Reading Plan: The DevOps Handbook-[Gene Kim]

Generated by book-diff

Summary

Category	Count	%
Novel	34	20%
Depth Gap	132	79%
Review	2	1%
Total chunks	168

Thresholds: novel < 0.5, review >= 0.65

High Priority: Novel Content

These sections have low similarity to anything in your vault.

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > ENABLE PEER REVIEW OF CHANGES — pp.352-354 (score: 0.38)

Figure 42 shows how code review lead times are affected by the change size. On the x-axis is the size of the change, and on the y- axis is the lead ti…

Nearest vault note: DevOps Enterprise Journal, Spring 2021 (0.38)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > ENABLE PAIR PROGRAMMING TO IMPROVE ALL OUR CHANGES — pp.355-357 (score: 0.38)

invasive, but it can also force a level of communication that you’d otherwise never achieve.” Dr. Laurie Williams performed a study in 2001 that showe…

Nearest vault note: Team Topologies (0.38)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > Dealing with Database Changes — pp.238-240 (score: 0.43)

Traditionally, upgrading POS systems are a big bang, waterfall project: the POS clients and the centralized server are upgraded at the same time, whic…

Nearest vault note: John Feldmeir (0.43)

pp.3-6 (score: 0.43)

IT Revolution Press, LLC 25 NW 23rd Pl, Suite 6314 Portland, OR 97210 Copyright © 2016 by Gene Kim, Jez Humble, Patrick Debois, and John Willis All ri…

Nearest vault note: Velocity Retrospective (0.43)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > SCHEDULE BLAMELESS POST-MORTEM MEETINGS AFTER ACCIDENTS OCCUR — pp.372-373 (score: 0.44)

Slack), what effects we observed (ideally in the form of the specific metrics from our production telemetry, as opposed to merely subjective narrative…

Nearest vault note: incident archeology (0.44)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > REDEFINE FAILURE AND ENCOURAGE CALCULATED RISK-TAKING — pp.377-378 (score: 0.44)

problem. They describe how organizations are typically structured in one of two models: a standardized model, where routine and systems govern everyth…

Nearest vault note: Westrum orgnizational culture (0.44)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > Perform Dark Launches — pp.245-247 (score: 0.45)

Eugene Letuchy, an engineer on the Chat team, wrote about how the number of concurrent users presented a huge software engineering challenge: “The mos…

Nearest vault note: ebay graphql (0.45)

Part I The Three Ways > 3 The Second Way: The Principles of Feedback — pp.69-71 (score: 0.45)

3 The Second Way: The Principles of Feedback While the First Way describes the principles that enable the fast flow of work from left to right, the Se…

Nearest vault note: dvc (0.45)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > USE THE STRANGLER APPLICATION PATTERN TO SAFELY EVOLVE OUR ENTERPRISE ARCHITECTURE — pp.261-265 (score: 0.45)

Figure 23: Blackboard Learn code repository: before Building Blocks (Source: “DOES14 - David Ashman - Blackboard Learn - Keep Your Head in the Clouds,…

Nearest vault note: Neil Steiner (0.45)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > 11 Enable and Pract… — pp.207-208 (score: 0.45)

been done at the end of the project, when it takes far longer then planned, we are often forced to cut corners to make the release date. This causes a…

Nearest vault note: continuous delivery (0.45)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > INTEGRATE INFORMATION SECURITY INTO PRODUCTION TELEMETRY — pp.432-434 (score: 0.46)

and tested, significantly reducing the compliance burden and the time it takes to receive an ATO. AWS GovCloud has already been approved for use for f…

Nearest vault note: scaling governance across the enterprise (0.46)

Part I The Three Ways > … > SEE PROBLEMS AS THEY OCCUR — pp.72-73 (score: 0.46)

We do this by creating feedback and feedforward loops into our system of work. Dr. Peter Senge in his book The Fifth Discipline: The Art & Practice of…

Nearest vault note: user story mapping (0.46)

Imagine a World Where Dev and Ops Become DevOps > THE ETHICS OF DEVOPS: THERE… — pp.27-28 (score: 0.46)

For our employees, it means long hours, working on weekends, and a decreased quality of life, not just for the employee, but for everyone who depends …

Nearest vault note: Digital Minimalism (0.46)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > EVALUATING THE EFFECTIVENESS OF PULL REQUEST PROCESSES — pp.358-359 (score: 0.46)

On the other hand, when asked to describe a great pull request that indicates an effective review process, Tomayko quickly listed off the essential el…

Nearest vault note: An ideal pipeline (0.46)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > WHAT TO DO WHEN CHANGES ARE CATEGORIZED AS NORMAL CHANGES — pp.444-445 (score: 0.47)

We may automatically link these change request records to specific items in our work planning tools (e.g., JIRA, Rally, LeanKit, ThoughtWorks Mingle),…

Nearest vault note: Sprint Ceremony input and outputs (0.47)

Part I The Three Ways > … > MAKE OUR WORK VISIBLE — pp.55-57 (score: 0.47)

OU O S A significant difference between technology and manufacturing value streams is that our work is invisible. Unlike physical processes, in the te…

Nearest vault note: Velocity Retrospective (0.47)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > CONCLUSION — pp.249-250 (score: 0.47)

§ In their experiments, they found that SOT teams were successful, regardless of whether they were managed by Development or Operations, as long as th…

Nearest vault note: Neil Steiner (0.47)

Part I The Three Ways > … > SWARM AND SOLVE PROBLEMS TO BUILD NEW KNOWLEDGE — pp.74-76 (score: 0.47)

According to Dr. Spear, the goal of swarming is to contain problems before they have a chance to spread, and to diagnose and treat the problem so that…

Nearest vault note: Followship a proposed model of incident organizations (0.47)

Part II Where to Start > 7 How to Design Our Organization and Architecture wi… — pp.132-134 (score: 0.47)

motion many things, including a massive investment into site stability, having developers perform their own deployments into production, as well as be…

Nearest vault note: Velocity Retrospective (0.47)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > ESTABLISH A JUST, LEARNING CULTURE — pp.369-371 (score: 0.47)

organizations more bureaucratic rather than more careful, and cultivating professional secrecy, evasion, and self-protection.” This notion of punishme…

Nearest vault note: incident severity (0.47)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > CONCLUSION — pp.383-385 (score: 0.47)

When the data centers ran out of diesel for the backup generators, no one knew the procedures for making emergency purchases through the supplier, res…

Nearest vault note: incident severity (0.47)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > USE MEANS AND STANDARD DEVIATIONS TO DETECT POTENTIAL PROBLEMS — pp.299-301 (score: 0.48)

