Everything can be iterated upon to make it better, even yourself!
- In DevOps, we love Japanese words, not just because they're really cyberpunk, but mainly because lean was adopted so strongly in Japan, and we get a lot of loan words back from them like the end in chord and Kaizen. Kaizen is a popular DevOps cultural practice. - Kaizen literally means change for the better, and we might roughly translate it to it as continuous improvement. - Kaizen is a huge part of the famous lean model of the Toyota Production System. Masaaki Imai's book, Kaizen the key to Japan's competitive success introduced Kaizen to the Western world in 1986, and explained that there were six principles guiding Kaizen, and that even small changes people make to improve things over time, can generate large results. - These six principles will sound familiar, as they echo many of the points of the cams, and also the frequent small batches mindset that drives continuous integration. - There's a word on that previous slide Gemba that's worth discussing a little more. In Japanese, it means the real place, it's used to mean everything from the scene of the crime to the manufacturing floor, we might best translate it as locus. - Kaizen emphasizes going to look at the actual place where the value is created, or where the problem is. Not reports about it, not metrics about it, not processes discussing it, not documentation about it, it's actually going to look at it. You know, in a manufacturing plant, it's like a spot on the actual manufacturing floor. In IT, it's where people are doing the work. In some cases, it might even mean going to the code or the systems themselves to see what they are really doing. - You may have heard the term management by walking around. This is actually an interpretation of Gemba. - Dr. Richard Cook, a noted physician and research scientist at Ohio State University, has what he calls cooks Rule number six, if they call you about a patient, go see the patient this is Gemba. - The Kaizen process is simple. And it's a cycle of plan, do, check, act. First, you define what you intend to do and what you expect the results to be. Then you execute on that. Then you analyze the result and make any alterations needed. - If the results of your newest plan are better than the previous baseline, now it's the new baseline. And in any event, it might suggest a subsequent plan, do, check ,act, cycles. - This cycle shouldn't sound too new for you. It's basically a more tactical form of the scientific method we all got taught in school. - Yeah, I remember that. - Yeah, But it's surprising how often we don't apply it to our business activities. Instead, using one of the popular variations like plan, don't do, lie, drink. - Oh, yeah, I also remember that. that's what they taught me in Business School. - Yeah, - Seriously, the simple process of plan, do, check, act, does more than just give value in generating improvements. It's more about teaching people critical thinking skills. Toyota refers to this as building people before building cars. - Another Kaizen tool used to get to the root of a problem is called the five Why's. The idea behind it is simple. When there's a problem, you ask the question, why did it happen? And when you get an answer, you ask why did that happen? - You can repeat this as much as necessary, but five times is generally enough to exhaust the chain down to a root cause. - When using the five Why's, there's four things to keep in mind. One is to focus on underlying causes not symptoms. - Another is to not accept answers like not enough time, you know, we always work under constraints, we need to know what caused us to exceed those constraints. - Third, usually there will be forks in your five why's is multiple causes contribute to one element. A diagram called a fish bone diagram can be used to track all of these. - All right, fourth, and finally, do not accept human error as a root cause. That always points to a process failure or a lack of a process with sufficient safeguards. - A quote used in five why's activities is, people don't fail, processes do, - All right, And that's Kaizen. The final piece of DevOps culture we'll cover in this course. - Next, we'll talk about the roots of DevOps.
In this course, well-known DevOps practitioners Ernest Mueller and James Wickett provide an overview of the DevOps movement, focusing on the core value of CAMS (culture, automation, measurement, and sharing). They cover the various methodologies and tools an organization can adopt to transition into DevOps, looking at both agile and lean project management principles and how old-school principles like ITIL, ITSM, and SDLC fit within DevOps.
The course concludes with a discussion of the three main tenants of DevOps—infrastructure automation, continuous delivery, and reliability engineering—as well as some additional resources and a brief look into what the future holds as organizations transition from the cloud to serverless architectures.
- What is DevOps?
- Understanding DevOps core values and principles
- Choosing DevOps tools
- Creating a positive DevOps culture
- Understanding agile and lean
- Building a continuous delivery pipeline
- Building reliable systems
- Looking into the future of DevOps