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<h1>John willis devops</h1>
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<h1>7 Must-Read DevOps Books</h1>
<h2>For everyone involved in the software development lifecycle</h2>
<p style="clear: both"><img src="https://miro.medium.com/fit/c/96/96/1*v ... Bjbwhg.png" /></p>
<p>In this article, I will share seven books about DevOps that can be considered a must-read not only by DevOps Engineers, DevOps Architects, DevOps Practitioner, or any other ?DevOps career-title-here?</em> ? but by anyone involved on the whole lifecycle of software development.</p>
<p>The experience offered by those books is very distinct, and the list includes two novels about IT that make every tech professional recognize the behavior of some characters on their co-workers.</p>
<p>Furthermore, a couple of books also are not even related to IT but focused on process improvement and people management. After all, remember that DevOps is not only about tooling, but also involves process and people.</p>
<h2>Principles of DevOps</h2>
<h3>What DevOps is, what it has to do with agile and why it matters.</h3>
<h4>medium.com</h4>
<p>Disclaimer</strong>: The links provided by each book are pointing to the official website of each publisher, and they are not affiliated.</p>
<h1>The Goal</h1>
<p style="clear: both"><img src="https://miro.medium.com/max/40/1*cujxsG ... BuPOA.jpeg" /></p>
<p>The Goal is a novel about the theory of constraints. The protagonist Alex Rogo, a plant manager of the manufacturing units of UniCo, has the challenging mission of recovering the plant, which has been continuously running in losses. If he fails, the plant will close in 3 months.</p>
<p>In parallel, Alex?s personal life is portrayed with the challenges of his family adapting to life in a small city and the relationship strain caused by long hours at work.</p>
<p>Alex has the help of an old teacher, Jonah, who acts as his mentor. Jonah pushes Alex to go outside his conventional thinking, leading him to figure out the goal of the plant and the truth about productivity.</p>
<p>The concepts of Throughput, Inventory, and Operation Expenses are presented and discussed on how those parameters impact and connects to the goal of the company.</p>
<p>The book goes deep on the Theory of Constraints and the five-step framework to continuously improve the process:</p>
<p><ol>
<li>Identify the system?s constraint</li>
<li>Decide how to exploit the system?s constraint</li>
<li>Subordinate everything else to the decisions of Step 2</li>
<li>Elevate the system?s constraint</li>
<li>If a constraint is broken in Step 4, go back to Step 1</li>
</ol>
</p>
<blockquote><p>Johan pointed out that every hour saved on bottleneck can increase the throughput of the entire plant. Taking plant closure to its goal.</p></blockquote>
<ul>
<li>Title</strong>: The Goal ? A Process of Ongoing Improvement</li>
<li>Authors</strong>: Eliyahu M. Goldratt, Jeff Cox</li>
<li>Publisher</strong>: North River Press</li>
</ul>
<h2>30th Anniversary edition of The Goal published</h2>
<h3>As the exclusive publisher of books by Dr. Eliyahu M. Goldratt, North River Press is pleased to announce the release of?</h3>
<h4>northriverpress.com</h4>
<h1>Toyota Kata</h1>
<p style="clear: both"><img src="https://miro.medium.com/max/42/1*h0vwZB ... 3A26w.jpeg" /></p>
<p>This book also goes into the principles of managing and solving constraints in the process, but differently from The Goal, it is not a novel, but a real-world scenario.</p>
<p>Toyota Kata is a set of management techniques for improvement and coaching applied by Toyota on the production system.</p>
<p>The improvement kata routine is based on the following five-question model:</p>
<p><ol>
<li>What is the target condition?</li>
<li>What is the actual condition now?</li>
<li>What obstacles are now preventing from reaching the target condition? Which ones are being addressed now?</li>
<li>What is the next step?</li>
<li>When can we go and see what we have learned from taking that step?</li>
</ol>
</p>
<p>A key outcome from this book is the importance of defining and following a process. There is a reason the process exists, and skipping a step can have a considerable impact. Sometimes the effect is not immediate but felt in the long term.</p>
<p>It doesn?t mean, however, that the process cannot change, quite the opposite. The process must be open for change, and any chance of improvement must be taken.</p>
<p>But, again, the effort of the change must occur on the bottleneck of the process. Any improvement made before or after the bottleneck will not make a difference on the whole.</p>
<p><ul>
<li>Title</strong>: Toyota Kata ? Managing People for Improvement, Adaptiveness and Superior Results</li>
<li>Author</strong>: Mike Rother</li>
<li>Publisher</strong>: McGraw-Hill Education</li>
</ul>
</p>
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<h3>John willis devops</h3>
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Top seven must read DevOps books. Learn lessons from Phoenix and Unicorn Project, improve with Toyota Kata, and hunt constraints with The Goal.
<h5>John willis devops</h5>
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