Atjaunināt sīkdatņu piekrišanu

E-grāmata: Lean DevOps: A Practical Guide to On Demand Service Delivery

  • Formāts: 368 pages
  • Izdošanas datums: 29-Jun-2022
  • Izdevniecība: Addison Wesley
  • Valoda: eng
  • ISBN-13: 9780133853667
Citas grāmatas par šo tēmu:
  • Formāts - EPUB+DRM
  • Cena: 29,29 €*
  • * ši ir gala cena, t.i., netiek piemērotas nekādas papildus atlaides
  • Ielikt grozā
  • Pievienot vēlmju sarakstam
  • Šī e-grāmata paredzēta tikai personīgai lietošanai. E-grāmatas nav iespējams atgriezt un nauda par iegādātajām e-grāmatām netiek atmaksāta.
Lean DevOps: A Practical Guide to On Demand Service DeliveryPalielināt
  • Formāts: 368 pages
  • Izdošanas datums: 29-Jun-2022
  • Izdevniecība: Addison Wesley
  • Valoda: eng
  • ISBN-13: 9780133853667
Citas grāmatas par šo tēmu:

DRM restrictions

  • Kopēšana (kopēt/ievietot):

    nav atļauts

  • Drukāšana:

    nav atļauts

  • Lietošana:

    Digitālo tiesību pārvaldība (Digital Rights Management (DRM))
    Izdevējs ir piegādājis šo grāmatu šifrētā veidā, kas nozīmē, ka jums ir jāinstalē bezmaksas programmatūra, lai to atbloķētu un lasītu. Lai lasītu šo e-grāmatu, jums ir jāizveido Adobe ID. Vairāk informācijas šeit. E-grāmatu var lasīt un lejupielādēt līdz 6 ierīcēm (vienam lietotājam ar vienu un to pašu Adobe ID).

    Nepieciešamā programmatūra
    Lai lasītu šo e-grāmatu mobilajā ierīcē (tālrunī vai planšetdatorā), jums būs jāinstalē šī bezmaksas lietotne: PocketBook Reader (iOS / Android)

    Lai lejupielādētu un lasītu šo e-grāmatu datorā vai Mac datorā, jums ir nepieciešamid Adobe Digital Editions (šī ir bezmaksas lietotne, kas īpaši izstrādāta e-grāmatām. Tā nav tas pats, kas Adobe Reader, kas, iespējams, jau ir jūsu datorā.)

    Jūs nevarat lasīt šo e-grāmatu, izmantojot Amazon Kindle.

Agile practices like Scrum and Kanban have jumped the chasm and become widely accepted throughout the IT industry. Sometimes, they are even mandated. However, these methodologies are mute on how to run and manage functioning software. The DevOps movement arose in response to this omission, but it has offered IT managers insufficient actionable guidance for their day-to-day challenges. InLean DevOps, Robert Benefield fills this crucial gap, offering a practical, complete, and proven approach to driving value from DevOps.


Moving beyond tools and hype, Benefield draws on decades of in-the-trenches experience building and leading IT teams in organizations of all types and sizes, from startups to giant multinationals, including the first software-as-a-service providers, leading investment banks, and highly regulated telecom and energy utilities. Benefield shows how to use agile and lean manufacturing techniques within a DevOps context to dramatically improve business speed and quality, and gain crucial insights for outmaneuvering your competition. Using real-world examples, he shows how to:

  • Successfully establish DevOps throughout your organization
  • Improve the speed and quality of IT services
  • Strengthen IT teams' transparency and effectiveness by using visual management techniques
  • More effectively manage unplanned work and work in progress
  • Integrate IT run practices with Agile and Kanban software practices
  • Deepen understanding and engagement between IT and customers
  • Leverage continuous improvement techniques throughout IT, and more

Since DevOps was first conceived, it has promised powerful competitive advantage. Whatever your role in delivering IT services or support,Lean DevOps will help you transform that promise into reality.

