For decades, technology leaders have struggled to balance agility, reliability, and security. The consequences of failure have never been greater whether it's the healthcare.gov debacle, cardholder data breaches, or missing the boat with Big Data in the cloud.And yet, high performers using DevOps principles, such as Google, Amazon, Facebook, Etsy, and Netflix, are routinely and reliably deploying code into production hundreds, or even thousands, of times per day.Following in the footsteps of The Phoenix Project, The DevOps Handbook shows leaders how to replicate these incredible outcomes, by showing how to integrate Product Management, Development, QA, IT Operations, and Information Security to elevate your company and win in the marketplace."Table of contentsPrefaceSpreading the Aha! MomentIntroductionPART I: THE THREE WAYS1. Agile, continuous delivery and the three ways2. The First Way: The Principles of Flow3. The Second Way: The Principle of Feedback4. The Third Way: The Principles of Continual LearningPART II: WHERE TO START5. Selecting which value stream to start with6. Understanding the work in our value stream…7. How to design our organization and architecture8. How to get great outcomes by integrating operations into the daily work for developmentPART III: THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW9. Create the foundations of our deployment pipeline10. Enable fast and reliable automated testing11. Enable and practice continuous integration12. Automate and enable low-risk releases13. Architect for low-risk releasesPART IV: THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK14*. Create telemetry to enable seeing abd solving problems15. Analyze telemetry to better anticipate problems16. Enable feedbackso development and operation can safely deploy code17. Integrate hypothesis-driven development and A/B testing into our daily work18. Create review and coordination processes to increase quality of our current workPART V: THE THRID WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING19. Enable and inject learning into daily work20. Convert local discoveries into global improvements21. Reserve time to create organizational learning22. Information security as everyone’s job, every day23. Protecting the deployment pipelinePART VI: CONCLUSIONA call to actionConclusion to the DevOps HandbookAPPENDICES1. The convergence of Devops2. The theory of constraints and core chronic conflicts3. Tabular form of downward spiral4. The dangers of handoffs and queues5. Myths of industrial safety6. The Toyota Andon Cord7. COTS Software8. Post-mortem meetings9. The Simian Army10. Transparent uptimeAdditional ResourcesEndnotes

    The tools and recipes in this book will help you uncover and solve hidden (and not-so-hidden) problems with your technology, your methodology, and those difficult "people" issues on your team.Project retrospectives help teams examine what went right and what went wrong on a project. But traditionally, retrospectives (also known as "post-mortems") are only helpful at the end of the project--too late to help. You need agile retrospectives that are iterative and incremental. You need to accurately find and fix problems to help the team today.Now, Derby and Larsen show you the tools, tricks, and tips you need to fix the problems you face on a software development project on an on-going basis. You'll see how to architect retrospectives in general, how to design them specifically for your team and organization, how to run them effectively, how to make the needed changes, and how to scale these techniques up. You'll learn how to deal with problems, and implement solutions effectively throughout the project--not just at the end.With regular tune-ups, your team will hum like a precise, world-class orchestra.ContentsForwardPrefaceIntroduction1. Helping your team inspect and adapt2. A retrospective custom-fit for your team3. Leading retrospectives4. Activities to set the stage5. Activities to gather data6. Activities to gather insights7. Activities to decide what to do8. Activities to close the retrospective9. Releases and project retrospectives10. Make it soA1. Facilitation suppliesA2. Debriefing activitiesA3. Activities quick reference matrixA4. Resources for learning facilitation skillsA5. Bibliography

    On the one hand, there are the more agile methods that focus on individual projects, and how to get them done fast--the camp represented by Beck and Cockburn. On the other hand, there are the more disciplined methods, focused on setting up organizational processes for getting projects done with predictable high quality--the camp best represented by the SEI, the CMMI, and Humphrey. Although these methods are often presented as mutually exclusive, they actually lie on a continuum. The authors of Balancing Agility and Discipline have worked out clear guidelines for determining where on that continuum a particular software development project is located--and therefore, how agile or disciplined a chosen methodology can or has to be.

    Through four years of groundbreaking research, Dr. Nicole Forsgren, Jez Humble, and Gene Kim set out to find a way to measure software delivery performance—and what drives it—using rigorous statistical methods. This book presents both the findings and the science behind that research. Readers will discover how to measure the performance of their teams, and what capabilities they should invest in to drive higher performance.

