DevOps 思维模式的 5 个基本价值观
DevOps

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> 人和流程比在解决的业务问题的任何技术“银弹”更重要，且需要花更多的时间。
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![human head, brain outlined with computer hardware background](/data/attachment/album/201906/19/111530ud4h3db3s499ixxd.png "human head, brain outlined with computer hardware background")


今天的许多 IT 专业人士都在努力适应变化和扰动。这么说吧，你是否正在努力适应变化？你觉得不堪重负吗？这并不罕见。今天，IT 的现状还不够好，所以需要不断尝试重新自我演进。


凭借 30 多年的IT综合经验，我们见证了人员与关系对于 IT 企业提高效率和帮助企业蓬勃发展的重要性。但是，在大多数情况下，我们关于 IT 解决方案的对话始于技术，而不是从人员和流程开始。寻找“银弹”来解决业务和 IT 挑战的倾向过于普遍。但你不能想着可以买到创新、DevOps 或有效的团队和工作方式；他们需要得到培养，支持和引导。


由于扰动如此普遍，并且对变革速度存在如此迫切的需求，我们需要纪律和围栏。下面描述的 DevOps 思维模式的五个基本价值观将支持将我们的实践。这些价值观不是新观念；正如我们从经验中学到的那样，它们被重构了。一些价值观可以互换的，它们是灵活的，并且它们如支柱一样导向了支持这五个价值观的整体原则。


![5 essential values for the DevOps mindset](/data/attachment/album/201906/19/111531yis03iinsinzq9bz.png "5 essential values for the DevOps mindset")


### 1、利益相关方的反馈至关重要


我们如何知道我们是否为我们创造了比利益相关方更多的价值？我们需要持久的质量数据来分析、通知并推动更好的决策。来自可靠来源的相关信息对于任何业务的蓬勃发展至关重要。我们需要倾听并理解我们的利益相关方所说的，而不是说我们需要以一种方式实施变革，使我们能够调整我们的思维、流程和技术，并根据需要对其进行调整以使我们的利益相关者满意。由于信息（数据）不正确，我们常常看到的变化过少，或者由于错误的原因而发生了很多变化。因此，将变更与利益相关方的反馈结合起来是一项基本价值观，并有助我们专注于使公司成功最重要的事情。



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> 关注我们的利益相关方及其反馈，而不仅仅是为了改变而改变。
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### 2、超越当今流程的极限进行改进


我们希望我们的产品和服务能够不断让客户满意，他们是我们最重要的利益相关方。因此，我们需要不断改进。这不仅仅是关系到质量；它还可能意味着成本、可用性、相关性以及许多其他目标和因素。创建可重复的流程或使用通用框架是非常棒的，它们可以改善治理和许多其他问题。但是，这不应该是我们的最终目标。在寻找改进方法时，我们必须调整我们的流程，并辅以正确的技术和工具。可能有理由抛出一个“所谓的”框架，因为不这样做可能会增加浪费，更糟糕的是只是“货物结果”（做一些没有价值或目的的东西）。



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> 力争始终创新并改进可重复的流程和框架。
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### 3、不要用新的孤岛来打破旧的孤岛


孤岛和 DevOps 是不兼容的。我们经常能看到：IT 主管带来了所谓的“专家”来实施敏捷和 DevOps，他们做了什么？这些“专家”在现有问题的基础上创建了一个新问题，这是 IT 部门和业务中又增加了一个孤岛。创造“DevOps”职位违背了敏捷和 DevOps 基于打破孤岛的原则。在敏捷和 DevOps 中，团队合作是必不可少的，如果你不在自组织团队中工作，那么你就不会做任何事情。



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> 相互激励和共享，而不是成为英雄或创建一个孤岛。
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### 4、了解你的客户意味着跨组织协作


企业的任何一个部分都不是一个独立的实体，因为它们都有利益相关方，主要利益相关方始终是客户。“客户永远是对的”（或国王，我喜欢这样说）。关键是，没有客户就真的没有业务，而且为了保持业务，如今我们需要与竞争对手“区别对待”。我们还需要了解客户对我们的看法以及他们对我们的期望。了解客户的需求势在必行，需要及时反馈，以确保业务能够快速、负责地满足这些主要利益相关者的需求和关注。


