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

the proportion of process time to lead time serves as an important measure of efficiency—achieving fast flow and short lead times almost always requires reducing the time our work is waiting in queues.

Instead of a culture of fear, we have a high-trust, collaborative culture, where people are rewarded for taking risks.

The constant cycle of establishing desired future states, setting weekly target outcomes, and the continual improvement of daily work is what guided improvement at Toyota.

kaizen blitzes, which are periods when engineers self-organize into teams to work on fixing any problem they want.

“Even more important than daily work is the improvement of daily work.”

The Third Way enables the creation of a generative, high-trust culture that supports a dynamic, disciplined, and scientific approach to experimentation and risk-taking, facilitating the creation of organizational learning, both from our successes and failures.

We also hold internal technology conferences to elevate our skills and ensure that everyone is always teaching and learning.

The First Way enables fast left-to-right flow of work from Development to Operations to the customer. In order to maximize flow, we need to make work visible, reduce our batch sizes and intervals of work, build in quality by preventing defects from being passed to downstream work centers, and constantly optimize for the global goals.

DevOps is the outcome of applying the most trusted principles from the domain of physical manufacturing and leadership to the IT value stream.