DevOps OV

The Three Ways: The Principles Underpinning DevOps

In this blog post, I talk about the “Three Ways,” which are the principles that all of the DevOps patterns can be derived from, which we’re using in both the  “DevOps Cookbook” and “The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win.”

The 3 ways –

Way 1Dev delievers to ops – Systems thinking

Way 2 Ops Feedbacks to dev – Amplify Feedback Loops

Way 3 Culture of Continual Experimentation and Learning Recommended by Itskpetic  How to do the devops transformations yourself. he gives the steps for it. also recommended by devops


How to initiate a DevOps Transformation (Video) Damon Edwards


3 Step DevOps Process

Build the why

Rule 1 : DevOps is a bad word – Sets expectations in a wrong space

Rule 2 : there is no other why than the why of the business

Go Ask People

Socialise repeat socialis repeat until you have got a statement

Build the Organisational Alignment

(borrowed from Genes book)

Silos cause organisational misalignment – but they also reenforce it.

Ultimate goal: Develop a common devops vision

Lean drills into you – teach people a way of thinking NOT a process

  1. Way 1: See the System
  2. Way 1. Focus on the flow – where are the bottlenecks and the problem
  3. Way 2 Recognize feedback loops
  4. Way 3 Look for continuous improvement opporutnities

Overt Actions

How do you develop an Orgs DevOps Vision?

  1. Teach Concepts, Principles. Brown bag events, devops lunches. Etc….getting people on the same page, Single piece flow
  2. Getting everyone on the same page – Same vision
    1. Value stream mapping (book:learning to see (lean principles on value mapping)
      1. Building value adding mapping(maps to see the system)
        1. Reads left to right, supplier to customer
        2. Flow of information
        3. Flow of artefacts
      2. Working with the people on the shop floor to build these models.
        1. They say thisis what actually happens
  • Turn information flows into artefact flows. (ii and iii map to focus on flow)


  1. Timeline analysis
    1. Where are we spending our time
  2. Waste analysis
    1. Overlayed on value stream mapping to identify different types of waste.
  1. Develop Metrics Chains (maps to recognise the feedback loops)
    1. What matters to the business
    2. Capability that influences what matters to business
    3. Activity over which an individual can cause/influence outcomes
      1. E.g. 18 year old guy washing dishes on an aircraft carrier. On introduction states, name , where he is from and that his job is to wash dishes hygienically so that the team can win the war on terror
    4. Identify Projects/experiments against baselines (maps to continuous improvement programmes)
    5. Repeat Steps 2 to 4 over again (continuous improvement programme)

Workshops FORMAT


  • Get every body in the same room.
    • If there was an action team of 6 from the company this costs 18 man days of senior people time and engagement = 1 man month.
    • Often logistically impossible
    • Focus on value streams and try to activate this.
      • You need either the person who is a keyboard level worker and also one who has an authority.
      • Teach the trainers of the org.
    • Cut down on endless emails and communication management

Then come back 1 month later or a quarter later and do it again.

Continuous Improvement Loops


PDCA – Deming, Ono, Womack Blank, etc….

Standard stuff for anyone.


Breaking Silos

Way 1 Satiricallly he states “Be the boss, God Superman and break it down – this is a crude method as it requires top level engagement , buy in and risk taking as the org will naturally try to fall back into its oldways,” Culture eats strategy.

Way 2 devOps. – the only way He sees possible. The silos start to crumble on their own.

He says this is highly gratifying to help people, business and yourself.

This often needs to be done in a tactile way! White board, pen and paper way.

Focus on making your bosses boss look good.




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