Deliver Any Service Far More Effectively, Based on What Customers Really Want As service stacks grow more complex, it becomes even tougher to deliver on-demand IT services that meet customers' expectations for speed, consistency, reliability, security, privacy, and value. Layering on new cloud technologies, architectural approaches, or methodologies can aggravate the problem by widening the gap between what delivery teams think they're delivering and what customers actually experience. In Lean DevOps, technical leader Robert Benefield helps you escape this spiral, reverse bad habits, and regain the situational awareness you need to deliver the right services in the right way. Writing for delivery team members and their leaders, Benefield shows how to improve information flow throughout your organization, so you can move toward your customers' target outcomes. He identifies problems arising from traditional approaches to managing teams, debunks excuses often used to prevent progress, and offers realistic recommendations for everything from requirements to incentives. * Understand key dynamics that impact service delivery, and avoid focusing on the wrong issues * Give your delivery teams stronger abilities to learn and improve * Improve team maturity and implement prerequisites for effective use of automation and AI/ML * Optimize key service delivery elements, from instrumentation to queue masters and cycles * Organize and manage workflows more effectively * Handle governance associated with internal controls and external legal/regulatory requirements * Leverage the power of Lean and Mission Command to accelerate innovation, empower subordinates, and drive the outcomes you want

Table of Contents:
Introduction 1 Chapter 1: The Problem with IT Service Delivery 7 Approach #1: Reduce Delivery Friction 9     The Downsides of Targeting Delivery Friction 11 Approach #2: Managing Service Delivery Risk 12     The Downsides of Targeting Service Delivery Risk 14     The Essence of Delivery 15 Beginning the DevOps Journey 17 Summary 18 Chapter 2: How We Make Decisions 21 Examining the Decision-Making Process 22 Boyd and the Decision Process 23 The OODA Loop 26 The Ingredients of Decision Making 29     Ingredient 1: The Target Outcome 30     Delivering Measures over Outcomes 36     Ingredient 2: Friction Elimination 39     Ingredient 3: Situational Awareness 42     The Challenge of Trust 44     The Fragility of Mental Models and Cognitive Biases 45     Ingredient 4: Learning 48     Failing to Learn 48 The Pathway to Improved Decision Making 53 Summary 54 Chapter 3: Mission Command 55 The Origins of Mission Command 56     Learning How to Lead Effectively the Hard Way 57 Managing Through Unpredictability 58     Knowledge and Awareness Weaknesses 59     Misalignments 60     Misjudgment of Ecosystem Complexity 61 The Anatomy of Mission Command 62 Commander's Intent 63     Brief 66     Situational Overview 67     Statement of the Desired Outcome or Overall Mission Objective 67     Execution Priorities 67     Anti-Goals and Constraints 68 Backbriefing 69 Einheit: The Power of Mutual Trust 71     Creating Einheit in DevOps 74     Continual Improvement 75     Staff Rides 78     After Action Reviews 79 Organizational Impacts of Mission Command 80 Summary 81 Chapter 4: Friction 83 Understanding Ohno's Forms of Waste 84     Muda (Pure Waste) 86     Muri (Overburden) 109     Mura (Fluctuation and Irregularity) 113 See the Whole 125 Summary 126 Chapter 5: Risk 127 Cynefin and Decision Making 128     Ordered Systems 131     Unordered Systems 134 Reimagining Risk Management 143     Have Clear and Understood Target Outcomes 144     Make the Best Choice the Easiest Choice 145     Continually Improve Ecosystem Observability 147 Summary 151 Chapter 6: Situational Awareness 153 Making Sense of Our Ecosystem 154 The Mental Model 157     The Problems with Mental Models 158 Cognitive Bias 161 Gaining Better Situational Awareness 163 Framing 164     Finding and Fixing Framing Problems 165 Information Flow 169     Why Ecosystem Dynamics Matter 169     Meeting Your Information Flow Needs 172 Analysis and Improvement 181 Summary 182 Chapter 7: Learning 183 The Emergence of Skills Attainment Learning 184     The Rise of the One Right Way 186 Outcome-Directed Learning 188 Creating a Learning Culture 191 Day-to-Day Kata 191     Improvement and Problem-Solving Kata 192     The Coaching Practice 193 Summary 195 Chapter 8: Embarking on the DevOps Journey 197 The Service Delivery