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THE DEVOPS HANDBOOK, SECOND EDITION

CONTENTS

Figures & Tables

Note from the Publisher on the Second Edition
Foreword to the Second Edition: Nicole Forsgren
Foreword to the First Edition: John Allspaw
Preface
Introduction

Part I—The Three Ways

Part I Introduction
01 Agile, Continuous Delivery, and the Three Ways
NEW Case Study: Approaching Cruising Altitude: American
Airlines’ DevOps Journey (Part 1) (2020)
02 The First Way: The Principles of Flow
NEW Case Study: Flow and Constraint Management in
Healthcare (2021)
03 The Second Way: The Principles of Feedback
NEW Case Study: Pulling the Andon Cord at Excella (2018)
04 The Third Way: The Principles of Continual Learning and
Experimentation
NEW Case Study: The Story of Bell Labs (1925)
Part 1 Conclusion

Part II—Where to Start

 Part II Introduction
05 Selecting Which Value Stream to Start With
Case Study: Nordstrom’s DevOps Transformation (2014–
2015)
NEW Case Study: Kessel Run: The Brownfield Transformation
of a Mid-Air Refueling System (2020)
NEW Case Study: Scaling DevOps Across the Business:
American Airlines’ DevOps Journey (Part 2) (2020)
NEW Case Study: Saving the Economy From Ruin (With a
Hyperscale PaaS) at HMRC (2020)
06 Understanding the Work in Our Value Stream, Making it
Visible, and Expanding it Across the Organization
Case Study: Nordstrom’s Experience with Value Stream
Mapping (2015)
Case Study: Operation InVersion at LinkedIn (2011)
07 How to Design Our Organization and Architecture with
Conway’s Law in Mind
Case Study: Conway’s Law at Etsy (2015)
Case Study: API Enablement at Target (2015)
08 How to Get Great Outcomes by Integrating Operations into
the Daily Work of Development
Case Study: Big Fish Games (2014)
NEW Case Study: Better Ways of Working at Nationwide
Building Society (2020)
Part II Conclusion

Part III—The First Way: The Technical Practices of Flow

Part III Introduction

09 Create the Foundations of Our Deployment Pipeline
 Case Study: Enterprise Data Warehouse (2009)
NEW Case Study: How a Hotel Company Ran $30B of
Revenue in Containers (2020)
10 Enable Fast and Reliable Automated Testing
Case Study: Google Web Server (2005)
11 Enable and Practice Continuous Integration
Case Study: HP LaserJet Firmware (2006)
Case Study: Continuous Integration of Bazaarvoice (2012)
12 Automate and Enable Low-Risk Releases
Case Study: Daily Deployments at CSG International (2013)
Case Study: Etsy—Self-Service Developer Deployment: An
Example of Continuous Deployment (2014)
Case Study: Dixons Retail—Blue-Green Deployment for
Point-of-Sale System (2008)
Case Study: Dark Launch of Facebook Chat (2008)
NEW Case Study: Creating a Win-Win for Dev & Ops at CSG
(2016)
13 Architect for Low-Risk Releases
Case Study: Evolutionary Architecture at Amazon (2002)
Case Study: Strangler Fig Pattern at Blackboard Learn (2011)
Part III Conclusion

Part IV—The Second Way: The Technical Practices of

Feedback

Part IV Introduction
14 Create Telemetry to Enable Seeing and Solving Problems
Case Study: DevOps Transformation at Etsy (2012)
Case Study: Creating Self-Service Metrics at LinkedIn (2011)
 15 Analyze Telemetry to Better Anticipate Problems and Achieve
Goals
Case Study: Telemetry at Netflix (2012)
Case Study: Auto-Scaling Capacity at Netflix (2012)
Case Study: Advanced Anomaly Detection (2014)
16 Enable Feedback So Development and Operations Can Safely
Deploy Code
Case Study: Right Media (2006)
Case Study: The Launch and HandOff Readiness Review
Google (2010)
17 Integrate Hypothesis-Driven Development and A/B Testing
into Our Daily Work
Case Study: Hypothesis-Driven Development at Intuit, Inc.
(2012)
Case Study: Doubling Revenue Growth through Fast Release
Cycle Experimentation at Yahoo! Answers (2010)
18 Create Review and Coordination Processes to Increase Quality
of Our Current Work
Case Study: Peer Review at GitHub (2011)
NEW Case Study: From Six-Eye Principle to Release at Scale
at Adidas (2020)
Case Study: Code Reviews at Google (2010)
Case Study: Pair Programming Replacing Broken Code Review
Processes at Pivotal Labs (2011)
Part IV Conclusion