Figure 29: Standard deviations (σ) & mean (µ) with Gaussian distribution (Source: Wikipedia’s “Normal Distribution” entry, https://en.wikipedia.org/wi…

Nearest vault note: latency is not normal(ly distributed) (0.48)

Part II Where to Start > … > CONSIDER BOTH SYSTEMS OF RECORD AND SYSTEMS OF ENGAGEMENT — pp.104-106 (score: 0.48)

million in revenue, but after they “barely survived the holiday retail season,” they started transforming virtually every aspect of how the organizati…

Nearest vault note: scaling governance across the enterprise (0.48)

Part II Where to Start > … > ENABLE EVERY TEAM MEMBER TO BE A GENERALIST — pp.141-143 (score: 0.48)

(Source: Scott Prugh, “Continuous Delivery,” ScaledAgileFramework.com, February 14, 2013, http://scaledagileframework.com/continuous-delivery/.) Scott…

Nearest vault note: Engineering Leveling (0.48)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > REDUCE RELIANCE ON SEPARATION OF DUTY — pp.449-451 (score: 0.48)

Separation of duty often can impede this by slowing down and reducing the feedback engineers receive on their work. This prevents engineers from takin…

Nearest vault note: scaling governance across the enterprise (0.48)

Appendices > APPENDIX 4 THE DANGERS OF HANDOFFS AND QUEUES — pp.469-473 (score: 0.49)

APPENDIX 4 THE DANGERS OF HANDOFFS AND QUEUES The problem with high amounts of queue time is exacerbated when there are many handoffs, because that i…

Nearest vault note: batch size (0.49)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > USE CHAT ROOMS AND CHAT BOTS TO AUTOMATE AND CAPTURE ORGANIZATIONAL KNOWLEDGE — pp.386-388 (score: 0.49)

Many organizations have created chat rooms to facilitate fast communication within teams. However, chat rooms are also used to trigger automation. Thi…

Nearest vault note: Team Topologies (0.49)

Part I The Three Ways > … > INJECT RESILIENCE PATTERNS INTO OUR DAILY WORK — pp.87-88 (score: 0.49)

This ensures that when anyone else does similar work, they do so with the cumulative and collective experience of everyone in the organization who has…

Nearest vault note: dvc (0.49)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > 10 Enable Fast and … — pp.185-186 (score: 0.49)

The results were startling. As Bland notes, “GWS quickly became one of the most productive teams in the company, integrating large numbers of changes …

Nearest vault note: Team Topologies (0.49)

Part I The Three Ways > … > ENABLING ORGANIZATIONAL LEARNING AND A SAFETY CULTURE — pp.82-84 (score: 0.49)

When these accidents affect our customers, we seek to understand why it happened. The root cause is often deemed to be human error, and the all too co…

Nearest vault note: incident severity (0.49)

Imagine a World Where Dev and Ops Become DevOps > … > THE BUSINESS VALUE OF DEVOPS — pp.31-33 (score: 0.49)

allowing us to deliver value quickly, reliably, and securely—even proving to skeptical auditors that we have an effective system of internal controls…

Nearest vault note: Read Write Own (0.49)

Part II Where to Start > … > RESERVE 20% OF CYCLES FOR NON-FUNCTIONAL REQUIREMENTS AND REDUCING TECHNICAL DEBT — pp.125-126 (score: 0.50)

automated systems examine the code for any bugs and issues the service might have interacting with existing features, and launch it right to the live …

Nearest vault note: Team Topologies (0.50)

Part I The Three Ways > … > REDUCE BATCH SIZES — pp.58-60 (score: 0.50)

column or work center that puts an upper limit on the number of cards that can be in a column. For example, we may set a WIP limit of three cards for …

Nearest vault note: batch size (0.50)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > 13 Architect for Lo… — pp.251-253 (score: 0.50)

would first do a small pilot project to prove to themselves that they understood the problem well enough to even undertake the effort. For instance, w…

Nearest vault note: Escaping the Rewrite Trap (0.50)

Medium Priority: Depth Gaps

You have notes on these topics, but the book goes deeper.

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > INJECT PRODUCTION FAILURES TO ENABLE RESILIENCE AND LEARNING — pp.379-380 (score: 0.50)

As we saw in the chapter introduction, injecting faults into the production environment (such as Chaos Monkey) is one way we can increase our resilien…

Test Driven Development (0.50)
Justin Abrahms’s Canonical writing test (0.49)
incident severity (0.46)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > ENABLE PEER REVIEW OF CHANGES — pp.349-351 (score: 0.50)

we make to our applications or environments, including servers, networking, and databases.‡ The goal is to find errors by having fellow engineers clos…

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > PROBLEMS THAT ARISE WHEN OUR TELEMETRY DATA HAS NON-GAUSSIAN DISTRIBUTION — pp.302-305 (score: 0.50)

Figure 30 shows our number of simultaneous downloads per minute over time, with a bar overlaid on top. When the bar is black, the number of downloads …

Empirical Rule (0.50)
latency is not normal(ly distributed) (0.50)
central tendency (0.45)

Appendices > APPENDIX 7 COTS SOFTWARE — pp.474-476 (score: 0.51)

Figure 48: The Toyota Andon cord APPENDIX 7 COTS SOFTWARE Currently, in order to get complex COTS (commercial off-the-shelf) software (e.g., SAP, IBM…

Preface > Aha! > Jez Humble — pp.7-8 (score: 0.51)

It was 2006, and I had the opportunity to spend a week with the group who managed the outsourced IT Operations of a large airline reservation service…

Part I The Three Ways > … > THE THREE WAYS: THE PRINCIPLES UNDERPINNING DEVOPS — pp.52-54 (score: 0.51)

quality of work as well as our throughput, and boost our ability to out- experiment the competition. The resulting practices include continuous build,…

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > ENSURE SECURITY OF THE APPLICATION — pp.426-428 (score: 0.51)

Prevent security mistakes from being repeated: They found that they were fixing the same defects and vulnerabilities over and over again. They needed …

Justin Abrahms’s Canonical writing test (0.51)
Neil Steiner (0.46)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPER… — pp.367-368 (score: 0.51)

AWS US-EAST availability zone went down, taking down virtually all of their customers who depended on it, including Reddit and Quora.† However, Netfli…

cloud-v2mom (0.51)
Justin Abrahms’s Canonical writing test (0.45)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > ENSURE TECHNOLOGY CHOICES HELP ACHIEVE ORGANIZATIONAL GOALS — pp.398-400 (score: 0.51)

In many organizations adopting DevOps, a common story developers tell is, “Ops wouldn’t provide us what we needed, so we just built and supported it o…