Challenge 204     Traditional Delivery Fog in the Service World 205     The Challenge of the "ilities" 207 The Path to Eliminating Service Delivery Fog 209     The Role of Managers in Eliminating Service Delivery Fog 210     Identifying What You Can or Cannot Know 214     Ways the Team Can Eliminate Service Delivery Fog 219 Summary 220 Chapter 9: Service Delivery Maturity and the Service Engineering Lead 221 Modeling Service Delivery Maturity 223     The Example of Measuring Code Quality 224     Service Delivery Maturity Model Levels 225     Service Delivery Maturity Areas of Interest 228     Configuration Management and Delivery Hygiene 232     Supportability 235     Single Point of Failure Mitigation and Coupling Management 239     Engagement 241 The Service Engineering Lead 243     Why Have a Separate Rotating Role? 244     How the SE Lead Improves Awareness 246     Organizational Configurations with the SE Lead 248 Challenges to Watch Out For 250     Incentivizing Collaboration and Improvement 251     Developers Running Production Services 253     Overcoming the Operational Experience Gap 254 Summary 256 Chapter 10: Automation 257 Tooling and Ecosystem Conditions 258 Building Sustainable Conditions 260     5S 261     Seeing Automation 5S in Action 278 Tools & Automation Engineering 283     Organizational Details 285     Workflow and Sync Points 285 Summary 287 Chapter 11: Instrumentation and Observability 289 Determining the "Right" Data 291     Know the Purpose and Value 293     Know the Audience 297     Know the Source 302 Making the Ecosystem Observable 307     Instrumenting for Observability 310     Instrumenting Development 310     Instrumenting Packaging and Dependencies 314     Instrumenting Tooling 316     Instrumenting Environment Change and Configuration Management 317     Instrumenting Testing 319     Instrumenting Production 320     Queryable/Reportable Live Code and Services 321     Presenting Task, Change, Incident, and Problem Records Together 321     Environment Configuration 322     Logging 323     Monitoring 324     Security Tracking and Analysis 325     Service Data 326 Pulling It All Together 327     Instrumenting a Wastewater Ecosystem 328     Instrumenting an IT Ecosystem 331 Summary 333 Chapter 12: Workflow 335 Workflow and Situational Awareness 336 Managing Work Through Process 337 Managing Work Organically 339 The Tyranny of Dark Matter 340     Learning to See the Disconnects in Action 343     Resolving Disconnects by Building Context 347 Visualizing the Flow 349     Workflow Board Basics 351     State Columns 352     State Columns for Operations 353     Swim Lanes 355 Task Cards 358 Preventing Dark Matter 359 Using the Board 362 Seeing the Problems 363 Limiting Work in Progress 365 The Limits of a Workflow Board 367     Managing the Board 367     Managing Flow and Improvement 368 Summary 368 Chapter 13: Queue Master 371 An Introduction to the Queue Master 372     Role Mechanics 374      "Follow the Sun" Queue Mastering 384 Queue Master Rollout Challenges 389     Team Members Don't See the Value 389     More Traditionally Minded Managers Thwarting Rollout 390     Pushy Queue Masters 391     Junior Team Members as Queue Masters 391     Queue Masters Who Struggle to Lead Sync Points 394 Summary 394 Chapter 14: Cycles and Sync Points 395 Inform, Align, Reflect, and Improve 396     Top-Down Alignment Control Approach 397     Alignment Through Iterative Approaches 397 Service Operations Synchronization and Improvement 400     The Tactical Cycle 400 Important Differences Between Kickoffs and Sprint Planning 404     Daily Standup 408     Retrospective 411     General Meeting Structure 413 The Learning and Improvement Discussion 415     The Strategic Cycle 421 Strategic Review 424     General Review Structure 426     A3 Problem Solving for the Strategic Review 427 Summary 432 Chapter 15: Governance 433 Factors for Successful Governance 434     Meeting Intent 435     No Target Outcome Interference 437     Maintain Situational Awareness and Learning 438 Common Governance Mistakes 440     Poor Requirement Drafting and Understanding 440     Using Off-the-Shelf Governance Frameworks 445     Out-of-the-Box Process Tooling and Workflows 450 Tips for Effective DevOps Governance 453     Understand Governance Intent 454     Make It Visible 454     Propose Reasonable Solutions 456     Automation and Compliance 458     Be Flexible and Always Ready to Improve 458 Summary 460 Appendix 461 9780133847505   TOC   6/7/2022