Part V—The Third Way: The Technical Practices of

Continual Learning and Experimentation

Part V Introduction
 19 Enable and Inject Learning into Daily Work
Case Study: AWS US-East and Netflix (2011)
NEW Case Study: Turning an Outage into a Powerful
Learning Opportunity at CSG (2020)
20 Convert Local Discoveries into Global Improvements
Case Study: Standardizing a New Technology Stack at Etsy
(2010)
NEW Case Study: Crowdsourcing Technology Governance at
Target (2018)
21 Reserve Time to Create Organizational Learning and
Improvement
Case Study: Thirty-Day Challenge at Target (2015)
Case Study: Internal Technology Conferences at Nationwide
Insurance, Capital One, and Target (2014)
Part V Conclusion

Part VI—The Technological Practices of Integrating

Information Security, Change Management, and

Compliance

Part VI Introduction
22 Information Security Is Everyone’s Job Every Day
Case Study: Static Security Testing at Twitter (2009)
Case Study: 18F Automating Compliance for the Federal
Government with Compliance Masonry (2016)
Case Study: Instrumenting the Environment at Etsy (2010)
NEW Case Study: Shifting Security Left at Fannie Mae (2020)
23 Protecting the Deployment Pipeline
Case Study: Automated Infrastructure Changes as Standard
Changes at Salesforce.com (2012)
 Case Study: PCI Compliance and a Cautionary Tale of
Separating Duties at Etsy (2014)
NEW Case Study: Biz and Tech Partnership toward Ten "No
Fear Releases" Per Day at Capital One (2020)
Case Study: Proving Compliance in Regulated Environments
(2015)
Case Study: Relying on Production Telemetry for ATM
Systems (2013)
Part VI Conclusion

A Call to Action: Conclusion to The DevOps Handbook

Afterword to the Second Edition
Appendices
Bibliography
Notes
Index
Acknowledgments
About the Authors
FIGURES & TABLES

