- [Instructor] The three fundamental devops principles
respected by many devops practitioners
are called the three ways.
This model was developed by Gene Kim,
author of Visible Ops and The Phoenix Project,
and Mike Orzen, author of Lean IT.
The three ways are systems thinking,
amplifying feedback loops,
and a culture of continuous experimentation and learning.
Let's have a look at how these fit within ITIL-driven shops.
The first way is systems thinking
which is valuing the performance of an entire system
over the performance of a specific silo of work
or department.
The idea is to get us to focus on the overall outcome
of the entire pipeline in our value chain
rather than making the mistake
of optimizing a part of the chain
at the expense of overall results.
In devops, we use systems thinking as guidance
when defining success metrics
in evaluating the outcomes of changes.
One thing you can do here is apply system thinking
to the service lifecycle,
from strategy, design, transition, operations,
to continual improvement.
To do so, you must work to make the following habits
part of how we do things around here.
Never pass the unknown defect to downstream work centers
or allowing local optimizations create global degredation,
and always seeking to increase flow,
and always seeking to achieve a profound understanding
of the overall system.
The second way is amplifying feedback loops
where feedback loops are where the output
is looped back into the input
and has an influence on what to do next.
Between the parts of the organization
that are in the flow of the value chain,
that is creating, shortening, and amplifying
right-to-left feedback loops
so necessary corrections can be continually made.
Because feedback loops enable corrections to be made,
feedback loops are huge in devops.
The key thing to note here
is that you shouldn't just restrict their use
to agile software development.
Feedback loops are applicable everywhere.
So as with the first way,
let's apply the second way, amplify feedback loops,
to the entire service lifecycle,
both within and between phases.
To do this, you must work to make the following habits
part of how we do things around here at your organization.
Understanding and responding to all customers,
internal and external.
Shortening and amplifying all feedback loops,
and embedding knowledge where it's needed.
The third way, engendering a culture
of continual experimentation and learning
fosters two things.
First, continual experimentation, taking risks,
and learning from failure,
and understanding that repetition in practice
is required for mastery.
Experimentation and risk taking
are what ensures that we keep pushing to improve
and mastery of the skills,
not just intellectual understanding of them.
A good way to apply the third way
is to the roles set out in ITIL,
process and service owners, and process managers.
To do so, allocate time in roles
for the improvement of daily work,
create rituals that reward the team for taking risks,
and introduce faults into the system to increase resilience.
Lastly, apply the third way
when creating team processes and standards
and in your leadership style.