    But most don't realize that Toyota's new product development system is every bit as important to Toyota's ongoing success. This book is suitable for those whose livelihood depends on new products.

    Find out how the Swedish police combined XP, Scrum, and Kanban in a 60-person project. From start to finish, you'll see how to deliver a successful product using Lean principles. We start with an organization in desperate need of a new way of doing things and finish with a group of sixty, all working in sync to develop a scalable, complex system. You'll walk through the project step by step, from customer engagement, to the daily "cocktail party," version control, bug tracking, and release. In this honest look at what works--and what doesn't--you'll find out how to: Make quality everyone's business, not just the testers. Keep everyone moving in the same direction without micromanagement. Use simple and powerful metrics to aid in planning and process improvement. Balance between low-level feature focus and high-level system focus. You'll be ready to jump into the trenches and streamline your own development process.ContentsForewordPrefacePART I: HOW WE WORK1. About the Project1.1 Timeline 51.2 How We Sliced the Elephant 61.3 How We Involved the Customer 72. Structuring the Teams3. Attending the Daily Cocktail Party3.1 First Tier: Feature Team Daily Stand-up3.2 Second Tier: Sync Meetings per Specialty3.3 Third Tier: Project Sync Meeting4. The Project Board4.1 Our Cadences4.2 How We Handle Urgent Issues and Impediments5. Scaling the Kanban Boards6. Tracking the High-Level Goal7. Defining Ready and Done7.1 Ready for Development7.2 Ready for System Test7.3 How This Improved Collaboration 8. Handling Tech Stories8.1 Example 1: System Test Bottleneck8.2 Example 2: Day Before the Release8.3 Example 3: The 7-Meter Class9. Handling Bugs9.1 Continuous System Test9.2 Fix the Bugs Immediately9.3 Why We Limit the Number of Bugs in the Bug Tracker9.4 Visualizing Bugs9.5 Preventing Recurring Bugs10. Continuously Improving the Process10.1 Team Retrospectives10.2 Process Improvement Workshops10.3 Managing the Rate of Change11. Managing Work in Progress11.1 Using WIP Limits11.2 Why WIP Limits Apply Only to Features12. Capturing and Using Process Metrics12.1 Velocity (Features per Week)12.2 Why We Don’t Use Story Points12.3 Cycle Time (Weeks per Feature)12.4 Cumulative Flow12.5 Process Cycle Efficiency13. Planning the Sprint and Release13.1 Backlog Grooming13.2 Selecting the Top Ten Features13.3 Why We Moved Backlog Grooming Out of the Sprint Planning Meeting13.4 Planning the Release14. How We Do Version Control14.1 No Junk on the Trunk14.2 Team Branches14.3 System Test Branch15. Why We Use Only Physical Kanban Boards16. What We Learned16.1 Know Your Goal16.2 Experiment16.3 Embrace Failure16.4 Solve Real Problems16.5 Have Dedicated Change Agents16.6 Involve PeoplePART II: A CLOSER LOOK AT THE TECHNIQUES 17. Agile and Lean in a Nutshell17.1 Agile in a Nutshell17.2 Lean in a Nutshell17.3 Scrum in a Nutshell17.4 XP in a Nutshell17.5 Kanban in a Nutshell18. Reducing the Test Automation Backlog18.1 What to Do About It18.2 How to Improve Test Coverage a Little Bit Each Iteration18.3 Step 1: List Your Test Cases18.4 Step 2: Classify Each Test18.5 Step 3: Sort the List in Priority Order18.6 Step 4: Automate a Few Tests Each Iteration18.7 Does This Solve the Problem?19. Sizing the Backlog with Planning Poker19.1 Estimating Without Planning Poker19.2 Estimating with Planning Poker19.3 Special Cards20. Cause-Effect Diagrams20.1 Solve Problems, Not Symptoms20.2 The Lean Problem-Solving Approach: A3 Thinking20.3 How to Use Cause-Effect Diagrams20.4 Example 1: Long Release Cycle20.5 Example 2: Defects Released to Production20.6 Example 3: Lack of Pair Programming20.7 Example 4: Lots of Problems20.8 Practical Issues: How to Create and Maintain the Diagrams20.9 Pitfalls20.10 Why Use Cause-Effect Diagrams?21. Final WordsA1. Glossary: How We Avoid Buzzword BingoIndex