Table 0.1: The Ever Accelerating Trend toward Faster, Cheaper,

Lower Risk Delivery of Software
Figure 0.1: Deployments per Day vs. Number of Developers
Figure 1.1: Lead Time vs. Process Time of a Deployment Operation
Figure 1.2: A Technology Value Stream with a Deployment Lead
Time of Three Months
Figure 1.3: A Technology Value Stream with a Lead Time of Minutes
Figure 1.4: The Three Ways
Figure 1.5: American Airlines’ DevOps Transformation Journey
Figure 2.1: An Example Kanban Board Spanning Requirements,
Dev, Test, Staging, and In Production
Figure 2.2: Simulation of “Envelope Game”
Figure 3.1: Feedback Cycle Times
Figure 3.2: Cycle Time vs. Andon Pulls at Excella
Table 4.1: The Westrum Organizational Typology Model
Figure 5.1: The Technology Adoption Curve
Figure 5.2: American Airlines’ Delivery Transformation
Table 5.1: American Airlines’ New Vocabulary
Figure 6.1: An Example Value Stream Map
Figure 6.2: Invest 20% of Capacity in those Who Create Positive,
User-Invisible Value
Figure 7.1: Functional vs. Market Orientation
Table 7.1: Specialists vs. Generalists vs. “E-shaped” Staff
 Figure 8.1: Functional Teams in Silos vs. Long-Lived, Multi-Skilled
Teams
Figure 10.1: The Deployment Pipeline
Figure 10.2: The Ideal and Non-Ideal Automated Testing Pyramids
Figure 10.3: Running Automated and Manual Tests in Parallel
Figure 12.1: Number of Developers Deploying per Week at Facebook
Figure 12.2: Daily Deployments at CSG International
Figure 12.3: Elite and High Performers Achieve Faster Deployment
Lead Times and MTTR (2019)
Figure 12.4: The Deployinator Console at Etsy
Figure 12.5: Blue-Green Deployment Patterns
Figure 12.6: The Canary Release Pattern
Figure 12.7: How Structure Influences Behavior and Quality
Figure 12.8: From Siloed Approach to Cross-Functional Teams
Figure 12.9: Conventional vs. Cross-Functional Structure
Figure 13.1: Google Cloud Datastore
Table 13.1: Architectural Archetypes
Figure 13.2: Blackboard Learn Code Repository: Before Building
Blocks
Figure 13.3: Blackboard Learn Code Repository: After Building
Blocks
Figure 14.1: Incident Resolution Time for Elite, High, Medium, and
Low Performers (2019)
Figure 14.2: Monitoring Framework
Figure 14.3: One Line of Code to Generate Telemetry using StatsD
and Graphite at Etsy
Figure 14.4: User Excitement of New Features in User Forum Posts
after Deployments
Figure 15.1: Standard Deviations (σ)Mean (μ) with Gaussian
Distribution
Figure 15.2: Downloads per Minute: Over-Alerting when Using
“Three Standard Deviation” Rule
Figure 15.3: Downloads per Minute: Histogram of Data Showing
Non-Gaussian Distribution
Figure 15.4: Netflix Customer Viewing Demand for Five Days
Figure 15.5: Netflix Scryer Forecasting Customer Traffic and the
Resulting AWS Schedule of Computer Resources
Figure 15.6: Autodesk Share Price and Thirty-Day Moving Average
Filter
Figure 15.7: Transaction Volume: Under-Alerting Using “Three
Standard Deviation” Rule
Figure 15.8: Transaction Volume: Using Kolmogorov-Smirnov Test
to Alert on Anomalies
Figure 16.1: Deployment to Etsy.com Causes PHP Run-Time
Warnings and Is Quickly Fixed
Figure 16.2: The “Service Handback” at Google
Figure 16.3: The LRR and HRR at Google
Figure 18.1: Comments and Suggestions on a GitHub Pull Request
Figure 18.2: Size of Change vs. Lead Time for Reviews at Google
Figure 21.1: The ASREDS Learning Loop
Figure 22.1: Jenkins Running Automated Security Testing
Figure 22.2: Number of Brakeman Security Vulnerabilities Detected
Figure 22.3: Time to Remediate vs. Time to Update Dependencies
(TTU)
Figure 22.4: Five Behavioral Clusters for Open-Source Projects
Figure 22.5: Developers See SQL Injection Attempts in Graphite at
Etsy
Figure AF.1: Average Development Window by Day of Week per User
Figure A.1: The Core, Chronic Conflict Facing Every IT Organization
Table A.1: The Downward Spiral
Figure A.2: Queue Size and Wait Times as Function of Percent
Utilization
Table A.2: Two Stories
Figure A.3: The Toyota Andon Cord
NOTE FROM THE PUBLISHER ON THE SECOND
EDITION

Impact of the First Edition

Since the original publication of The DevOps Handbook, data from the State
of DevOps Reports and other research continue to show that DevOps
improves time to value for businesses and increases productivity and
worker well-being. It also helps create nimble, agile businesses that can
adjust to overwhelming change, as witnessed in the COVID-19 pandemic
of 2020 and beyond.
“I think 2020 has been illuminating in showing what technology can
do in a time of incredible crisis,” Gene Kim said in his “State of DevOps:
2020 and Beyond” article. “The crisis provided a catalyst for rapid change.
And I’m thankful we were able to rise and meet it.”1
One of the underpinnings of DevOps and The DevOps Handbook is that
it shows—and is indeed written for—the horses not the unicorns of the
business and technology world. DevOps was never, and still is not, only
effective at technology giants—the FAANGs—or startups. This book and
the DevOps community as a whole have shown time and time again that
DevOps practices and processes can take even the most legacy-riddled, old
“horse” enterprise organization and turn it into a nimble technology
organization.
In 2021, it is clearer than ever before that every business is a
technology business and every leader is a technology leader. Not only can
technology no longer be ignored or relegated to the basements; it must
also be considered a vital part of the entire strategic endeavor of the
business.

