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The DevOps Handbook

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An internal platform team with poor customer focus will likely create tools that everyone will hate and quickly abandon for other alternatives, whether for another internal platform team or an external vendor. — location: 2243 ^ref-14057

One of the core beliefs in the Toyota Production System is that “people closest to a problem typically know the most about it.” — location: 4666 ^ref-23414

the further the distance between the person doing the work (i.e., the change implementer) and the person deciding to do the work (i.e., the change authorizer), the worse the outcome. — location: 4669 ^ref-15892

“Ask a programmer to review ten lines of code, he’ll find ten issues. Ask him to do five hundred lines, and he’ll say it looks good.” — location: 4710 ^ref-37629

a great pull request that indicates an effective review process, Tomayko quickly listed off the essential elements: there must be sufficient detail on why the change is being made, how the change was made, as well as any identified risks and resulting countermeasures. — location: 4816 ^ref-2107

how many meetings and work tickets are mandatory to perform a release—the goal is to relentlessly reduce the effort required for engineers to perform work and deliver it to the customer.” — location: 4834 ^ref-18497

“Did you have someone review your change? Do you know who the best person to ask is for changes of this type? Did you do everything you absolutely could to assure yourself that this change operates in production as designed? If you did, then don’t ask me—just make the change!” — location: 4860 ^ref-30004

that by implementing feedback loops we can enable everyone to work together toward shared goals, see problems as they occur, and, with quick detection and recovery, ensure that features not only operate as designed in production, but also achieve organizational goals and organizational learning. — location: 4868 ^ref-55685

“Some Myths about Industrial Safety,” by Denis Besnard — location: 6264 ^ref-62908