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by
Gene Kim
In this world, cross-functional teams rigorously test their hypotheses of which features will most delight users and advance the organizational goals.
Many psychologists assert that creating systems that cause feelings of powerlessness is one of the most damaging things we can do to fellow human beings—we deprive other people of their ability to control their own outcomes
learned helplessness
we do nothing without measuring and treating product development and process improvement as experiments.
Because we value everyone’s time, we don’t spend years building features that our customers don’t want, deploying code that doesn’t work, or fixing something that isn’t actually the cause of our problem.
Two of Lean’s major tenets include the deeply held belief that manufacturing lead time required to convert raw materials into finished goods was the best predictor of quality, customer satisfaction, and employee happiness, and that one of the best predictors of short lead times was small batch sizes
DevOps, we typically define our technology value stream as the process required to convert a business hypothesis into a technology-enabled service that delivers value to the customer.
This allows us to detect and remediate problems while they are smaller, cheaper, and easier to fix; avert problems before they cause catastrophe; and create organizational learning that we integrate into future work. When
Dr. Steven Spear
Complex work is managed so that problems in design and operations are revealed.
Problems are swarmed and solved, resulting in quick
New local knowledge is exploited globally throughout ...
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Leaders create other leaders who continually grow these typ...
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environments, there is also often a culture of fear and low trust, where workers who make mistakes are punished, and those who make suggestions or point out problems are viewed as whistle-blowers and troublemakers.
technology value stream, our goal is to create a high-trust culture, reinforcing that we are all lifelong learners who must take risks in our daily work.
“Responses to incidents and accidents that are seen as unjust can impede safety investigations, promote fear rather than mindfulness in people who do safety-critical work, make organizations more bureaucratic rather than more careful, and cultivate professional secrecy, evasion, and self-protection.”
Mike Rother observed in Toyota Kata that in the absence of improvements, processes don’t stay the same—due to chaos and entropy, processes actually degrade over time.
“Even more important than daily work is the improvement of daily work.”
kaizen blitzes, which are periods when engineers self-organize into teams to work on fixing any problem they want.
continually introducing tension to elevate performance,
This process of applying stress to increase resilience was named antifragility
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 test coverage, decrease test execution times, and even by re-architecting if necessary to increase developer productivity or increase reliability.
Gam...
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leaders are not close enough to the work, which is required to solve any problem, and frontline workers do not have the broader organizational context or the authority to make changes outside of their area of work.§
Mike Rother formalized these methods in what he calls the coaching kata.
The result is one that mirrors the scientific method, where we explicitly state our True North goals, such as “sustain zero accidents”
These strategic goals then inform the creation of iterative, shorter term goals, which are cascaded and then executed by establishing target conditions at the value stream or work center level (e.g., “reduce lead time by 10% within the next two weeks”).
specific improvement goals
breaking up our larger improvement goals into small, incremental steps.
we must identify all the members of the value stream who are responsible for working together to create value for the customers being served.
Once we identify the metric we want to improve, we should perform the next level of observations and measurements to better understand the problem and then construct an idealized, future value stream map, which serves as a target condition to achieve by some date (e.g., usually three to twelve months).
The Other Side of Innovation: Solving the Execution Challenge, Dr. Vijay Govindarajan and Dr. Chris Trimble,
longstanding and mutually respectful relationships with the rest of the organization.
free the transformation team from many of the rules and policies that restrict the rest of the organization,
institutional memory.
One of the most important parts of any improvement initiative is to define a measurable goal with a clearly defined deadline, between six months and two years in the future.
Ensure lead time from code check-in to production release is one week or less for 95% of changes.
Once the high-level goal is made clear, teams should decide on a regular cadence to drive the improvement work.
RESERVE 20% OF CYCLES FOR NON-FUNCTIONAL REQUIREMENTS AND REDUCING TECHNICAL DEBT
Product management takes 20% of the team’s capacity right off the top and gives this to engineering to spend as they see fit.
Development uses JIRA while Operations uses ServiceNow).
Other technologies that reinforce shared goals are chat rooms,
This enables each service team to independently deliver value to the customer without having to open tickets with other groups, such as IT Operations, QA, or Infosec.
“As tempting as it seems, one cannot reorganize your way to continuous improvement and adaptiveness. What is decisive is not the form of the organization, but how people act and react. The roots of Toyota’s success lie not in its organizational structures, but in developing capability and habits in its people. It surprises many people, in fact, to find that Toyota is largely organized in a traditional, functional-department style.”
full stack engineer
Dr. Carol Dweck describes as the fixed mindset, where people view their intelligence and abilities as static “givens” that can’t be changed in meaningful ways.
‘curiosity, courage, and candor,’ who
Domain Driven Design by Eric J. Evans.
the key business metric that the team is responsible for, known as the fitness function, which