Changes to the Second Edition

In this expanded edition of The DevOps Handbook, the authors have

updated the main text where new research, learnings, and experiences
have developed and shaped our understanding of DevOps and how it is
used in the industry. Additionally we are pleased to include renowned
researcher Dr. Nicole Forsgren as co-author to help update and expand the
text with new research and supporting metrics.

CONTINUOUS

LEARNING

We’ve added some additional insights and resources we’ve

learned since the first edition came out. These “Continuous
Learning” sections are highlighted throughout the book as
you see here and include new supporting data and
additional resources, tools, and techniques to use on your
DevOps journey.

We’ve also expanded the book with additional case studies to illustrate
how far DevOps has spread throughout all industries, especially how it has
spread beyond the IT department and into the C-suite itself. In addition,
at the end of each case study we have added a key takeaway or two that
highlight the most important, though not exclusive, lessons learned.
Finally, we’ve updated the conclusion to each part with new resources to
continue your learning journey.

What’s Next for DevOps and the Age of Software

If the past five years have taught us anything, it is how important

technology is and how much we can achieve when IT and the business
speak openly and honestly, as DevOps facilitates.
Perhaps nothing illustrates this more than the rapid changes that were
necessary due to the COVID-19 pandemic of 2020 and beyond. Through
the use of DevOps, organizations mobilized technology to get services to
customers, internal and external, in a moment of rapid, unprecedented
change. These large, complex organizations, known for their inability to
pivot and adapt quickly, suddenly had no other choice.
American Airlines also was able to take advantage of their ongoing
DevOps transformation to build big wins quickly, as you can read about in
Chapters 1 and 5.
Dr. Chris Strear relates his experiences using the Theory of Constraints
to optimize flow in hospitals, as you can read about in Chapter 2.
In 2020 Nationwide Building Society, the world’s largest mutual
financial institution, was able to respond in weeks to customer needs
versus the typical years, thanks to their ongoing DevOps transformation.
You can read more about their experience in Chapter 8.
But while technology is a piece of a successful transformation into
future ways of working, business leadership must lead the charge. The
bottleneck of today is no longer just technical practices (though they still
exist); the biggest challenge and necessity is getting business leadership on
board. Transformation must be co-created between the business and
technology, and the theories presented here can lead that change.
 The enterprise can no longer sustain a binary thought process: top
down or tech only. We must achieve true collaboration. Ninety percent of
that work involves getting the right people engaged, onboard, and aligned.
Start there and we can maintain the resulting motivation into the future.

—IT Revolution
Portland, OR
June 2021
FOREWORD TO THE SECOND EDITION

I
t has been five years since the first edition of The DevOps Handbook was
released. While so much has changed, so much has also remained the
same. Some of our tools and technologies are no longer in vogue or might
not exist, but that shouldn’t detract any readers. Although the technology
landscape has shifted, the underlying principles presented in this book
remain as relevant as ever.
In fact, the need for DevOps is even greater today, as organizations
need to deliver value quickly, safely, securely, and reliably to their
customers and users. To do this, they need to transform their internal
processes and leverage technology to deliver value—using DevOps
practices. This is true for organizations around the world and across all
industry verticals.
Over the past several years, I’ve led research in the annual State of
DevOps Reports (first with Puppet and later with DORA and Google), with
co-authors Jez Humble and Gene Kim. The research has confirmed that
many of the practices described in this book lead to improved outcomes
like speed and stability of software releases; reductions in deployment
pain and burnout of our engineers; and contributions to organizational
performance, including profitability, productivity, customer satisfaction,
effectiveness, and efficiency.
 For the second edition of The DevOps Handbook, we have refreshed the
text with updated data based on the latest research and best practices, and
included new case studies to share even more stories about what
transformations look like “on the ground.” Thanks for joining us on this
journey of continuous improvement.

