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Learn how making work visible, value stream management, and flow metrics can affect change in your organization.
Multiple award-winning CTO, researcher, and bestselling author Gene Kim hosts enterprise technology and business leaders.
In the first part of this two-part episode of The Idealcast, Gene Kim speaks with Dr. Ron Westrum, Emeritus Professor of Sociology at Eastern Michigan University.
In the first episode of Season 2 of The Idealcast, Gene Kim speaks with Admiral John Richardson, who served as Chief of Naval Operations for four years.
The conference for leaders of large, complex organizations. New two-day format.
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Adrian Cockcroft & Authors of The Value Flywheel Effect
The Value Flywheel Effect
DevOps best practices, case studies, organizational change, ways of working, and the latest thinking affecting business and technology leadership.
David Anderson and Mark McCann, coauthors of The Value Flywheel Effect, helped create the Serverless-First strategy at Liberty Mutual in 2016
Will help organizations how they handle audit, compliance, and security for software systems
The values and philosophies that frame the processes, procedures, and practices of DevOps.
This post presents the four key metrics to measure software delivery performance.
September 12, 2012
In a previous blog post on “The Three Ways: The Principles Underpinning DevOps”, I wrote the underpinning principles in which all the DevOps patterns can be derived from. They describe the values and philosophies that frame the processes, procedures, practices, as well as the prescriptive steps.
In this post, I’m going to describe some of the elements of the First Way, which will allude to some of the DevOps patterns that result from its application.
The First Way emphasizes the performance of the entire system, as opposed to the performance of a specific silo of work or department — this as can be as large a division (e.g., Development or IT Operations) or as small as an individual contributor (e.g., a developer, system administrator).
Elements of the First Way requires the following:
This type of tribal warfare happens most often between organizations (e.g., Development vs. IT Operations, Sales vs. Manufacturing, etc.), but also happens frequently within organizations (e.g., developers vs. QA, release management vs. production, infosec vs. everyone else, etc.).
The COSO cube describes the four objectives that every organization has: strategy, accurate financial reporting, compliance with laws and regulations, and operations. In most modern organizations, all of these objectives are partially or wholly reliant upon the IT value stream, and decisions made without understanding the four organizational context is likely to be suboptimized.
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