Foreword xv
Acknowledgments xviii
About the Author xx
Introduction 1(6)
Chapter 1 The Problem with IT Service Delivery
7(14)
Approach #1 Reduce Delivery Friction
9(3)
The Downsides of Targeting Delivery Friction
11(1)
Approach #2 Managing Service Delivery Risk
12(5)
The Downsides of Targeting Service Delivery Risk
14(1)
The Essence of Delivery
15(2)
Beginning the DevOps Journey
17(1)
Summary
18(3)
Chapter 2 How We Make Decisions
21(34)
Examining the Decision-Making Process
22(1)
Boyd and the Decision Process
23(3)
The OODA Loop
26(3)
The Ingredients of Decision Making
29(1)
Ingredient 1 The Target Outcome
30(9)
Delivering Measures over Outcomes
36(3)
Ingredient 2 Friction Elimination
39(3)
Ingredient 3 Situational Awareness
42(6)
The Challenge of Trust
44(1)
The Fragility of Mental Models and Cognitive Biases
45(3)
Ingredient 4 Teaming
48(5)
Failing to Learn
48(5)
The Pathway to Improved Decision Making
53(1)
Summary
54(1)
Chapter 3 Mission Command
55(28)
The Origins of Mission Command
56(2)
Learning How to Lead Effectively the Hard Way
57(1)
Managing Through Unpredictability
58(4)
Knowledge and Awareness Weaknesses
59(1)
Misalignments
60(1)
Misjudgment of Ecosystem Complexity
61(1)
The Anatomy of Mission Command
62(1)
Commander's Intent
63(6)
Brief
66(1)
Situational Overview
67(1)
Statement of the Desired Outcome or Overall Mission Objective
67(1)
Execution Priorities
67(1)
Anti-Goals and Constraints
68(1)
Backbriefing
69(2)
Einheit: The Power of Mutual Trust
71(9)
Creating Einheit in DevOps
74(1)
Continual Improvement
75(3)
Staff Rides
78(1)
After Action Reviews
79(1)
Organizational Impacts of Mission Command
80(1)
Summary
81(2)
Chapter 4 Friction
83(44)
Understanding Ohno's Forms of Waste
84(41)
Muda (Pure Waste)
86(23)
Muri (Overburden)
109(4)
Mura (Fluctuation and Irregularity)
113(12)
See the Whole
125(1)
Summary
126(1)
Chapter 5 Risk
127(26)
Cynefin and Decision Making
128(15)
Ordered Systems
131(3)
Unordered Systems
134(9)
Reimagining Risk Management
143(8)
Have Clear and Understood Target Outcomes
144(1)
Make the Best Choice the Easiest Choice
145(2)
Continually Improve Ecosystem Observability
147(4)
Summary
151(2)
Chapter 6 Situational Awareness
153(30)
Making Sense of Our Ecosystem
154(3)
The Mental Model
157(4)
The Problems with Mental Models
158(3)
Cognitive Bias
161(2)
Gaining Better Situational Awareness
163(1)
Framing
164(5)
Finding and Fixing Framing Problems
165(4)
Information Flow
169(12)
Why Ecosystem Dynamics Matter
169(3)
Meeting Your Information Flow Needs
172(9)
Analysis and Improvement
181(1)
Summary
182(1)
Chapter 7 Learning
183(14)
The Emergence of Skills Attainment Learning
184(4)
The Rise of the One Right Way
186(2)
Outcome-Directed Learning
188(3)
Creating a Learning Culture
191(4)
Day-to-Day Kata
191(1)
Improvement and Problem-Solving Kata
192(1)
The Coaching Practice
193(2)
Summary
195(2)
Chapter 8 Embarking on the DevOps Journey
197(24)
The Service Delivery Challenge
204(5)
Traditional Delivery Fog in the Service World
205(2)
The Challenge of the "ilities"
207(2)
The Path to Eliminating Service Delivery Fog
209(11)
The Role of Managers in Eliminating Service Delivery Fog
210(4)
Identifying What You Can or Cannot Know
214(5)
Ways the Team Can Eliminate Service Delivery Fog
219(1)
Summary
220(1)
Chapter 9 Service Delivery Maturity and the Service Engineering Lead
221(36)
Modeling Service Delivery Maturity
223(20)
The Example of Measuring Code Quality
224(1)
Service Delivery Maturity Model Levels
225(3)
Service Delivery Maturity Areas of Interest
228(4)
Configuration Management and Delivery Hygiene
232(3)
Supportability
235(4)
Single Point of Failure Mitigation and Coupling Management
239(2)
Engagement
241(2)
The Service Engineering Lead
243(7)
Why Have a Separate Rotating Role?
244(2)
How the SE Lead Improves Awareness
246(2)
Organizational Configurations with the SE Lead
248(2)
Challenges to Watch Out For
250(6)
Incentivizing Collaboration and Improvement
251(2)
Developers Running Production Services
253(1)
Overcoming the Operational Experience Gap
254(2)
Summary
256(1)
Chapter 10 Automation
257(32)
Tooling and Ecosystem Conditions
258(2)
Building Sustainable Conditions
