- Everyone does test driven development.
- Some people keep the tests after they pass.
- CD is about the continuous delivery of ideas.
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CD things like IaC, testing strategy, etc., iterative planning, team structure, etc., are all of three categories:
- (measures of success)
- culture performance
- technical performance
- organiational performance
- https://www.devops-research.com/research.html
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outcomes
->{knowledge gap: what we know vs what we’d like to know}->plans->{alignment gap: what we want people to do vs what they do}->actions->{effect gap: expected vs actual outcome}->outcomes- work in smaller steps
work culture:
how does company view IT?
| cost center | asset | partner | enabler (best structure) | |
|---|---|---|---|---|
| focus on | cost | Return on Investment | business value | speed and innovation |
| CIO reporting | CFO | COO | CDO | CEO |
| common strategy | outsource IT | harmonize/rationalize | insource it | IT = business |
| levers | cost cutting | economies of scale | economies of speed |
Software Development
- software development is learning + managing complexity. Optimize for these things.
- Engineering is applying science to solving problems
- Apply the scientific method in a feedback loop = devops
| product design and development | product delivery |
|---|---|
| create new products and services | enable fast flow from dev to production |
| feature design may require work never performed before | integration, test, deloy, performed as quickly as possible |
| estimates are highly uncertain | cycle times well known and predictable |
| outcomes have high variability | outcomes have low variability |
- Column A is the input to the engine created in column B
- Most of your ideas will be bad ideas, so you need to be able to iterate on them rapidly
- “why don’t you measure lead time from idea to implementation?” You’re crossing two domains. From idea to delivery. Don’t cross the streams.
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Are you doing CI?
- All developer branches are merged into main trunk at least once a day
- If master breaks it’s fixed within 10 minutes
- You need an emotional response to drive change from the executive level of an organization.
- Use a metaphor of video chats: if the other person on the other side is frozen, you’re not getting that immediate feedback that you need to be able to carry on a conversation effectively and it destroys your ability to share information with others.
- Think of a value stream like a stream of salt coming out of a salt shaker: that’s CD. Being able to say “say when” as a cutoff point is a huge game changer in CEOs being able to reason about what things are going to look like 6 months down the road.
References: