The devops handbook how to Create World-Class Agility, Reliability, & Security in Technology Organizations By Gene Kim, Jez Humble, Patrick Debois, and John Willis


•  Select team members who are generalists, who have skills across  a wide variety of domains. •



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The DevOps Handbook How to Create World-Class Agility, Reliability, and Security in Technology Organizations ( PDFDrive )

• 
Select team members who are generalists, who have skills across 
a wide variety of domains.
• 
Select team members who have longstanding and mutually re-
spectful relationships with the rest of the organization.
• 
Create a separate physical space for the dedicated team, if possible, 
to maximize communication flow within the team, and creating 
some isolation from the rest of the organization.
If possible, we will free the transformation team from many of the rules and 
policies that restrict the rest of the organization, as National Instruments did, 
described in the previous chapter. After all, established processes are a form 
of institutional memory—we need the dedicated team to create the new 
processes and learnings required to generate our desired outcomes, creating 
new institutional memory.
Creating a dedicated team is not only good for the team, but also good for the 
performance engine. By creating a separate team, we create the space for them 
to experiment with new practices, protecting the rest of the organization from 
the potential disruptions and distractions associated with it.
Promo 
- Not 
for 
distribution 
or 
sale


68 • Part II
AGREE ON A SHARED GOAL
One of the most important parts of any improvement initiative is to define a 
measurable goal with a clearly defined deadline, between six months and two 
years in the future. It should require considerable effort but still be achievable. 
And achievement of the goal should create obvious value for the organization 
as a whole and to our customers. 
These goals and the time frame should be agreed upon by the executives and 
known to everyone in the organization. We also want to limit the number of 
these types of initiatives going on simultaneously to prevent us from overly 
taxing the organizational change management capacity of leaders and the 
organization. Examples of improvement goals might include:

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