Neil Steiner (0.51)
scaling governance across the enterprise (0.45)
KubeconNA 2024 (0.45)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > USING ANOMALY DETECTION TECHNIQUES — pp.310-312 (score: 0.51)

great for Operations data, because it makes no assumptions about normality or any other probability distribution, which is crucial for us to understan…

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > MAKE INFRASTRUCTURE EASIER TO REBUILD THAN TO REPAIR — pp.177-179 (score: 0.51)

that needs to be in version control the most.‡‡ Version control also provides a means of communication for everyone working in the value stream—having…

Justin Abrahms’s Canonical writing test (0.51)
The future of Thrive’s platform (0.50)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > Conclusion to the DevOps Handbook — pp.461-464 (score: 0.51)

Our call to action is this: no matter what role you play in your organization, start finding people around you who want to change how work is performe…

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > ENSURE SECURITY OF THE APPLICATION — pp.423-425 (score: 0.51)

Dynamic analysis: As opposed to static testing, dynamic analysis consists of tests executed while a program is in operation. Dynamic tests monitor ite…

Continuous Delivery Foundation (CDF) (0.51)
interviews (0.49)
SAST tooling (0.48)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > INTEGRATE SECURITY INTO OUR DEPLOYMENT PIPELINE — pp.420-422 (score: 0.51)

monitoring, syslog configuration to ensure logging of critical security into our centralized ELK stack) By putting all these into our shared source co…

Bunsen COE (0.51)
Justin Abrahms’s Canonical writing test (0.51)
DX at eBay (0.50)

Part II Where to Start > 5 Selecting Which Value Stream to Start With — pp.98-99 (score: 0.51)

The stage for Nordstrom’s DevOps journey was likely set in 2011 during one of their annual board of directors meetings. That year, one of the strategi…

Part II Where to Start > … > CONCLUSION — pp.150-152 (score: 0.51)

These changes have created major business benefits for Target— digital sales increased 42% during the 2014 holiday season and increased another 32% in…

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > PART IV CONCLUSION — pp.362-366 (score: 0.51)

PART IV CONCLUSION Part IV has shown us that by implementing feedback loops we can enable everyone to work together toward shared goals, see problems …

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > 12 Automate and Ena… — pp.218-220 (score: 0.51)

12Automate and Enable Low-Risk Releases Chuck Rossi is the director of release engineering at Facebook. One of his responsibilities is overseeing the …

Neil Steiner (0.51)
DX at eBay (0.46)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > POTENTIAL DANGERS OF “OVERLY CONTROLLING CHANGES” — pp.346-348 (score: 0.52)

lead times, which we know reduces the likelihood of successful production outcomes for both Dev and Ops. These controls also reduce how quickly we get…

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > HAVE DEVELOPERS INITIALLY SELF-MANAGE THEIR PRODUCTION SERVICE — pp.327-329 (score: 0.52)

Figure 39: The “Launch readiness review and hand-offs readiness review” at Google (Source: “SRE@Google: Thousands of DevOps Since 2004,” YouTube video…

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > HAVE DEVELOPERS INITIALLY SELF-MANAGE THEIR PRODUCTION SERVICE — pp.321-323 (score: 0.52)

This can be an outcome of not having enough Ops engineers to support all the product teams and the services we already have in production, which can h…

How we revolutionized developer experience with 3.5 platform engineers (0.52)
Team Topologies (0.52)
The future of Thrive’s platform (0.52)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > 15 Analyze Tele… — pp.296-298 (score: 0.52)

15Analyze Telemetry to Better Anticipate Problems and Achieve Goals As we saw in the previous chapter, we need sufficient production telemetry in our …

Justin Abrahms’s Canonical writing test (0.52)
cloud-v2mom (0.49)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > PUBLISH OUR POST-MORTEMS AS WIDELY AS POSSIBLE — pp.374-376 (score: 0.52)

Doing this helps us translate local learnings and improvements into global learnings and improvements. Randy Shoup, former engineering director for Go…

Part I The Three Ways > … > CONTINUALLY IDENTIFY AND ELEVATE OUR CONSTRAINTS — pp.63-65 (score: 0.52)

To mitigate these types of problems, we strive to reduce the number of handoffs, either by automating significant portions of the work or by reorganiz…

Team Topologies (0.52)
Randy Shoup (0.48)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > THE DANGERS OF CHANGE APPROVAL PROCESSES — pp.343-345 (score: 0.52)

To work on something new, the engineer creates a descriptively named branch off of master (e.g., “new-oauth2-scopes”). 2. The engineer commits to t…

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > CREATE SELF-SERVICE ACCESS TO TELEMETRY AND INFORMATION RADIATORS — pp.287-289 (score: 0.52)

began Eric Wong’s summer intern project at LinkedIn, which turned into the production telemetry initiative that created InGraphs. Wong wrote, “To get …

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > USE THE STRANGLER APPLICATION PATTERN TO SAFELY EVOLVE OUR ENTERPRISE ARCHITECTURE — pp.258-260 (score: 0.52)

scoping out the functionality to architecting, building, and operating it. The extent to which applying these lessons enhances developer productivity …

The future of Thrive’s platform (0.52)
Continuous Delivery at Amazon (0.48)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > ADOPT TRUNK-BASED DEVELOPMENT PRACTICES — pp.212-214 (score: 0.52)

Furthermore, as we increase the rate of code production as we add more developers, we increase the probability that any given change will impact someo…

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > USING ANOMALY DETECTION TECHNIQUES — pp.306-309 (score: 0.52)

Figure 33: Netflix Scryer forecasting customer traffic and the resulting AWS schedule of compute resources (Source: Jacobson, Yuan, Joshi, “Scryer: Ne…

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > CONCLUSION — pp.205-206 (score: 0.52)

† Bland described that at Google, one of the consequences of having so many talented developers was that it created “imposter syndrome,” a term coined…

continuous testing (0.52)
Accelerate (0.46)
Trustworthy Online Controlled Experiments (0.46)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > HAVE DEVELOPERS FOLLOW WORK DOWNSTREAM — pp.318-320 (score: 0.52)

One side effect of this practice is that it helps Development management see that business goals are not achieved simply because features have been ma…

Velocity Retrospective (0.52)
Team Topologies (0.52)

Part II Where to Start > 8 How to Get Great Outcomes by Integrating Operation… — pp.153-155 (score: 0.52)

organization. He was responsible for supporting many different business units that had a great deal of autonomy. Each of these business units had dedi…

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > OVERLAYING OTHER RELEVANT INFORMATION ONTO OUR METRICS — pp.293-295 (score: 0.53)

Regardless of how simple or complex our services are, graphing our business metrics alongside our application and infrastructure metrics allow us to d…

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > USE TELEMETRY TO GUIDE PROBLEM SOLVING — pp.280-283 (score: 0.53)