    If you are seriously interested in understanding how you and your team can start down the path of improvement with XP, you must read this book."-- Francesco Cirillo, Chief Executive Officer, XPLabs S.R.L. "The first edition of this book told us what XP was--it changed the way many of us think about software development. This second edition takes it farther and gives us a lot more of the 'why' of XP, the motivations and the principles behind the practices. This is great stuff. Armed with the 'what' and the 'why, ' we can now all set out to confidently work on the 'how' how to run our projects better, and how to get agile techniques adopted in our organizations."-- Dave Thomas, The Pragmatic Programmers LLC "This book is dynamite! It was revolutionary when it first appeared a few years ago, and this new edition is equally profound. For those who insist on cookbook checklists, there's an excellent chapter on 'primary practices, ' but I urge you to begin by truly contemplating the meaning of the opening sentence in the first chapter of Kent Beck's book: 'XP is about social change.' You should do whatever it takes to ensure that every IT professional and every IT manager--all the way up to the CIO--has a copy of Extreme Programming Explained on his or her desk."-- Ed Yourdon, author and consultant "XP is a powerful set of concepts for simplifying the process of software design, development, and testing. It is about minimalism and incrementalism, which are especially useful principles when tackling complex problems that require a balance of creativity and discipline."-- Michael A. Cusumano, Professor, MIT Sloan School of Management, and author of The Business of Software " Extreme Programming Explained is the work of a talented and passionate craftsman. Kent Beck has brought together a compelling collection of ideas about programming and management that deserves your full attention. My only beef is that our profession has gotten to a point where such common-sense ideas are labeled 'extreme.'..."-- Lou Mazzucchelli, Fellow, Cutter Business Technology Council "If your organization is ready for a change in the way it develops software, there's the slow incremental approach, fixing things one by one, or the fast track, jumping feet first into Extreme Programming. Do not be frightened by the name, it is not that extreme at all. It is mostly good old recipes and common sense, nicely integrated together, getting rid of all the fat that has accumulated over the years."-- Philippe Kruchten, UBC, Vancouver, British Columbia "Sometimes revolutionaries get left behind as the movement they started takes on a life of its own. In this book, Kent Beck shows that he remains ahead of the curve, leading XP to its next level. Incorporating five years of feedback, this book takes a fresh look at what it takes to develop better software in less time and for less money. There are no silver bullets here, just a set of practical principles that, when used wisely, can lead to dramatic improvements in software development productivity."-- Mary Poppendieck, author of Lean Software Development: An Agile Toolkit "Kent Beck has revised his classic book based on five more years of applying and teaching XP. He shows how the path to XP is both

    Lean Analytics steers you in the right direction.This book shows you how to validate your initial idea, find the right customers, decide what to build, how to monetize your business, and how to spread the word. Packed with more than thirty case studies and insights from over a hundred business experts, Lean Analytics provides you with hard-won, real-world information no entrepreneur can afford to go without.Understand Lean Startup, analytics fundamentals, and the data-driven mindsetLook at six sample business models and how they map to new ventures of all sizesFind the One Metric That Matters to youLearn how to draw a line in the sand, so you’ll know it’s time to move forwardApply Lean Analytics principles to large enterprises and established products

    It will allow you to avoid some likely pitfalls and it will guide you to asking, yourself and your clients, the right questions. Though many people focus on the visualization techniques in Kanban the true value only emerges when you, as a kanban system manager, are apt at noticing the anti-patterns that occur on the kanban board and are able to take appropriate actions. David generously shares his vast experience in this field, with plenty real case scenarios, to the benefit of the reader. After reading this book I toyed with the idea: Would I've changed my approach to coaching my previous clients, in their adoption of agile values and practices, had I read this at the time? Well, I certainly would have, for all of them, and I'm sure it would have meant a smoother change process for the agilely challenged organizations. David provides a comprehensive guide to implementing Kanban in a software development/maintenance environment. Covering the mechanics, dynamics, principles and rationale behind why Kanban is a so promising framework for managing the work of a variety of teams and groups and being an evolutionary-based change management driver. Kanban is the practical approach to implement Lean Software Development, and this book is the practical guide for how to start using Kanban, and how to adapt the system for advanced needs. The book is clear and flowing, even though it covers some quite technical material. I would recommend it to Development managers, Project/Program managers, Agile Coaches/Consultants. It addresses concerns/needs of Novice as well as those already familiar with Kanban and looking for advanced answers. Even if you don't intend to implement a kanban system, there are a lot of techniques and ideas that are easily applicable to any product development/maintenance environment, agile or not. Bottom line, highly recommended.

