Book Image

SAFe® for DevOps Practitioners

By : Robert Wen
Book Image

SAFe® for DevOps Practitioners

By: Robert Wen

Overview of this book

Product development and release faces overlapping challenges due to the combined pressure of delivering high-quality products in shorter time-to-market cycles, along with maintaining proper operation and ensuring security in a complex high-tech environment. This calls for new ways of overcoming these challenges from design to development, to release, and beyond. SAFe® for DevOps Practitioners helps you use a DevOps approach with the Scaled Agile Framework and details how value streams help you resolve these challenges using examples and use cases. The book begins by explaining how the CALMR approach makes DevOps effective in resolving product development roadblocks. Next, you’ll learn to apply value stream management to establish a value stream that enables product development flow, measure its effectiveness through appropriate feedback loops, and find ways of improving it. Finally, you’ll get to grips with implementing a continuous delivery pipeline that optimizes the value stream through four phases during release on demand. This book complements the latest SAFe DevOps courses, and you’ll find it useful while studying for the SAFe DevOps Practitioner (SDP) certification. By the end of this DevOps book, you’ll have gained a clear understanding of how to achieve continuous execution and release on demand using DevOps and SAFe.
Table of Contents (21 chapters)
Free Chapter
2
Part 1 Approach – A Look at DevOps and SAFe® through CALMR
8
Part 2:Implement – Moving Toward Value Streams
12
Part 3:Optimize – Enabling a Continuous Delivery Pipeline

Measuring the value proposition

It’s difficult to apply an objective measurement to a subjective quality such as value. What we can do is measure actions taken by our customer or feedback that our customer has given in terms of survey responses or thoughts during specific events such as reviews.

When looking at the measurements for value, some metrics may be collected too late to allow a value stream to know when to pivot. Examples of this include Profit & Loss (P&L) or Return on Investment (RoI). So, other metrics that can act as leading indicators are needed. The practice of collecting leading indicators to allow pivots or continued development is called innovation accounting by Eric Ries in his book, The Lean Startup.

The Innovation Accounting framework

Ries describes the method of hypothesizing and learning as the Innovation Accounting framework. In this framework, teams work to establish hypotheses of what the customer wants, develop those hypotheses, and...