Backup success/failure To make it easier to interpret and give meaning to all these log entries, we should (ideally) create logging hierarchical categ…

Part II Where to Start > … > EMBED OPS ENGINEERS INTO OUR SERVICE TEAMS — pp.158-160 (score: 0.53)

likely still be done from the centralized Operations group, to ensure consistency and quality of staff. Jason Cox said, “In many parts of Disney we ha…

Team Topologies (0.53)
Bryan Finster (0.52)

Part II Where to Start > … > CREATE A VALUE STREAM MAP TO SEE THE WORK — pp.113-115 (score: 0.53)

responsible for working together to create value for the customers being served. In general, this includes: Product owner: the internal voice of the b…

Team Topologies (0.53)
scaling governance across the enterprise (0.49)
transformational leadership (0.48)

Imagine a World Where Dev and Ops Become DevOps > An Introduction to The DevO… — pp.20-22 (score: 0.53)

(Source: Adrian Cockcroft, “Velocity and Volume (or Speed Wins),” presentation at FlowCon, San Francisco, CA, November 2013.) Today, organizations ado…

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > FEARLESSLY CUT BUREAUCRATIC PROCESSES — pp.360-361 (score: 0.53)

technologies. These proposals were evaluated, and those deemed appropriate were put onto the monthly LARB meeting agenda. Heather Mickman and Ross Cla…

Neil Steiner (0.53)
scaling governance across the enterprise (0.51)

Imagine a World Where Dev and Ops Become DevOps > … > THE UNIVERSALITY OF THE SOLUTION — pp.34-36 (score: 0.53)

Figure 1. Deployments/day vs. number of developers (Source: Puppet Labs, 2015 State Of DevOps Report.)‡‡ Indeed, this is what we found. Figure 1 shows…

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > CREATING SECURITY TELEMETRY IN OUR ENVIRONMENT — pp.435-437 (score: 0.53)

In addition to instrumenting our application, we also need to create sufficient telemetry in our environments so that we can detect early indicators o…

Bunsen COE (0.53)
day1day2 operations w cncf (0.48)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > CONCLUSION TO PART V — pp.413-416 (score: 0.53)

CONCLUSION TO PART V Throughout Part V, we explored the practices that help create a culture of learning and experimentation in your organization. Lea…

Neil Steiner (0.53)
scaling governance across the enterprise (0.52)

Part II Where to Start > … > GREENFIELD VS. BROWNFIELD SERVICES — pp.102-103 (score: 0.53)

Greenfield DevOps projects are often pilots to demonstrate feasibility of public or private clouds, piloting deployment automation, and similar tools…

The future of Thrive’s platform (0.53)
Backstage talk at Kubecon ‘22 (0.50)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > CREATE SELF-SERVICE ACCESS TO TELEMETRY AND INFORMATION RADIATORS — pp.284-286 (score: 0.53)

New Relic, AppDynamics, and Dynatrace. Tools such as munin and collectd can be used to create similar functionality.¶ By generating production telemet…

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > INTEGRATE SECURITY INTO DEFECT TRACKING AND POST-MORTEMS — pp.417-419 (score: 0.54)

He continues, “By having Infosec involved throughout the creation of any new capability, we were able to reduce our use of static checklists dramatica…

scaling governance across the enterprise (0.54)
Team Topologies (0.48)
Bunsen COE (0.48)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > SPREAD KNOWLEDGE BY USING AUTOMATED TESTS AS DOCUMENTATION AND COMMUNITIES OF PRACTICE — pp.392-394 (score: 0.54)

for all projects that depend upon it, much like a real-world librarian. That owner is also responsible for migrating each project from one version to …

Using CHAOSS to measure risk in your portfolio (0.54)
The future of Thrive’s platform (0.48)
Justin Abrahms’s Canonical writing test (0.47)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > ENSURE SECURITY OF OUR SOFTWARE SUPPLY CHAIN — pp.429-431 (score: 0.54)

Examining cardholder data breaches shows how important the security of open source components we choose can be. Since 2008, the annual Verizon PCI Dat…

Contributing to the open source community benefits the ecosystem (and your company) (0.54)
cdcon 2022 trip report (0.53)
OSPO (TODO) group (0.50)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > ENABLE EVERYONE TO TEACH AND LEARN — pp.405-407 (score: 0.54)

of its limitations that reduced developer productivity. The resulting project was the HipHop virtual machine project (“HHVM”), taking a just-in-time c…

Velocity Retrospective (0.54)
dvc (0.50)

Preface > Aha! > John Willis — pp.9-10 (score: 0.54)

After seeing the 2009 Velocity Conference presentation “10 Deploys per Day” by John Allspaw and Paul Hammond, I was convinced others were thinking in …

Neil Steiner (0.54)
Scott Nasello (0.52)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > WHAT TO DO WHEN CHANGES ARE CATEGORIZED AS NORMAL CHANGES — pp.446-448 (score: 0.54)

Case Study Automated Infrastructure Changes as Standard Changes at Salesforce.com (2012) Salesforce was founded in 2000 with the aim of making custom…

Part I The Three Ways > … > ELIMINATE HARDSHIPS AND WASTE IN THE VALUE STREAM — pp.66-68 (score: 0.54)

reduce hardship and drudgery in our daily work through continual learning in order to achieve the organization’s goals. For the remainder of this book…

Accelerate (0.54)
DevOps Enterprise Journal, Spring 2021 (0.52)
SPACE framework for developer productivity (forsgren) (0.45)

Part I The Three Ways > A BRIEF HISTORY > TOYOTA KATA — pp.43-45 (score: 0.54)

people who showed up, they rapidly gained a following of like-minded thinkers, including co-author John Willis. Later, at the 2009 Velocity conference…

Continuous Delivery Foundation (CDF) (0.54)
scaling governance across the enterprise (0.52)
continuous delivery (0.51)

Part I The Three Ways > … > INSTITUTIONALIZE THE IMPROVEMENT OF DAILY WORK — pp.85-86 (score: 0.55)

doing is performing workarounds, trying to avoid disaster, with no cycles leftover for doing productive work. This is why Mike Orzen, author of Lean I…

interviews (0.55)
DevOps Enterprise Journal, Spring 2021 (0.54)
Objective Key Results (0.54)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > HAVE DEVELOPERS INITIALLY SELF-MANAGE THEIR PRODUCTION SERVICE — pp.324-326 (score: 0.55)

production becomes smoother, becoming far easier and more predictable to complete. However, for services already in production, we need a different me…

The future of Thrive’s platform (0.55)
Neil Steiner (0.53)
How we revolutionized developer experience with 3.5 platform engineers (0.47)

insurance. As of 2014, $195 bi ll i o nina sse t s, w i t h$ 24 billion in revenue. Since 2005, Nationwide has been adopting Agile and Lean principles to elev…