    And now there’s a sure-fire way to solve their problems and test solutions: the sprint.While working at Google, designer Jake Knapp created a unique problem-solving method that he coined a “design sprint”—a five-day process to help companies answer crucial questions. His ‘sprints’ were used on everything from Google Search to Chrome to Google X. When he moved to Google Ventures, he joined Braden Kowitz and John Zeratsky, both designers and partners there who worked on products like YouTube and Gmail. Together Knapp, Zeratsky, and Kowitz have run over 100 sprints with their portfolio companies. They’ve seen firsthand how sprints can overcome challenges in all kinds of companies: healthcare, fitness, finance, retailers, and more.A practical guide to answering business questions, Sprint is a book for groups of any size, from small startups to Fortune 100s, from teachers to non-profits. It’s for anyone with a big opportunity, problem, or idea who needs to get answers today.

    For years, Joel Spolsky has done exactly this at www.joelonsoftware.com. Now, for the first time, you can own a collection of the most important essays from his site in one book, with exclusive commentary and new insights from joel.

    Cracking the PM Interview is a comprehensive book about landing a product management role in a startup or bigger tech company. Learn how the ambiguously-named "PM" (product manager / program manager) role varies across companies, what experience you need, how to make your existing experience translate, what a great PM resume and cover letter look like, and finally, how to master the interview: estimation questions, behavioral questions, case questions, product questions, technical questions, and the super important "pitch."

    Yet, managing human beings and navigating complex product roadmaps is no easy task, and it's rare to find a product leader who can steward a digital product from concept to launch without a couple of major hiccups. Why do some product leaders succeed while others don't?This insightful book presents interviews with nearly 100 leading product managers from all over the world. Authors Richard Banfield, Martin Eriksson, and Nate Walkingshaw draw on decades of experience in product design and development to capture the approaches, styles, insights, and techniques of successful product managers. If you want to understand what drives good product leaders, this book is an irreplaceable resource.In three parts, Product Leadership helps you explore:Themes and patterns of successful teams and their leaders, and ways to attain those characteristicsThe best approaches for guiding your product team through the startup, emerging, and enterprise stages of a company's evolutionStrategies and tactics for working with customers, agencies, partners, and external stakeholders

    But how do you build the best team organization for your specific goals, culture, and needs? Team Topologies is a practical, step-by-step, adaptive model for organizational design and team interaction based on four fundamental team types and three team interaction patterns. It is a model that treats teams as the fundamental means of delivery, where team structures and communication pathways are able to evolve with technological and organizational maturity.In Team Topologies, IT consultants Matthew Skelton and Manuel Pais share secrets of successful team patterns and interactions to help readers choose and evolve the right team patterns for their organization, making sure to keep the software healthy and optimize value streams.Team Topologies is a major step forward in organizational design for software, presenting a well-defined way for teams to interact and interrelate that helps make the resulting software architecture clearer and more sustainable, turning inter-team problems into valuable signals for the self-steering organization.

    They go far beyond generic implementation guidelines, demonstrating exactly how to make lean work in real projects, environments, and companies.The Poppendiecks organize this book around the crucial concept of frames, the unspoken mental constructs that shape our perspectives and control our behavior in ways we rarely notice. For software leaders and team members, some frames lead to long-term failure, while others offer a strong foundation for success. Drawing on decades of experience, the authors present twenty-four frames that offer a coherent, complete framework for leading lean software development. You'll discover powerful new ways to act as competency leader, product champion, improvement mentor, front-line leader, and even visionary.Systems thinking: focusing on customers, bringing predictability to demand, and revamping policies that cause inefficiency Technical excellence: implementing low-dependency architectures, TDD, and evolutionary development processes, and promoting deeper developer expertise Reliable delivery: managing your biggest risks more effectively, and optimizing both workflow and schedules Relentless improvement: seeing problems, solving problems, sharing the knowledge Great people: finding and growing professionals with purpose, passion, persistence, and pride Aligned leaders: getting your entire leadership team on the same page From the world's number one experts in Lean software development, Leading Lean Software Development will be indispensable to everyone who wants to transform the promise of lean into reality--in enterprise IT and software companies alike.