PART IV CONCLUSION

Part IV has shown us that by implementing feedback loops we can enable everyone to work together toward shared goals, see problems as they occur, and, with quick detection and recovery, ensure that features not only operate as designed in production, but also achieve organizational goals and drive organizational learning. We have also examined how to enable shared goals spanning Dev and Ops so that they can improve the health of the entire value stream.

We are now ready to enter Part V: The Third Way, The Technical Practices of Learning, so we can create opportunities for learning that happen earlier and ever more quickly and cheaply, and so that we can unleash a culture of innovation and experimentation that enables everyone to do meaningful work that helps our organization succeed.

Additional Resources

Two white papers that can help you learn more about feedback and metrics are Measuring Software Quality and Measure Efficiency, Effectiveness, and Culture to Optimize DevOps Transformation: Metrics for DevOps Initiatives (itrevolution.com).

Mark Schwartz, former CIO of the US Center for Immigration Services, has expert advice on how to cut bloat and make bureaucracy lean, learning, and enabling in The (Delicate) Art of Bureaucracy: Digital Transformation with the Monkey, the Razor, and the Sumo Wrestler.

Elisabeth Hendrickson’s 2015 DevOps Enterprise Summit presentation “It’s All About Feedback” has a wealth of information and is always worth a watch (videolibrary.doesvirtual.com/?video=524439999).

You can also learn even more from Elisabeth Hendrickson on feedback in her interviews with Gene Kim on The Idealcast podcast. (itrevolution.com/the-idealcast-podcast/.)

Rachel Potvin and Josh Levenberg write more extensively on Google’s practices in the paper “Why Google Stores Billions of Lines of Code in a Single Repository” (https://cacm.acm.org/magazines/2016/7/204032-why-google-stores-billions-of-lines-of-code-in-a-single-repository/fulltext).