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > CONCLUSION — pp.339-342 (score: 0.55)

Time to best answer: How quickly did the user community award a best answer? Upvotes per answer: How many times was an answer upvoted by the user comm…

Open Feature Summit (0.55)
Trustworthy Online Controlled Experiments (0.54)
ebay feature flags (0.52)

Part II Where to Start > … > USE TOOLS TO REINFORCE DESIRED BEHAVIOR — pp.127-129 (score: 0.55)

it will be obvious when ongoing incidents should halt other work, especially when we have a kanban board. Another benefit of having Development and Op…

Imagine a World Where Dev and Ops Become DevOps > … > DOWNWARD SPIRAL IN THREE ACTS — pp.23-24 (score: 0.55)

when organizational measurements and incentives across different silos prevent the achievement of global, organizational goals.‡ This conflict creates…

incident severity (0.55)
Neil Steiner (0.54)
dvc (0.54)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > 16 Enable Feedb… — pp.313-314 (score: 0.55)

The fear of deploying code that was shared by both Dev and Ops at Right Media is not unusual. However, Galbreath observed that providing faster and mo…

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > INSTITUTE GAME DAYS TO REHEARSE FAILURES — pp.381-382 (score: 0.55)

components that are completely unreliable. That puts you in an environment where complex failures are both inevitable and unpredictable.” Consequently…

Part I The Three Ways > … > THE TECHNOLOGY VALUE STREAM — pp.46-48 (score: 0.55)

undertakes to deliver upon a customer request,” or “the sequence of activities required to design, produce, and deliver a good or service to a custome…

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > INTEGRATE CODE DEPLOYMENT INTO THE DEPLOYMENT PIPELINE — pp.230-232 (score: 0.55)

y Etsy—Self-Service Developer Deployment, an Example of Continuous Deployment (2014) Unlike at Facebook where deployments are managed by release engin…

Continuous Delivery Foundation (CDF) (0.55)
Randy Shoup (0.51)
Neil Steiner (0.51)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > USE TELEMETRY TO MAKE DEPLOYMENTS SAFER — pp.315-317 (score: 0.55)

even at the earliest stages of the project, as well as integrating the learnings from each release and production problem into our future work, result…

cloud-v2mom (0.55)
Continuous Delivery Foundation (CDF) (0.54)
day1day2 operations w cncf (0.54)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > PULL OUR ANDON CORD WHEN THE DEPLOYMENT PIPELINE BREAKS — pp.202-203 (score: 0.56)

DEPLOYMENT PIPELINE BREAKS When we have a green build in our deployment pipeline, we have a high degree of confidence that our code and environment wi…

Continuous Delivery Foundation (CDF) (0.56)
cloud-v2mom (0.54)
continuous integration (0.50)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > BUILD REUSABLE OPERATIONS USER STORIES INTO DEVELOPMENT — pp.395-397 (score: 0.56)

BUILD REUSABLE OPERATIONS USER STORIES INTO DEVELOPMENT When there is Operations work that cannot be fully automated or made self- service, our goal i…

DX at eBay (0.56)
Sprint Ceremony input and outputs (0.53)
user story mapping (0.53)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > PART VI CONCLUSION — pp.458-460 (score: 0.56)

PART VI CONCLUSION Throughout the previous chapters, we explored how to take DevOps principles and apply them to Information Security, helping us achi…

scaling governance across the enterprise (0.56)
Neil Steiner (0.53)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > CATCH ERRORS AS EARLY IN OUR AUTOMATED TESTING AS POSSIBLE — pp.194-196 (score: 0.56)

AS POSSIBLE A specific design goal of our automated test suite is to find errors as early in the testing as possible. This is why we run faster-runnin…

synthetic testing (CXA) (0.56)
Justin Abrahms’s Canonical writing test (0.50)
continuous testing (0.50)

Additional Resources — pp.480-483 (score: 0.56)

Additional Resources Many of the common problems faced by IT organizations are discussed in the first half of the book The Phoenix Project: A Novel ab…

transformational leadership (0.56)
interviews (0.52)

Preface > Aha! > John Willis — pp.11-12 (score: 0.56)

were prone to catastrophic failure, inability to release features fast enough to beat the competition, compliance concerns, an inability to scale, hig…

The future of Thrive’s platform (0.56)
scaling governance across the enterprise (0.54)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > AUTOMATE OUR DEPLOYMENT PROCESS — pp.224-226 (score: 0.56)

many production assets such as security, firewalls, load balancers, and a SAN.” To solve this problem, they created a Shared Operations Team (SOT) tha…

Neil Steiner (0.56)
day1day2 operations w cncf (0.53)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > Introduction — pp.267-269 (score: 0.56)

Part IV Introduction In Part III, we described the architecture and technical practices required to create fast flow from Development into Operations…

DX at eBay (0.56)
Accelerate (0.56)
Sprint Ceremony input and outputs (0.55)

Part II Where to Start > … > TESTING, OPERATIONS, AND SECURITY AS EVERYONE’S JOB, EVERY DAY — pp.138-140 (score: 0.56)

As Mike Rother wrote in Toyota Kata, “As tempting as it seems, one cannot reorganize your way to continuous improvement and adaptiveness. What is deci…

How we revolutionized developer experience with 3.5 platform engineers (0.56)
Bryan Finster (0.54)
transformational leadership (0.54)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > CREATE INTERNAL CONSULTING AND COACHES TO SPREAD PRACTICES — pp.410-412 (score: 0.56)

Bland said, at that time, there was a 20% innovation time policy at Google, enabling developers to spend roughly one day per week on a Google-related …

Trustworthy Online Controlled Experiments (0.56)
Open Feature Summit (0.48)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > BUILD A FAST AND RELIABLE AUTOMATED VALIDATION TEST SUITE — pp.192-193 (score: 0.56)

To prevent this scenario, we need fast automated tests that run within our build and test environments whenever a new change is introduced into versio…

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > INTEGRATING A/B TESTING INTO OUR FEATURE TESTING — pp.333-335 (score: 0.56)

accept an offer by calling a telephone number, returning a postcard, or placing an order. In these campaigns, experiments were performed to determine …

Open Feature Summit (0.56)
Customer Interviews (0.46)
Trustworthy Online Controlled Experiments (0.44)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > PROTECT OUR DEPLOYMENT PIPELINE — pp.438-440 (score: 0.56)

PROTECT OUR DEPLOYMENT PIPELINE The infrastructure that supports our continuous integration and continuous deployment processes also presents a new su…