—Nicole Forsgren, PhD

Partner at Microsoft Research
2021
FOREWORD TO THE FIRST EDITION

I
n the past, many fields of engineering have experienced a sort of
notable evolution, continually “leveling up” its understanding of its
own work. While there are university curriculums and professional
support organizations situated within specific disciplines of engineering
(civil, mechanical, electrical, nuclear, etc.), the fact is, modern society
needs all forms of engineering to recognize the benefits of and work in a
multidisciplinary way.
Think about the design of a high-performance vehicle. Where does the
work of a mechanical engineer end and the work of an electrical engineer
begin? Where (and how, and when) should someone with domain
knowledge of aerodynamics (who certainly would have well-formed
opinions on the shape, size, and placement of windows) collaborate with
an expert in passenger ergonomics? What about the chemical influences of
fuel mixture and oil on the materials of the engine and transmission over
the lifetime of the vehicle? There are other questions we can ask about the
design of an automobile, but the end result is the same: success in modern
technical endeavors absolutely requires multiple perspectives and
expertise to collaborate.
In order for a field or discipline to progress and mature, it needs to
reach a point where it can thoughtfully reflect on its origins, seek out a
diverse set of perspectives on those reflections, and place that synthesis
into a context that is useful for how the community pictures the future.
This book represents such a synthesis and should be seen as a seminal
collection of perspectives on the (I will argue, still emerging and quickly
evolving) field of software engineering and operations.
No matter what industry you are in, or what product or service your
organization provides, this way of thinking is paramount and necessary
for survival for every business and technology leader.

—John Allspaw, CTO, Etsy

Brooklyn, NY, August 2016
PREFACE

Aha!

T
he journey to complete The DevOps Handbook has been a long one—it
started with weekly working Skype calls between the co-authors in
February of 2011, with the vision of creating a prescriptive guide that
would serve as a companion to the as-yet-unfinished book The Phoenix
Project: A Novel About IT, DevOps, and Helping Your Business Win.
More than five years later, with over two thousand hours of work, The
DevOps Handbook is finally here. Completing this book has been an
extremely long process, although one that has been highly rewarding and
full of incredible learning, with a scope that is much broader than we
originally envisioned. Throughout the project, all the co-authors shared a
belief that DevOps is genuinely important, formed in a personal “aha”
moment much earlier in each of our professional careers, which I suspect
many of our readers will resonate with.

Gene Kim
I’ve had the privilege of studying high-performing technology
organizations since 1999, and one of the earliest findings was that
boundary-spanning between the different functional groups of IT
Operations, Information Security, and Development was critical to
success. But I still remember the first time I saw the magnitude of the
downward spiral that would result when these functions worked
toward opposing goals.
It was 2006, and I had the opportunity to spend a week with the
group that managed the outsourced IT Operations of a large airline
reservation service. They described the downstream consequences of
their large, annual software releases: each release would cause
immense chaos and disruption for the outsourcer as well as
customers; there would be SLA (service level agreement) penalties
because of the customer-impacting outages; there would be layoffs of
the most talented and experienced staff because of the resulting
profit shortfalls; there would be much unplanned work and
firefighting so that the remaining staff couldn’t work on the ever-
growing service request backlogs coming from customers; the
contract would be held together by the heroics of middle
management; and everyone felt that the contract would be doomed
to be put out for re-bid in three years.
The sense of hopelessness and futility that resulted created, for
me, the beginnings of a moral crusade. Development seemed to
always be viewed as strategic, but IT Operations was viewed as
tactical, often delegated away or outsourced entirely, only to return in
five years in worse shape than it was first handed over.
For many years, many of us knew that there must be a better way.
I remember seeing the talks coming out of the 2009 Velocity
Conference, describing amazing outcomes enabled by architecture,
technical practices, and cultural norms that we now know as DevOps.
I was so excited because it clearly pointed to the better way that we
had all been searching for. And helping spread that word was one of
my personal motivations to co-author The Phoenix Project. You can
imagine how incredibly rewarding it was to see the broader
 community react to that book, describing how it helped them achieve
their own “aha” moments.

