DevOps Glossary

Question	Answer
Continuous Delivery (CD)	Build software in such a way that the software can be released to production at any time.
Continuous Integration	CI is a development practice that requires developers to integrate code into a shared repository several times a day. Each check-in is then verified by an automated build, allowing teams to detect problems early.
Continuous Deployment	Every change that passes the automated tests is deployed to production automatically.
Continuous Deployment vs. Continuous Delivery	~ Continuous Deployment is to deliver every successful build to production. ~ Continuous Delivery is that every build can potentially be delivered to production, typically by the click of a button
Cycle Time	Cycle time is the total time from the beginning to the end of your process, as defined by you and your customer. It includes process time, during which a unit is acted upon to bring it closer to an output, and delay time, during which a unit of work is spent waiting to take the next action.
Deployment Pipeline Aliases: CD Pipeline, delivery pipeline, build pipeline, deployment production line	A deployment pipeline is a way of orchestrating your build through a series of quality gates, with automated or manual approval processes at each stage, culminating with deployment into production.
DevOps	The term “DevOps” typically refers to emerging professional movement that advocates a collaborative working relationship between Development and IT Operations, resulting in the fast flow of planned work (i.e. high deploy rates) while simultaneously increasing the reliability, stability, resilience, and security of the production environment.
Disposable Environments	A pattern in which practitioners terminate environments when they are no longer in use versus making incremental changes to existing environments. When changes to environments are only made through automation (see Immutable Infrastructure), the default behavior is to dispose of all environment resources rather than making a incremental change to an existing environment. This approach ensures that all changes are applied in a controlled manner in order to reduce assumptions in where errors are introduced.
Genba Walk Alias: Gemba Walk	A Genba Walk denotes the action of going to see the actual process, understand the work, ask questions, and learn. It is known as one fundamental part of Lean management philosophy.
Immutable Infrastructure	Only make changes to the infrastructure through version automation. There are no manual changes made to environments. Furthermore, the infrastructure is always brought up in its entirety. There are no changes made to existing environments.
In the cloud	A part of a phrase to be used when describing a service, application, or other things that are hosted or resident on a cloud provider such as AWS. Contrast this with the often used “on the cloud” … we have established that IN is preferred over ON in this case.
Kaizen	Kaizen, Japanese for “good change”. It has been applied in healthcare, psychotherapy, life-coaching, government, banking, and other industries. When used in the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions, and involves all employees from the CEO to the assembly line workers. It also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain. By improving standardized activities and processes, kaizen aims to eliminate waste (see lean manufacturing). Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country. It has since spread throughout the world and is now being implemented in environments outside of business and productivity.
Lead Time	Lead time is the latency (delay) between the initiation and execution of a process. For example, the lead time between the placement of an order and delivery of a new car from a manufacturer may be anywhere from 2 weeks to 6 months. In industry, lead time reduction is an important part of lean manufacturing.
Wait Time	Waiting is one of the 7 Wastes that most people recognize easily. Eliminating time spent waiting has been a focus of manufacturing improvement activities since the industrial age started. The motivation to eliminate wait time has been the driving force behind many of the other wastes. For example, to eliminate any chance of an employee waiting, large queues of work-in-progress (WIP) would be accumulated throughout the production process. Reducing wait time is an essential objective and important component of lean, but it is just one of the seven wastes. When people think of wait time, most picture a worker in front of a machine waiting for material to arrive or for the machine to cycle. This is one of the common types of wait time, but there are more subtle instances that are every bit as costly. Wait times are a major challenge in supply chain operations, as companies must wait days or weeks to replenish raw materials. Wait times also occur in many administrative functions, including the delays in the flow of information or approvals from one department to another, or the delay of w
Value Stream Mapping	Value stream mapping is a lean-management method for analyzing the current state and designing a future state for the series of events that take a product or service from its beginning through to the customer. At Toyota, it is known as “material and information flow mapping.” It can be applied to nearly any value chain.
Queue Time Aliases: “Waiting & Transportation Time” or “Inventory/Transportation Time”	The time between sub-processes that the thing gets shuffled around or sits around waiting for someone to work on it.
Poka-Yoke	Japanese term that means “mistake-proofing”. A poka-yoke is any mechanism in a lean manufacturing process that helps an equipment operator avoid (yokeru) mistakes (poka). Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur. The concept was formalized, and the term adopted, by Shigeo Shingo as part of the Toyota Production System. It was originally described as baka-yoke, but as this means “fool-proofing” (or “idiot-proofing”) the name was changed to the milder poka-yoke.
http://www.stelligent.com/case-studies/	.
Deploy vs. Release	~ You can deploy code to production without releasing ~ Release is to make functionality available to end users
Push vs. Pull	~Push is when deployment and infrastructure changes are pushed from a central place to the servers ~ Pull is when each server queries a central place for deployment and infrastructure changes, and apply the changes locally

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	Created by Ronak Sharma over 8 years ago