My notes from the DevOps Handbook

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

Problems caused by overly functional orientation

We often organize teams by specialties: DB admins, network admins, server admins

Multiple value streams served by centralized Ops cause: * long queues * long lead times * poor handoffs * much rework * quality issues * bottlenecks * delays

Functional orientation is also in QA and Infosec. They can perform well with less frequent software releases. But as we increase number of deployments they will have problems keeping up.

Enable market oriented teams

Market orientation (optimizing for speed) help achieve DevOps outcomes. Many small teams working safely and independently can quickly deliver value to the customer.

Market oriented teams are responsible for: * feature development * testing * securing * deploying * supporting the service

The teams should be cross-functional and independent. Instead of centralized departments, we embed members of Ops, QA, Infosec into each team or provide automated self service platforms.

Making functional orientation work

It is possible to create high velocity organization also with functional orientation.

Everyone in the value stream should have shared goals.

Each team must get what they want from other teams reliably and quickly.

The most important is not the form of the organization but how people act and react.