevOps.
Ultimately, what's really important is the culture of collaboration, not the name of
the team. If you have the practices around CALMS happening within your
organization, then you are likely doing DevOps.
It's not about labeling or creating another organization that's accountable for
DevOps, it's about a culture, and it's about ensuring that you're automating the
right things, that you're measuring and understanding the data within the
environment, and ultimately, sharing.
DevOps Principles: The Three Ways
The first way, systems thinking really emphasizes the performance of the entire system as
opposed to the performance of a specific silo work group or team. This is a really important
elements of DevOps.

DevOps is about collaboration across functional lines, really breaking down those silos and
focusing on the value streams that IT enables.
The outcomes of the second way include understanding and responding to all
customers, internal and external, shortening and amplifying all feedback loops,
and embedding knowledge where we need it.
Ways to improve feedback loops
One way is to build automated tests into the pipeline so developers can get
feedback early and often.

Another way is to embed operations engineers into the development

teams. That way the team will learn from others.

 Quality Dashboard
It showed the health of our automated test scripts that ran every night, and if a
certain threshold was met, in our case, the percentage of tests that failed, than the
dashboard would turn red. We would halt the release until we were back within our
acceptable quality range. This is an example of a feedback loop. Our teams could
easily see early and often if we had quality issues, and could deliver that feedback to
the developers.
The outcomes of the third way are
about making sure that you're
allocating time for that
improvement work.

You're rewarding teams for taking

risks.

I think the third way is the most

challenging for most
organizations.
DevOps Principles: The Seven Principles and
Seven Wastes of Lean
1. Eliminating waste
• Which is making sure that you're not coding more features than
needed.
• You're minimizing handoffs, and really not producing anything that is
of low or no value.
• This also means making sure that you're making decisions at the right
time.
• Sometimes, organizations will delay decisions, waiting on additional
information, and worrying about being wrong.
DevOps Principles: The Seven Principles and
Seven Wastes of Lean
2. The second principle is building quality in

Deming quote.
"Quality is everyone's responsibility".

• This principle is about making sure that you have quality built into the
product and into the process.
DevOps Principles: The Seven Principles and
Seven Wastes of Lean
3. The third principle is creating knowledge,
Deming quote.
"Quality is everyone's responsibility".

• This principle is about making sure that you have quality built into the
product and into the process.
DevOps Principles: The Seven Principles and
Seven Wastes of Lean
4. The fourth principle, is differing commitment
• Make Decisions at the right time
• After analysis and considerations
• Delay decisions until you have more info

Because it allows you the time to gather more information before

committing to something
DevOps Principles: The Seven Principles and
Seven Wastes of Lean
5. Deliver Fast
• Ensure feedback received early and often

• Allow for course correction

• Smaller batches allow you to deliver faster

DevOps Principles: The Seven Principles and
Seven Wastes of Lean
6. Respect People

• Lack respect for people in your Culture?

• Lean and DevOps falls apart

People are at the center of DevOps and Lean. If you aren't practicing
that then it typically falls apart. I believe passionately that people are
an organization's number one asset. Often though, organizations don't
behave that way. When I first started getting exposure to DevOps and
Lean, I realized that fundamentally it's about respect for people.
DevOps Principles: The Seven Principles and
Seven Wastes of Lean
7. Optimize The Whole

• This again is a systems thinking approach.

• You want to make sure that you're not doing local sub-optimization, and
that you are optimizing for the entire system.
A3 Problem Solving Framework
A3 Problem Solving Framework
Step 1: Set the Background

Include statement of how problem directly impact

business outcomes

Step 2: Current Condition and Problem Statement Plan Phase: Step 1-4

Current reality = where things stand today spend time on the plan phase!
Great planning leads to successful
Step 3: Develop the Goal outcomes

Target state you are trying to achieve

Step 4: Performance Analysis

Identify root cause, there may be multiple factors

A3 Problem Solving Framework
Step 5: Brainstorm

How do you intend to reach the target condition?

Come up with a hypothesis on how countermeasure can help reach goal

A3 Problem Solving Framework
Step 5: Brainstorm

How do you intend to reach the target condition?

Come up with a hypothesis on how countermeasure can help reach goal

Countermeasures

Decision criteria : effort Vs. impact

A3 Problem Solving Framework
Step 6: Implementation Plan

Enable you to check results

Confirms impact on current conditions

For example, we will create 15 additional automated test scripts

within two weeks, and it's assigned to our QA manager.
A3 Problem Solving Framework
Step 7: Update

Update "Standard work" based on steps taken

Then based on the results, step seven is when you're going to update what's
called standard work, based on the outcome of the steps that you took.

For example, if you automate it those test scripts, and it reduced your production
incident count,
then you will want to check those into a library, and have those become your
standard automated scripts going forward.
A3 Problem Solving Framework

This A3 problem solving framework, can then be used as an

ongoing tool, to create a culture of continuous improvement, or
continuous learning.
A3 Problem Solving Framework

This A3 problem solving framework, can then be used as an

ongoing tool, to create a culture of continuous improvement, or
continuous learning.
Revision
Your organization has decided to kick-off a DevOps transformation and has
asked you to help with defining the term for a communication that’s being
sent to the entire organization. How would you define DevOps?

1. "DevOps is about humans. DevOps is a set of practices and patterns that

turn human capital into high-performance organizational capital."
2. DevOps is about creating a team and naming it the DevOps team.
3. DevOps is NoOps.
Revision
Imagine that you are leading the Customer Mobile App Team at your
company. You continue to have production defects after a release.
Which of the 3 Ways would most likely help you remedy this problem?

1. Systems Thinking
2. Amplify Feedback Loops
3. Creating a culture of experimentation and continuous learning
Revision
As the manager of the QA team, you continue to receive escalations from
development teams saying that they are unable to move fast because they are
always waiting on your team to finish running tests. What type of waste is
happening in this situation?

1. Defects
2. Handoffs
3. Delays
4. Relearning or revisiting decisions
5. Extra features
6. Partially done work
7. Task switching
Revision
A team in your organization says they are using the A3 framework to solve a
problem with a high number of defects happening after releases. They aren’t
having a lot of success and when you look at the A3, they haven’t populated
the first four sections of the framework. What suggestion would you make to
them? (Select the 1 best answer.)

1. To spend the time to make sure they clearly understand the problem.
The first 4 sections are part of the Plan phase and are the most critical to
spend the most time on and to complete.
2. That it’s o.k. as long as they have the Do, Check and Act sections
populated.
3. Breeze through the plan phase to more quickly arrive at the critical "do"
phase.