My notes from the DevOps Handbook

by Gene Kim, Jez Humble, Patrick Debois, John Willis

Start with the most sympathetic and innovative groups

Within every organization there will be teams and individuals with a wide range of attitudes toward the adoption of new ideas.

Focus energy on creating successes with less risk-averse groups and build out our base from there.

Focus our efforts in a few areas of the organization to ensure that those initiatives are successful.

Expanding DevOps across our organization

Demonstrate early wins and broadcast our successes.

Break up goals into small, incremental steps.


  1. Find innovators and early adopters - focus efforts on teams who actually want to help.
  2. Build critical mass and silent majority - expand DevOps to more teams and value streams with the goal of creating a stable base of support.
  3. Identify the holdouts - high profile and influential detractors.

Leading change requires courage, especially in corporate environments where people are scared and fight you. But if you start small, you really have nothing to fear. And leader need to be brave enough to allocate teams to do some calculated risk taking.

Understanding, making visible and expanding work in value stream

Gain understanding of how value is delivered to the customer: * what work is performed * by whom * what are the steps that can improve the flow

Conduct a workshop with all major stakeholders and perform a value stream mapping exercise - a process to capture all the steps required to create value.

Identifying the teams supporting our value stream

No oe person knows all the work that must be performed in order to create value for the customer.

Identify all the members that include the following: product owners, developers, QA, Ops, Infosec, release managers, technology executives