From 7b1e39acad867fcce91417ce3f60dcdae4350991 Mon Sep 17 00:00:00 2001 From: Rainer Zehnle Date: Mon, 7 Dec 2015 23:53:55 +0100 Subject: [PATCH] corrected misspelling --- _posts/2015-12-07-devopscon-2015.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/_posts/2015-12-07-devopscon-2015.md b/_posts/2015-12-07-devopscon-2015.md index 841bb2d..7418c7c 100644 --- a/_posts/2015-12-07-devopscon-2015.md +++ b/_posts/2015-12-07-devopscon-2015.md @@ -55,7 +55,7 @@ They created teams with a product owner, DEV and QA. Ops was not included in the Each team got the full responsibility for a service/product. They also got the authority to decide. One outcome was the end of ticket ping-pong and the whole team felt responsible for product quality. They also started the construction of a microservice architecture and started to reduce technical debts. -After the first succesful reorganizatiion they integrated Ops to each team. +After the first succesful reorganization they integrated Ops to each team. This resulted in excellent telemetry and monitoring capabilities, infrastructure as code (puppet) and continuous delivery (rundeck). Team overlapping topics like Puppet are addressed in so called **FriendsOf** groups. Product owners and the whole management fosters these groups. Additionally they have weekly standups with representants of each team.