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  • Monitor the ongoing health of not only the technical operations but also business objectives, especially any active Scientific Experiments.

  • Avoid static values and show the effect of every business hypothesis over time, along with the ability to modify the time frame in order to see unexpected patterns.

  • ​“A picture is worth a thousand words.” Visual display of metrics (e.g. graphs and charts) is important because it is faster and easier to understand, but there should also be a direct link to the data that defines the visualization.

    • CAUTION: Visualizations are very important to facilitate understanding, but every one has to make assumptions which can unintentionally obscure outliers

  • Every business metric should have the expected upper and lower bounds (that define success and failure) visually highlighted for quick identification of failure points.

  • Prefer live metrics (that can be measured as they happen) over data snapshots, especially when the potential severity of unexpected failure is worse than the additional load of live tracking.

    • CAUTION: Logging metrics as they happen is more efficient and a smaller drain on resources than looking for trends by analyzing data afterwards.


O6.2 Business Dashboard

  • DevOps

  • Lean Startup​

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  • Map all of the steps in a business model, end-to-end from the origin of the idea to customer impact across all roles and business functions, since any step could be impeding delivery of customer value.

  • For each step in your business model, calculate both the length of time spent implementing the step and the length of time that ideas sit idle waiting for attention.

  • ​While it is not always possible to avoid rework, it is important to calculate how often work needs to be returned to a previous step in the business model to be redone.

    • TIP: Periodically dedicate some retrospective time as a team tracing an item through its steps to see if you can recognize any patterns in the system that caused work to be repeated.

  • Objectively measure opportunities for optimization using metrics that reflect the experiences of all stakeholders, including customers, employees, vendors, shareholders, etc.


O6.1 Business Model Optimization

  • Impediments & Delays

  • Insufficient Sales

  • Low Return on Investment (ROI)

  • Rework

  • Unhappy Customers

  • Unhappy Stakeholders

  • Wasted Time

Problems Experienced Without These Practices




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  • Continuous Delivery should always be used together with, and never without, Automated Verification, Automated Deployment, and Automated Recovery

  • After you Automate Everything, you can deploy small changes of value to your customers as soon as they are implemented with the confidence to know that they are verified and compliant.

  • To minimize wasted time, delivery should happen as close in time as possible to when implementation is done.

  • Since automation can never anticipate every contingency, the metrics defined in the Business Dashboard should highlight any unexpected or accelerated movements in customer behavior following any delivery.


O6.3 Continuous Delivery

Org Practices

Organization Practices

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