Continuous Delivery Foundation (CDF) (0.56)
continuous delivery (0.53)
cloud-v2mom (0.52)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > Implement Feature Toggles — pp.241-242 (score: 0.57)

There are two significant benefits to this type of safeguard. First, we protect against defects that are hard to find through automated tests, such as…

Continuous Delivery at Amazon (0.57)
ebay feature flags (0.55)

Part II Where to Start > … > MAKE RELEVANT OPS WORK VISIBLE ON SHARED KANBAN BOARDS — pp.163-165 (score: 0.57)

traffic.” Feedback from Operations helps our product teams better see and understand the downstream impact of decisions they make. When there are nega…

Part II Where to Start > 7 How to Design Our Organization and Architecture wi… — pp.130-131 (score: 0.57)

crafted a simplified (and now, more famous) version of Conway’s Law in his Jargon File: “The organization of the software and the organization of the …

Team Topologies (0.57)
Velocity Retrospective (0.55)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > APPLICATION AND BUSINESS METRICS — pp.290-292 (score: 0.57)

successful transaction that generates revenue. We can then instrument all the user actions that are required for our desired customer outcomes. These …

ebay feature flags (0.57)
Trustworthy Online Controlled Experiments (0.53)
flow framework (0.52)

Imagine a World Where Dev and Ops Become DevOps > THE DEVOPS HANDBOOK: AN ESS… — pp.37-38 (score: 0.57)

to help practitioners work with all their peers across the entire IT value stream, and to frame shared goals. This book will be of value to business l…

Part II Where to Start > … > KEEP TEAM SIZES SMALL (THE “TWO-PIZZA TEAM” RULE) — pp.147-149 (score: 0.57)

Amazon CTO Werner Vogels explained the advantages of this structure to Larry Dignan of Baseline in 2005. Dignan writes: “Small teams are fast…and do…

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > INTEGRATE SECURITY AND COMPLIANCE INTO CHANGE APPROVAL PROCESSES — pp.441-443 (score: 0.58)

23Protecting the Deployment Pipeline Throughout this chapter we will look at how to protect our deployment pipeline, as well as how to acheive securit…

scaling governance across the enterprise (0.58)
Continuous Delivery Foundation (CDF) (0.56)
cloud-v2mom (0.56)

Part I The Three Ways > … > LEADERS REINFORCE A LEARNING CULTURE — pp.89-92 (score: 0.58)

In the technology value stream, we can introduce the same type of tension into our systems by seeking to always reduce deployment lead times, increase…

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > CONCLUSION — pp.182-184 (score: 0.58)

†† In future steps, we will also check in to version control all the supporting infrastructure we build, such as the automated test suites and our con…

Part I The Three Ways > … > KEEP PUSHING QUALITY CLOSER TO THE SOURCE — pp.77-78 (score: 0.58)

Requiring another team to complete tedious, error-prone, and manual tasks that could be easily automated and run as needed by the team who needs the w…

Part II Where to Start > … > INVITE OPS TO OUR DEV RETROSPECTIVES — pp.161-162 (score: 0.58)

fantastic successes solving many problems associated with Ops pain points, as well as integrating better with Dev teams.” INVITE OPS TO OUR DEV STANDU…

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > Perform Dark Launches — pp.243-244 (score: 0.58)

Feature toggles enable the decoupling of code deployments and feature releases, later in the book we use feature toggles to enable hypothesis-driven d…

ebay feature flags (0.58)
Continuous Delivery Foundation (CDF) (0.52)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > ARCHITECTURAL ARCHETYPES: MONOLITHS VS. MICROSERVICES — pp.254-257 (score: 0.58)

example is the Google Cloud Datastore service, which is one of the largest NoSQL services in the world—and yet it is supported by a team of only about…

The future of Thrive’s platform (0.58)
Team Topologies (0.57)

Preface > SPREADING THE AHA! MOMENT — pp.13-16 (score: 0.58)

the product is the platform that developers use to safely, quickly, and securely test, deploy, and run their IT services in production. Myth—DevOps is…

The future of Thrive’s platform (0.58)
Neil Steiner (0.55)
scaling governance across the enterprise (0.55)

Imagine a World Where Dev and Ops Become DevOps > … > WHY DOES THIS DOWNWARD SPIRAL HAPPEN EVERYWHERE? — pp.25-26 (score: 0.58)

Furthermore, the feedback on everyone’s work becomes slower and weaker, especially the feedback signals from our customers. And, regardless of what we…

Neil Steiner (0.58)
The future of Thrive’s platform (0.57)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > INSTITUTIONALIZE RITUALS TO PAY DOWN TECHNICAL DEBT — pp.403-404 (score: 0.59)

used, such as hack days, hackathons, and 20% innovation time. Unfortunately, these specific rituals sometimes focus on product innovation and prototyp…

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > ADOPT TRUNK-BASED DEVELOPMENT PRACTICES — pp.215-217 (score: 0.59)

Mueller took over the release processes shortly afterward, with the goal of doing bi-weekly releases without causing customer downtime. The business o…

Neil Steiner (0.59)
continuous integration (0.54)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > ENABLE ON DEMAND CREATION OF DEV, TEST, AND PRODUCTION ENVIRONMENTS — pp.171-173 (score: 0.59)

The team carefully reverse-engineered all the changes that had been made to the different environments and put them all into version control. They als…

Neil Steiner (0.59)
cloud-v2mom (0.54)

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > ENSURE DOCUMENTATION AND PROOF FOR AUDITORS AND COMPLIANCE OFFICERS — pp.455-457 (score: 0.59)

and implement those controls, select tools, and then finally review and capture the appropriate information.” Shinn continues, “How to fulfill that re…

scaling governance across the enterprise (0.59)
Bunsen COE (0.55)
day1day2 operations w cncf (0.52)

Part II Where to Start > 6 Understanding the Work in Our Value Stream, Making… — pp.110-112 (score: 0.59)

6 Understanding the Work in Our Value Stream, Making it Visible, and Expanding it Across the Organization Once we have identified a value stream to wh…

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPER… — pp.401-402 (score: 0.59)

The DevOps Dojo occupies about eighteen thousand square feet of open office space, where DevOps coaches help teams from across the Target technology o…

Bryan Finster (0.59)
How we revolutionized developer experience with 3.5 platform engineers (0.54)
Neil Steiner (0.52)

Part II Where to Start > 5 Selecting Which Value Stream to Start With — pp.100-101 (score: 0.59)

they had planned forty-four more of these re-concepts for 2014—four times as many as in the previous year. As Kissler stated, “One of our business lea…

Part II Where to Start > … > CREATE LOOSELY-COUPLED ARCHITECTURES TO ENABLE DEVELOPER PRODUCTIVITY AND SAFETY — pp.144-146 (score: 0.59)

in different locations or by outsourcing testers entirely) or by architectural layer (e.g., application, database). These configurations require signi…

loosely coupled architecture (0.59)
Team Topologies (0.54)

Part I The Three Ways > A BRIEF HISTORY — pp.40-42 (score: 0.60)

Part I Introduction In Part I of The DevOps Handbook, we will explore how the convergence of several important movements in management and technology …

transformational leadership (0.60)
Bryan Finster (0.54)
scaling governance across the enterprise (0.54)

Imagine a World Where Dev and Ops Become DevOps > … > BREAKING THE DOWNWARD SPIRAL WITH DEVOPS — pp.29-30 (score: 0.60)

integration testing, when memories and the link between cause and effect have long faded. Instead of accruing technical debt, problems are fixed as th…

Team Topologies (0.60)
Neil Steiner (0.59)

Part II Where to Start > … > RESERVE 20% OF CYCLES FOR NON-FUNCTIONAL REQUIREMENTS AND REDUCING TECHNICAL DEBT — pp.122-124 (score: 0.60)

The deal [between product owners and] engineering goes like this: Product management takes 20% of the team’s capacity right off the top and gives this…

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > INTEGRATE PERFORMANCE TESTING INTO OUR TEST SUITE — pp.199-201 (score: 0.61)

site, we went from running 1,300 manual tests that we ran every ten days to running only ten automated tests upon every code commit—it’s far better to…

cloud-v2mom (0.61)
Continuous Delivery Foundation (CDF) (0.59)
Justin Abrahms’s Canonical writing test (0.56)

Part I The Three Ways > … > PART I CONCLUSION — pp.93-97 (score: 0.61)

PART I CONCLUSION In Part I of The DevOps Handbook we looked back at several movements in history that helped lead to the development of DevOps. We al…

transformational leadership (0.61)
scaling governance across the enterprise (0.59)
The future of Thrive’s platform (0.58)

Imagine a World Where Dev and Ops Become DevOps > An Introduction to The DevO… — pp.17-19 (score: 0.61)

Imagine a World Where Dev and Ops Become DevOps An Introduction to The DevOps Handbook Imagine a world where product owners, Development, QA, IT Opera…

Team Topologies (0.61)
scaling governance across the enterprise (0.57)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > The Blue-Green Deployment Pattern — pp.235-237 (score: 0.61)

customers, or, when we are confident that the release will operate as designed, our entire customer base. As discussed earlier, this enables a techniq…

cloud-v2mom (0.61)
Continuous Delivery at Amazon (0.60)
Continuous Delivery Foundation (CDF) (0.59)

Appendices > APPENDIX 1 THE CONVERGENCE OF DEVOPS > THE TOYOTA KATA MOVEMENT — pp.465-468 (score: 0.61)

opposed to application code. They rapidly gained a following of like-minded thinkers, including John Willis. Later, Dubois was so excited by Allspaw a…

continuous delivery (0.61)
Accelerate (0.60)
Continuous Delivery Foundation (CDF) (0.57)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > 11 Enable and Pract… — pp.209-211 (score: 0.62)

me about how backward development was in their new companies, pointing out how difficult it is to be effective and release good code when there is no …

Part II Where to Start > … > ENABLE MARKET-ORIENTED TEAMS (“OPTIMIZING FOR SPEED”) — pp.135-137 (score: 0.62)

the local priorities, and this, in turn, slows down other teams. When every team expedites their work, the net result is that every project ends up mo…

Team Topologies (0.62)
Velocity Retrospective (0.58)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > CREATE OUR CENTRALIZED TELEMETRY INFRASTRUCTURE — pp.273-275 (score: 0.62)

determine what is going wrong and make informed decisions on how best to fix it, ideally long before customers are impacted. Furthermore, telemetry is…

Open Telemetry (0.62)
Neil Steiner (0.56)
Bunsen COE (0.56)

Part I The Three Ways > … > CONCLUSION — pp.79-81 (score: 0.62)

architecture, performance, stability, testability, configurability, and security) are prioritized as highly as user features. By doing this, we create…

Team Topologies (0.62)
Velocity Retrospective (0.55)

Appendices > APPENDIX 9 THE SIMIAN ARMY — pp.477-479 (score: 0.62)

We will also generate a separate list of lower priority ideas and assign an owner. If similar problems occur in the future, these ideas may serve as t…

Far from the Shallows The Value of Deeper Incident Analysis (0.62)
Bunsen COE (0.55)
incident severity (0.55)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > ENABLE AUTOMATED SELF-SERVICE DEPLOYMENTS — pp.227-229 (score: 0.63)

The resulting common practice is for Operations to perform code deployments, because separation of duties is a widely accepted practice to reduce the …

cloud-v2mom (0.63)
Continuous Delivery Foundation (CDF) (0.55)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > CONCLUSION — p.248 (score: 0.63)

At Amazon and Google, most teams practice continuous delivery, although some perform continuous deployment— thus, there is considerable variation betw…

Continuous Delivery at Amazon (0.63)
Accelerate (0.57)

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > INTEGRATING A/B TESTING INTO OUR FEATURE PLANNING — pp.336-338 (score: 0.63)

In a 2014 interview with Kendrick Wang of Apptimize, Lacy Rhoades at Etsy described their journey: “Experimentation at Etsy comes from a desire to mak…

Open Feature Summit (0.63)
ebay feature flags (0.56)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > MODIFY OUR DEFINITION OF DEVELOPMENT “DONE” TO INCLUDE RUNNING IN PRODUCTION-LIKE ENVIRONMENTS — pp.180-181 (score: 0.63)

production-like environment, instead of merely when a developer believes it to be done—ideally, it runs under a production-like load with a production…

cloud-v2mom (0.63)
Continuous Delivery Foundation (CDF) (0.57)
Accelerate (0.55)

Part I The Three Ways > … > Our DevOps Ideal: Deployment Lead Times of Minutes — pp.49-51 (score: 0.64)

often with scarce integration test environments, long test and production environment lead times, high reliance on manual testing, and multiple requir…

cloud-v2mom (0.64)
Continuous Delivery Foundation (CDF) (0.59)
interviews (0.56)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > AUTOMATE OUR DEPLOYMENT PROCESS — pp.221-223 (score: 0.64)

AUTOMATE OUR DEPLOYMENT PROCESS Achieving outcomes like those at Facebook requires that we have an automated mechanism that deploys our code into prod…

cloud-v2mom (0.64)
Accelerate (0.60)
Continuous Delivery Foundation (CDF) (0.58)

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > DECOUPLE DEPLOYMENTS FROM RELEASES — pp.233-234 (score: 0.64)

announce our new capabilities to the world, start taking orders, deliver the new functionality to customer, etc. However, all too often things don’t g…