Jez Humble
My DevOps “aha” moment was at a startup in 2000—my first job
after graduating. For some time, I was one of two technical staff. I did
everything: networking, programming, support, systems
administration. We deployed software to production by FTP directly
from our work-stations.
Then in 2004 I got a job at ThoughtWorks, a consultancy where
my first gig was working on a project involving about seventy people.
I was on a team of eight engineers whose full-time job was to deploy
our software into a production-like environment. In the beginning, it
was really stressful. But over a few months, we went from manual
deployments that took two weeks to an automated deployment that
took one hour, where we could roll forward and back in milliseconds
using the blue-green deployment pattern during normal business
hours.
That project inspired a lot of the ideas in both the Continuous
Delivery book and this one. A lot of what drives me and others
working in this space is the knowledge that, whatever your
constraints, we can always do better, and the desire to help people on
their journey.

Patrick Debois
For me, it was a collection of moments. In 2007 I was working on a
data center migration project with some Agile teams. I was jealous
that they had such high productivity—able to get so much done in so
little time.
For my next assignment, I started experimenting with Kanban in
Operations and saw how the dynamic of the team changed. Later, at
 the Agile Toronto 2008 conference, I presented my IEEE paper on
this, but I felt it didn’t resonate widely in the Agile community. We
started an Agile system administration group, but I overlooked the
human side of things.
After seeing the 2009 Velocity Conference presentation “10
Deploys per Day” by John Allspaw and Paul Hammond, I was
convinced others were thinking in a similar way. So I decided to
organize the first DevOpsDays, accidentally coining the term
DevOps.
The energy at the event was unique and contagious. When people
started to thank me because it changed their life for the better, I
understood the impact. I haven’t stopped promoting DevOps since.

John Willis
In 2008, I had just sold a consulting business that focused on large-
scale, legacy IT operations practices around configuration
management and monitoring (Tivoli) when I first met Luke Kanies
(the founder of Puppet Labs). Luke was giving a presentation on
Puppet at an O’Reilly open-source conference on configuration
management (CM).
At first I was just hanging out at the back of the room, killing
time and thinking, “What could this twenty-year-old tell me about
configuration management?” After all, I had literally been working my
entire life at some of the largest enterprises in the world, helping
them architect CM and other operations management solutions.
However, about five minutes into his session, I moved up to the first
row and realized everything I had been doing for the last twenty
years was wrong. Luke was describing what I now call second-
generation CM.
After his session, I had an opportunity to sit down and have
coffee with him. I was totally sold on what we now call infrastructure
 as code. However, while we met for coffee, Luke started going even
further, explaining his ideas. He started telling me he believed that
Operations was going to have to start behaving like software
developers. They were going to have to keep their configurations in
source control and adopt CI/CD delivery patterns for their workflow.
Being the old IT Operations person at the time, I think I replied to
him with something like, “That idea is going to sink like Led Zeppelin
with Ops folk.” (I was clearly wrong.)
Then about a year later, in 2009, at another O’Reilly conference,
Velocity, I saw Andrew Clay Shafer give a presentation on Agile
infrastructure. In his presentation, Andrew showed this iconic picture
of a wall between developers and Operations with a metaphorical
depiction of work being thrown over the wall. He coined this “the wall
of confusion.” The ideas he expressed in that presentation codified
what Luke was trying to tell me a year earlier. That was the light bulb
for me. Later that year, I was the only American invited to the
original DevOpsDays in Ghent. By the time that event was over, this
thing we call DevOps was clearly in my blood.

