Sometimes a decision must be made without the necessary information. Deferring commitment is not possible, and some decisions aren't easily reversable. This is where the third option of investing in flexibility comes in.

Frequently we're faced with a decision where blindly following the principle of decide as late as possible might make our lives more painful. Sometimes we can make a choice that's easy to unmake.

This Lean software development principle of "decide as late as possible" is often criticized as too limiting. And rightly so, to a degree.

Every day we're faced with the option, but not the obligation, to do something. This is one of the concepts behind the concept of "deferring commitment" in Lean software development.

If every engineer on your team cannot do _meaningful_ work from an airplane, your development environment is broken.

In the debate between planned architecture and short iterations, whose right? Both are right, of course.

Doing DevOpsy things begins to transform your culture for you.

With a platform-team, there's no confusion over the question of specialization, as it's clear who does dev work and who does ops work.

DevOps doesn't mean everyone on the team has to behave like clones.

The "DevOps team" and "DevOps Engineer" titles are too ambiguous to be meaningful.

My critique of the DevOps.com article "Yes, You're Doing DevOps". Spoiler alert: No, you're not doing DevOps (according to the reasons in the article).