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Budgets touch ALL of IT. Yet, few people talk about transforming the budgeting process for DevOps. Enclosed are three options for you to consider.

(Let me be clear up front: this is a potentially controversial post. It proposes radical change in the way we do things. But I feel strongly about it, and I think this needs to be said.) Over the last few …

Reprint: R0803H An organization with a strong learning culture faces the unpredictable deftly. However, a concrete method for understanding precisely how an institution learns and for identifying specific steps to help it learn better has remained elusive. A new survey instrument from professors Garvin and Edmondson of Harvard Business School and assistant professor Gino of Carnegie Mellon University allows you to ground your efforts in becoming a learning organization. The tool’s conceptual foundation is what the authors call the three building blocks of a learning organization. The first, a supportive learning environment, comprises psychological safety, appreciation of differences, openness to new ideas, and time for reflection. The second, concrete learning processes and practices, includes experimentation, information collection and analysis, and education and training. These two complementary elements are fortified by the final building block: leadership that reinforces learning. The survey instrument enables a granular examination of all these particulars, scores each of them, and provides a framework for detailed, comparative analysis. You can make comparisons within and among your institution’s functional areas, between your organization and others, and against benchmarks that the authors have derived from their surveys of hundreds of executives in many industries. After discussing how to use their tool, the authors share the insights they acquired as they developed it. Above all, they emphasize the importance of dialogue and diagnosis as you nurture your company and its processes with the aim of becoming a learning organization. The authors’ goal—and the purpose of their tool—is to help you paint an honest picture of your firm’s learning culture and of the leaders who set its tone.

Continuous improvement programs are proliferating as corporations seek to better themselves and gain an edge. Unfortunately, however, failed programs far outnumber successes, and improvement rates remain low. That’s because most companies have failed to grasp a basic truth. Before people and companies can improve, they first must learn. And to do this, they need to look beyond rhetoric and high philosophy and focus on the fundamentals. Three critical issues must be addressed before a company can truly become a learning organization, writes HBS Professor David Garvin. First is the question of meaning: a well-grounded easy-to-apply definition of a learning organization. Second comes management: clearer operational guidelines for practice. Finally, better tools for measurement can assess an organization’s rate and level of learning. Using these “three M’s” as a framework, Garvin defines learning organizations as skilled at five main activities: systematic problem-solving, experimentation with new approaches, learning from past experiences, learning from the best practices of others, and transferring knowledge quickly and efficiently throughout the organization. And since you can’t manage something if you can’t measure it, a complete learning audit is a must. That includes measuring cognitive and behavioral changes as well as tangible improvements in results. No learning organization is built overnight. Success comes from carefully cultivated attitudes, commitments, and management processes that accrue slowly and steadily. The first step is to foster an environment conducive to learning. Analog Devices, Chaparral Steel, Xerox, GE, and other companies provide enlightened examples.

Implementing an Andon Cord in an organization takes a continuous improvement roadmap and behavior reinforcement built into the process.

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IT Revolution recently published an audiobook with nearly eight hours of conversation between Gene Kim and John Willis; Beyond the Phoenix Project – the Origins and Evolution of DevOps.

Featuring Sidney Dekker, Steven Spear, and Richard Cook.Convergence of Safety Culture and Lean: Lessons from the LeadersDOES17 San FranciscoDevOps Enterprise...

Toyota Kata: a structured & focused approach for continuous learning and improvement in Agile and Lean

http://GembaAcademy.com | In this video Ron Pereira explains what value stream mapping is all about and how it can be used to map any process - manufacturing...

Use it properly and completely and it will provide a direct path to process optimization and an operation that is assured long-term survival.

This article describes a simplified form of Value Stream Maps that makes it easy to visualize bottlenecks and inefficient processes in the software delivery lifecycle. It focuses on the two forms of Lean waste defined as Inventory and Waiting.

Need to improve production? Learn the 25 most important types of lean tools and techniques to start using today.

This paper considers the inseparability of service management and digital transformation, and examines how ITIL 4 drives the need for new ways of working.

This paper discusses how ITIL's guiding principles combine with the DevOps guidance to create a culture that encourages continual experimentation.

With more than a million ITIL V3 certificate holders worldwide, ITIL V4 will definitely garner a great deal of interest when it hits the streets on Feb. 28.

Discover how the DevOps movement complements IT Service Management (ITSM) principles and practices in this informative blog post. Read on to learn more.

Australia Post's response to the challenges of disruption has been to become one of the biggest digital agencies you've never heard of.

The 16th State of Agile Report details notable trends and issues in Agile adoption and practice for organizations.

The impression that ‘our problems are different’ is a common disease that afflicts management the world over. They are different, to be sure, but the principles that will help to improve the quality of product and service are universal in nature. —W. Edwards Deming, Out of the Crisis [1] SAFe Lean-Agile Principles Figure 1. SAFe Lean-Agile Principles Why the Focus on Principles? Building enterprise-class software and cyber-physical systems are among the most complex challenges our industry faces today. And, ofRead more

Search the case studies and videos to find out how top companies and government agencies are successfully putting SAFe to work.

These popular agile methodologies help teams strike a healthy balance between structure and flexibility

Follow Hamid, or ask questions from him on Twitter here: https://twitter.com/hamidsFor Scrum software, visit: https://goo.gl/T6F2KXScrum Overview Diagram:: h...