![Minimize time spent with build-measure-learn process](/data/attachment/album/201906/19/111532mvdii9rodzvrhhor.jpg "Minimize time spent with build-measure-learn process")


无论是想法、概念、假设还是直接利益相关方的反馈，我们都需要通过使用探索、构建、测试和交付生命周期来识别和衡量我们的产品提供的功能或服务。从根本上说，这意味着我们需要在整个组织中“插入”我们的组织。在持续创新、学习和 DevOps 方面没有任何边界。因此，当我们在整个企业中进行衡量时，我们可以理解整体并采取可行的、有意义的步骤来改进。



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> 衡量整个组织的绩效，而不仅仅是在业务范围内。
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### 5、通过热情鼓励采纳


不是每个人都要被驱使去学习、适应和改变；然而，就像微笑可能具有传染性一样，学习和意愿成为变革文化的一部分也是如此。在学习文化中适应和演化为一群人提供了学习和传递信息（即文化传播）的自然机制。学习风格、态度、方法和过程不断演化，因此我们可以改进它们。下一步是应用所学和改进的内容并与同事分享信息。学习不会自动发生；它需要努力、评估、纪律、意识，特别是沟通；遗憾的是，这些都是工具和自动化无法提供的。检查你的流程、自动化、工具策略和实施工作，使其透明化，并与你的同事协作重复使用和改进。



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> 通过精益交付促进学习文化，而不仅仅是工具和自动化。
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### 总结


![Continuous goals of DevOps mindset](/data/attachment/album/201906/19/111533kx3bozyo3nsz0nuo.png "Continuous goals of DevOps mindset")


随着我们的公司采用 DevOps，我们继续在各种书籍、网站或自动化软件上倡导这五个价值观。采用这种思维方式需要时间，这与我们以前作为系统管理员所做的完全不同。这是一种全新的工作方式，需要很多年才能成熟。这些原则是否与你自己的原则一致？在评论或我们的网站 [Agents of chaos](http://agents-of-chaos.org) 上分享。




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via: <https://opensource.com/article/19/5/values-devops-mindset>


作者：[Brent Aaron Reed](https://opensource.com/users/brentaaronreed/users/wpschaub/users/wpschaub/users/wpschaub/users/cobiacomm/users/marcobravo/users/brentaaronreed) 选题：[lujun9972](https://github.com/lujun9972) 译者：[arrowfeng](https://github.com/arrowfeng) 校对：[wxy](https://github.com/wxy)


本文由 [LCTT](https://github.com/LCTT/TranslateProject) 原创编译，[Linux中国](https://linux.cn/) 荣誉推出


OK
Many IT professionals today struggle with adapting to change and disruption. Are you struggling with just trying to keep the lights on, so to speak? Do you feel overwhelmed? This is not uncommon. Today, the status quo is not enough, so IT constantly tries to re-invent itself.

With over 30 years of combined IT experience, we have witnessed how important people and relationships are to IT's ability to be effective and help the business thrive. However, most of the time, our conversations about IT solutions start with technology rather than people and process. The propensity to look for a "silver bullet" to address business and IT challenges is far too common. But you can't just buy innovation, DevOps, or effective teams and ways of working; they need to be nurtured, supported, and guided.

With disruption so prevalent and there being such a critical demand for speed of change, we need both discipline and guardrails. The five essential values for the DevOps mindset, described below, will support the practices that will get us there. These values are not new ideas; they are refactored as we've learned from our experience. Some of the values may be interchangeable, they are flexible, and they guide overall principles that support (like a pillar) these five values.


