April 2020
Intermediate to advanced
35 pages
44m
English
Content preview from Continuous Delivery in the Wild
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Chapter 5. Summary
We’ve looked at how a variety of organizations achieve a rapid tempo of production changes using the principles of Continuous Delivery. We’ve seen some common themes across that wide range of organizations—fundamental values of Continuous Delivery that seem to be universal. We’ve also seen some interesting variations in practices.
Shared Values
As we saw in Chapter 2, all organizations have found value in reducing the size of each production change. Ideas like Trunk-Based Development and decoupling deployment from release allow engineers to get closer to their ideal of single-piece flow.
Organizations that excel at Continuous Delivery all empower product engineers with autonomy, as well as accountability for their changes. The engineer who authors a change is the person responsible for shepherding that change into production and watching for any potential defects. Product delivery teams also have a lot of autonomy in terms of how they work—I repeatedly heard from participants that it was hard to describe the delivery process since different teams within the organization work in different ways.
In order to achieve this level of autonomy, there is a noticeably heavy investment in custom delivery platforms that provide self-service capabilities to product engineers (there is a summary of the capabilities of these platforms in Chapter 4). Many organizations make a distinction between their Continuous Integration system and their Continuous Delivery infrastructure, ...
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.