Skip to main content

The Best of the Professor: The Third Way

The “Best of the Professor” blogs focus on one unique individual topic and will be followed by links to papers with more in depth information.

DevOps initiatives are supported by three basic principles. In his book “The Phoenix Project“, Gene Kim leverages the Theory of Constraints and the knowledge learned in production environments to describe the underlying principles of the DevOps movement in three ways. These principals are referred to as The First Way, The Second Way and the Third Way.   In earlier papers from the “Best of the Professor” we discussed  the “First Way” and how this DevOps principle was all about the flow of work from Left to Right.  We then discussed the “Second Way which was all about the flow of work from right to left and how critical that is for measuring DevOps value.  In this iteration from “The Best of the Professor“, the focus will be on the last of these three DevOps Principles known as “The Third Way”.

The Third Way – Continual Experimentation and Learning (Don’t forget the learning part)

The goal of this DevOps principle known as “The Third Way” is to create a culture that fosters two things.  One of those being continual experimentation such as taking risks and learning from failure and the second thing is to understand that repetition is the prerequisite to mastery.

Every service provider really needs both aspects of “The Third Way” equally. Experimentation and taking risks are what ensures that we keep pushing to improve even if it means going deeper into the danger zone than we have ever gone before.  We also need mastery of the skills that can help us retreat out of that danger zone when we’ve gone too far.  Companies that really want to show their commitment to innovation, and fearlessness when it comes to failure, cannot punish people who fail.  In order to ensure “Continual Experimentation and Learning” will require that we allocate time for the improvement of daily work.  It will also mean that we should create rituals that reward the team for taking risks and perhaps that we introduce faults into the system to increase resilience.  Be sure to read up on all 3 of the DevOps Principles to ensure optimum results.  They really do work.

For further information from the professor on DevOps Principles:


For information regarding Agile and DevOps training and certification: http://www.itsmacademy.com/brands/DevOps.html

Comments

Popular posts from this blog

Four Service Characteristics

Recently I came across several articles by researchers and experts that laid out definitions and characteristics of services. ITIL provides us with a definition that can help drive the creation of value-laden services: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. An area that ITIL is not so clear is in terms of service characteristics. Several researchers and experts put forth that services have four basic characteristics (IHIP): Intangibility—Services are the results of actions not things. They have no physical presence and represent a logical set of elements. One way to think of service is “work done for others.”  Heterogeneity—Also known as “variability”; services are unique items because of the mechanisms used to deliver services, which is people. Because the people element adds variability, the service is variable. This holds true, especially for the value proposition—not eve...

What Is A Service Offering?

The ITIL 4 Best Practice Guidance defines a “Service Offering” as a description of one or more services designed to address the needs of a target customer or group.   As a service provider, we can’t stop there!   We must know what the contracts of our service offering are and be able to put them into context as required by the customer.     Let’s explore the three elements that comprise a Service Offering. A “Service Offering” may include:     Goods, Access to Resources, and Service Actions 1. Goods – When we think of “Goods” within a service offering these are the items where ownership is transferred to the consumer and the consumer takes responsibility for the future use of these goods.   Example of goods that are being provided in the offering – If this is a hotel service then toiletries or chocolates are yours to take with you.   You the consumer own these and they are yours to take with you.      ...

What is the difference between Process Owner, Process Manager and Process Practitioner?

This article was originally published in 2015. With the Introduction of ITIL 4, some of this best practice has changed. See  ITIL 4 and the Evolving Role of Roles . Updated Definitions in ITIL 4: Process Owner: In ITIL 4, the concept of 'processes' has expanded into broader 'practices.' Consequently, the Process Owner is now often referred to as the 'Practice Owner.' This individual is accountable for the overall design, performance, integration, and improvement of a specific practice within the organization. They ensure that the practice achieves its intended outcomes and aligns with the organization's objectives. Process Manager: Now commonly known as the 'Practice Manager' in ITIL 4, this role is responsible for the day-to-day management of the practice. The Practice Manager ensures that activities are carried out as intended, manages resources assigned to the practice, and oversees the practitioners performing the work. Process Practit...