260(23)
5S
261(17)
Seeing Automation 55 in Action
278(5)
Tools & Automation Engineering
283(4)
Organizational Details
285(1)
Workflow and Sync Points
285(2)
Summary
287(2)
Chapter 11 Instrumentation and Observability
289(46)
Determining the "Right" Data
291(16)
Know the Purpose and Value
293(4)
Know the Audience
297(5)
Know the Source
302(5)
Making the Ecosystem Observable
307(20)
Instrumenting for Observability
310(1)
Instrumenting Development
310(4)
Instrumenting Packaging and Dependencies
314(2)
Instrumenting Tooling
316(1)
Instrumenting Environment Change and Configuration Management
317(2)
Instrumenting Testing
319(1)
Instrumenting Production
320(1)
Query able/Reportable Live Code and Services
321(1)
Presenting Task, Change, Incident, and Problem Records Together
321(1)
Environment Configuration
322(1)
Logging
323(1)
Monitoring
324(1)
Security Tracking and Analysis
325(1)
Service Data
326(1)
Pulling It All Together
327(6)
Instrumenting a Wastewater Ecosystem
328(3)
Instrumenting an IT Ecosystem
331(2)
Summary
333(2)
Chapter 12 Workflow
335(36)
Workflow and Situational Awareness
336(1)
Managing Work Through Process
337(2)
Managing Work Organically
339(1)
The Tyranny of Dark Matter
340(9)
Learning to See the Disconnects in Action
343(4)
Resolving Disconnects by Building Context
347(2)
Visualizing the Flow
349(9)
Workflow Board Basics
351(1)
State Columns
352(1)
State Columns for Operations
353(2)
Swim Lanes
355(3)
Task Cards
358(1)
Preventing Dark Matter
359(3)
Using the Board
362(1)
Seeing the Problems
363(2)
Limiting Work in Progress
365(2)
The Limits of a Workflow Board
367(1)
Managing the Board
367(1)
Managing Flow and Improvement
368(1)
Summary
368(3)
Chapter 13 Queue Master
371(24)
An Introduction to the Queue Master
372(17)
Role Mechanics
374(10)
"Follow the Sun" Queue Mastering
384(5)
Queue Master Rollout Challenges
389(5)
Team Members Don't See the Value
389(1)
More Traditionally Minded Managers Thwarting Rollout
390(1)
Pushy Queue Masters
391(1)
Junior Team Members as Queue Masters
391(3)
Queue Masters Who Struggle to Lead Sync Points
394(1)
Summary
394(1)
Chapter 14 Cycles and Sync Points
395(38)
Inform, Align, Reflect, and Improve
396(4)
Top-Down Alignment Control Approach
397(1)
Alignment Through Iterative Approaches
397(3)
Service Operations Synchronization and Improvement
400(4)
The Tactical Cycle
400(4)
Important Differences Between Kickoffs and Sprint Planning
404(11)
Daily Standup
408(3)
Retrospective
411(2)
General Meeting Structure
413(2)
The Learning and Improvement Discussion
415(9)
The Strategic Cycle
421(3)
Strategic Review
424(8)
General Review Structure
426(1)
A3 Problem Solving for the Strategic Review
427(5)
Summary
432(1)
Chapter 15 Governance
433(28)
Factors for Successful Governance
434(6)
Meeting Intent
435(2)
No Target Outcome Interference
437(1)
Maintain Situational Awareness and Learning
438(2)
Common Governance Mistakes
440(13)
Poor Requirement Drafting and Understanding
440(5)
Using Qff-the-Shelf Governance Frameworks
445(5)
Out-of-the-Box Process Tooling and Workflows
450(3)
Tips for Effective DevOps Governance
453(7)
Understand Governance Intent
454(1)
Make It Visible
454(2)
Propose Reasonable Solutions
456(2)
Automation and Compliance
458(1)
Be Flexible and Always Ready to Improve
458(2)
Summary
460(1)
Appendix 461(2)
Index 463
Robert Benefield is an experienced technical leader who has decades of experience delivering robust on-demand services to solve hard problems in demanding ecosystems including banking and securities trading, medical and pharmaceutical, energy, telecom, government, and Internet services. His continual eagerness to learn and work with others to make a difference has taken him from building computers and writing code in the early days of the Internet at Silicon Valley startups to the executive suite in large multinational companies. He shares his unique experience in the hopes that others can continue to build on it without having to collect quite as many scars along the way.
Biežāk uzdotie jautājumi par e-grāmatām Biežāk uzdotie jautājumi par e-grāmatām
Permanent link: https://www.kriso.lv/db/97801338536676e.html
Keywords: