Even though working in small chunks adds some overhead, it reaps enormous rewards by allowing us to avoid work that delivers zero or negative value for our organizations.

In continuous delivery, we invest in building a culture supported by tools and people where we can detect any issues quickly, so that they can be fixed straight away when they are cheap to detect and resolve.

continuous delivery predicts lower levels of unplanned work and rework in a statistically significant way.

Our research shows that Lean management, along with a set of other technical practices known collectively as continuous delivery (Humble and Farley 2010), do in fact impact culture, as shown in Figure 3.3. Figure 3.3: Westrum Organizational Culture’s Drivers You can act your way to a better culture by implementing these practices in technology

Generative (performance-oriented) organizations focus on the mission. How do we accomplish our goal? Everything is subordinated to good performance, to doing what we are supposed to do.

A release (the changes that get deployed) will typically consist of multiple version control commits, unless the organization has achieved a single-piece flow where each commit can be released to production (a practice known as continuous deployment).

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

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.

that software delivery performance predicts Lean product management practices. This reciprocal relationship, suggested by the literature, forms what is known as a virtuous cycle. Improving your software delivery effectiveness will improve your ability to work in small batches and incorporate customer feedback along the way.