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > 14 Create Telem… — pp.270-272 (score: 0.65)

death.” In other words, they found that the best-performing organizations were much better at diagnosing and fixing service incidents, in what Kevin B…

Neil Steiner (0.65)
scaling governance across the enterprise (0.51)

Part II Where to Start > … > CREATING A DEDICATED TRANSFORMATION TEAM — pp.116-118 (score: 0.65)

numbers. In other cases, it may be long lead times or low %C/A rates when delivering correctly configured test environments to Development teams, or i…

Team Topologies (0.65)
Objective Key Results (0.62)
transformational leadership (0.61)
Book has ~4812w vs vault’s ~1750w on this topic

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > CREATE OUR SINGLE REPOSITORY OF TRUTH FOR THE ENTIRE SYSTEM — pp.174-176 (score: 0.65)

configuration management scripts), further creating shared knowledge between Development and Operations.§ CREATE OUR SINGLE REPOSITORY OF TRUTH FOR TH…

configuration management (0.65)
continuous integration (0.51)
unit of work in modern delivery (0.50)
Book has ~771w vs vault’s ~19w on this topic

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > … > CREATE OUR CENTRALIZED TELEMETRY INFRASTRUCTURE — pp.276-279 (score: 0.66)

Figure 26: Monitoring framework (Source: Turnbull, The Art of Monitoring, Kindle edition, chap. 2.) Furthermore, we should ensure that it is easy to e…

Open Telemetry (0.66)
CNCF TAG observability (0.50)
Open Tracing (0.48)
Book has ~1517w vs vault’s ~6w on this topic

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > CREATE A SINGLE, SHARED SOURCE CODE REPOSITORY FOR OUR ENTIRE ORGANIZATION — pp.389-391 (score: 0.66)

Instead of putting our expertise into Word documents, we need to transform these documented standards and processes, which encompass the sum of our or…

scaling governance across the enterprise (0.66)
Backstage talk at Kubecon ‘22 (0.56)
interviews (0.51)
Book has ~4384w vs vault’s ~477w on this topic

Part II Where to Start > … > KEEP OUR IMPROVEMENT PLANNING HORIZONS SHORT — pp.119-121 (score: 0.66)

And achievement of the goal should create obvious value for the organization as a whole and to our customers. These goals and the time frame should be…

Objective Key Results (0.66)
Bryan Finster (0.57)
transformational leadership (0.56)
Book has ~1324w vs vault’s ~119w on this topic

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > CONCLUSION — p.204 (score: 0.66)

Someone checks in code that breaks the build or our automated tests, but no one fixes it. Someone else checks in another change onto the broken build,…

cloud-v2mom (0.66)
Continuous Delivery Foundation (CDF) (0.64)
continuous testing (0.62)
Book has ~6955w vs vault’s ~1497w on this topic

Part II Where to Start > … > CREATE SHARED SERVICES TO INCREASE DEVELOPER PRODUCTIVITY — pp.156-157 (score: 0.67)

monitoring tools installed on them. Ideally, we make life so much easier for Dev teams that they will overwhelmingly decide that using our platform is…

Team Topologies (0.67)
Neil Steiner (0.62)
Book has ~4812w vs vault’s ~1750w on this topic

PART IV—THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK > 17 Integrate Hy… — pp.330-332 (score: 0.67)

17Integrate Hypothesis- Driven Development and A/B Testing into Our Daily Work All too often in software projects, developers work on features for mon…

Open Feature Summit (0.67)
ebay feature flags (0.53)
Book has ~2928w vs vault’s ~1075w on this topic

PART V—THE THIRD WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING AND EXPERIMENTATION > … > ENSURE DOCUMENTATION AND PROOF FOR AUDITORS AND COMPLIANCE OFFICERS — pp.452-454 (score: 0.67)

portion, it’s impossible to get confidence that someone else’s change isn’t going to break your part of the stack.” This case study shows that complia…

scaling governance across the enterprise (0.67)
The future of Thrive’s platform (0.59)
Neil Steiner (0.58)
Book has ~4384w vs vault’s ~477w on this topic

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > CONTINUOUSLY BUILD, TEST, AND INTEGRATE OUR CODE AND ENVIRONMENTS — pp.187-189 (score: 0.69)

In the remainder of this chapter, we will go through the continuous integration practices required to replicate these outcomes. CONTINUOUSLY BUILD, TE…

cloud-v2mom (0.69)
Continuous Delivery Foundation (CDF) (0.69)
continuous integration (0.68)
Book has ~6955w vs vault’s ~1497w on this topic

Part I The Three Ways > … > REDUCE BATCH SIZES — pp.61-62 (score: 0.69)

In contrast, in the small batch strategy the first completed stamped envelope is produced in only forty seconds, eight times faster than the large bat…

batch size (0.69)
DevOps Enterprise Journal, Spring 2021 (0.53)
Little’s Law (0.53)
Book has ~567w vs vault’s ~131w on this topic

Part II Where to Start > … > EXPANDING DEVOPS ACROSS OUR ORGANIZATION — pp.107-109 (score: 0.70)

EXPANDING DEVOPS ACROSS OUR ORGANIZATION Regardless of how we scope our initial effort, we must demonstrate early wins and broadcast our successes. We…

transformational leadership (0.70)
Team Topologies (0.61)
interviews (0.59)
Book has ~4125w vs vault’s ~193w on this topic

PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > … > AUTOMATE AS MANY OF OUR MANUAL TESTS AS POSSIBLE — pp.197-198 (score: 0.70)

One of the most effective ways to ensure we have reliable automated testing, is to write those tests as part of our daily work, using techniques such …

Test Driven Development (0.70)
continuous testing (0.67)
Accelerate (0.53)
Book has ~1121w vs vault’s ~44w on this topic

Likely Review (Skim or Skip)

High overlap with your existing notes.

Section	Pages	Score	Matching Notes
PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW	pp.167-170	0.73	Accelerate, Continuous Delivery Foundation (CDF)
PART III—THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW > 10 Enable Fast and Reliable Automated Testing > BUILD A FAST AND RELIABLE AUTOMATED VALIDATION TEST SUITE	pp.190-191	0.72	Continuous Delivery Foundation (CDF), interviews

Score Distribution

Score Distribution (top similarity per book chunk):

  0.4 | #### (9)
  0.5 | ######################################## (81)
  0.6 | ############################### (63)
  0.7 | ####### (15)

The notes of Justin Abrahms

Recently updated

Welcome to my digital brain

Abstract Data Types

Agentic LLM

Explorer

The DevOps Handbook-[Gene Kim]-diff