![5 essential values for the DevOps mindset 5 essential values for the DevOps mindset](https://opensource.com/sites/default/files/uploads/devops_mindset_values.png)

## 1. Feedback from stakeholders is essential

How do we know if we are creating more value for us than for our stakeholders? We need persistent quality data to analyze, inform, and drive better decisions. Relevant information from trusted sources is vital for any business to thrive. We need to listen to and understand what our stakeholders are saying—and not saying—and we need to implement changes in a way that enables us to adjust our thinking—and our processes and technologies—and adapt them as needed to delight our stakeholders. Too often, we see little change, or lots of change for the wrong reasons, because of incorrect information (data). Therefore, aligning change to our stakeholders' feedback is an essential value and helps us focus on what is most important to making our company successful.

Focus on our stakeholders and their feedback rather than simply changing for the sake of change.


## 2. Improve beyond the limits of today's processes

We want our products and services to continuously delight our customers—our most important stakeholders—therefore, we need to improve continually. This is not only about quality; it could also mean costs, availability, relevance, and many other goals and factors. Creating repeatable processes or utilizing a common framework is great—they can improve governance and a host of other issues—however, that should not be our end goal. As we look for ways to improve, we must adjust our processes, complemented by the right tech and tools. There may be reasons to throw out a "so-called" framework because not doing so could add waste—or worse, simply "cargo culting" (doing something with of no value or purpose).

Strive to always innovate and improve beyond repeatable processes and frameworks.


## 3. No new silos to break down silos

Silos and DevOps are incompatible. We see this all the time: an IT director brings in so-called "experts" to implement agile and DevOps, and what do they do? These "experts" create a new problem on top of the existing problem, which is another silo added to an IT department and a business riddled with silos. Creating "DevOps" titles goes against the very principles of agile and DevOps, which are based on the concept of breaking down silos. In both agile and DevOps, teamwork is essential, and if you don't work in a self-organizing team, you're doing neither of them.

Inspire and share collaboratively instead of becoming a hero or creating a silo.


## 4. Knowing your customer means cross-organization collaboration

No part of the business is an independent entity because they all have stakeholders, and the primary stakeholder is always the customer. "The customer is always right" (or the king, as I like to say). The point is, without the customer, there really is no business, and to stay in business today, we need to "differentiate" from our competitors. We also need to know how our customers feel about us and what they want from us. Knowing what the customer wants is imperative and requires timely feedback to ensure the business addresses these primary stakeholders' needs and concerns quickly and responsibly.


![Minimize time spent with build-measure-learn process Minimize time spent with build-measure-learn process](https://opensource.com/sites/default/files/uploads/devops_mindset_minimze-time.jpg)

Whether it comes from an idea, a concept, an assumption, or direct stakeholder feedback, we need to identify and measure the feature or service our product delivers by using the explore, build, test, deliver lifecycle. Fundamentally, this means that we need to be "plugged into" our organization across the organization. There are no borders in continuous innovation, learning, and DevOps. Thus when we measure across the enterprise, we can understand the whole and take actionable, meaningful steps to improve.

Measure performance across the organization, not just in a line of business.


## 5. Inspire adoption through enthusiasm

Not everyone is driven to learn, adapt, and change; however, just like smiles can be infectious, so can learning and wanting to be part of a culture of change. Adapting and evolving within a culture of learning provides a natural mechanism for a group of people to learn and pass on information (i.e., cultural transmission). Learning styles, attitudes, methods, and processes continually evolve so we can improve upon them. The next step is to apply what was learned and improved and share the information with colleagues. Learning does not happen automatically; it takes effort, evaluation, discipline, awareness, and especially communication; unfortunately these are things that tools and automation alone will not provide. Review your processes, automation, tool strategies, and implementation work, make it transparent, and collaborate with your colleagues on reuse and improvement.

Promote a culture of learning through lean quality deliverables, not just tools and automation.


## Summary


![Continuous goals of DevOps mindset Continuous goals of DevOps mindset](https://opensource.com/sites/default/files/uploads/devops_mindset_continuous.png)

As our companies adopt DevOps, we continue to champion these five values over any book, website, or automation software. It takes time to adopt this mindset, and this is very different than what we used to do as sysadmins. It's a wholly new way of working that will take many years to mature. Do these principles align with your own? Share them in the comments or on our website, [Agents of chaos](http://agents-of-chaos.org).

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