DevOps Myths

Clearly, the co-authors of this book all came to a similar epiphany, even if
they came there from very different directions. But there is now an
overwhelming weight of evidence that the problems described above
happen almost everywhere, and that the solutions associated with DevOps
are nearly universally applicable.
The goal of writing this book is to describe how to replicate the DevOps
transformations we’ve been a part of or have observed, as well as dispel
many of the myths of why DevOps won’t work in certain situations. Below
are some of the most common myths we hear about DevOps.
Myth—DevOps Is Only for Startups: While DevOps practices have been
pioneered by the web-scale, internet “unicorn” companies such as Google,
Amazon, Netflix, and Etsy, each of these organizations has, at some point
in their history, risked going out of business because of the problems
associated with more traditional “horse” organizations: highly dangerous
code releases that were prone to catastrophic failure, inability to release
features fast enough to beat the competition, compliance concerns, an
inability to scale, high levels of distrust between Development and
Operations, and so forth.
However, each of these organizations was able to transform their
architecture, technical practices, and culture to create the amazing
outcomes that we associate with DevOps. As Dr. Branden Williams, an
information security executive, said, “Let there be no more talk of DevOps
unicorns or horses but only thoroughbreds and horses heading to the glue
factory.”1

Myth—DevOps Replaces Agile: DevOps principles and practices are

compatible with Agile, with many observing that DevOps is a logical
continuation of the Agile journey that started in 2001. Agile often serves
as an effective enabler of DevOps because of its focus on small teams
continually delivering high-quality code to customers.
Many DevOps practices emerge if we continue to manage our work
beyond the goal of “potentially shippable code” at the end of each
iteration, extending it to having our code always in a deployable state, with
developers checking into trunk daily, and if we demonstrate our features
in production-like environments.

Myth—DevOps Is Incompatible with ITIL: Many view DevOps as a

backlash to ITIL or ITSM (IT Service Management), which was originally
published in 1989. ITIL has broadly influenced multiple generations of
Ops practitioners, including one of the co-authors, and is an ever-evolving
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G/7807 Philpott, R.
G/8226 Philpott, R. W.
G/5360 Phipps, C.
G/5493 Phipps, C.
G/21458 Phipps, E. W.
G/24348 Pickering, J. W.
G/20919 Pickett, H. A.
G/12032 Pierce, G.
T/240268 Pierce, J.
G/2958 Piesley, C. E.
G/5853 Piggott, H. W.
G/21024 Piggott, H.
G/12928 Piggott, J.
L/7974 Pigott, R.
G/22598 Pike, A.
G/6730 Pike, B.
L/7124 Pike, S.
S/10975 Pike, S. S.
T/1021 Pilbeam, A.
T/1141 Pilbeam, E.
G/5169 Pilcher, A.
G/861 Pilcher, G.
G/18667 Pilcher, W.
G/15517 Pilcher, W. H.
T/1060 Pile, E. T.
T/240837 Pile, G.
T/243066 Pinfold, G. H.
G/15520 Pink, H. H.
G/17646 Pinnell, H.
G/12925 Pinnock, E.
G/15659 Piper, E. G.
L/10529 Pipier, W. J.
G/4680 Pippard, S.
G/15660 Piprell, S.
G/140 Pitcher, E.
G/4979 Pitcher, R. C.
G/23939 Pitt, S.
G/9310 Pittock, G.
G/2853 Pitts, W.
L/9445 Plant, A.
G/24554 Platts, J. D.
G/17950 Player, H. J.
G/15661 Playford, G. T.
G/13158 Pledge, A. E.
G/21926 Plummer, R. J.
G/3924 Pointer, A. E.
L/9790 Pollard, J.
G/2718 Polley, B.
G/5750 Poole, F. W.
T/201668 Poole, J.
L/8360 Poole, J.
G/13692 Poole, H. E. W.
G/14469 Poole, L. J.
G/5104 Pope, J. G.
G/10327 Popeley, H.
G/203524 Pordage, S.
G/9408 Port, J. A.
L/5219 Port, W.
G/12557 Porter, P. S.
G/18320 Portlock, H.
G/19123 Pott, E. H.
G/12604 Potter, B. L.
T/202484 Potter, C. A.
S/399 Potter, F. A.
L/9473 Potter, G.
G/1052 Potter, S. D.
G/13626 Potts, G.
T/2997 Potts, R. V.
G/25820 Poulter, H. W.
G/1022 Poutney, G.
G/892 Povey, H.
G/553 Powell, F.
G/12612 Powell, L.
G/11798 Powell, P. J.
G/9344 Powell, T. G.
L/9654 Poynter, W. R.
S/10485 Pratt, C.
G/6614 Pratt, H.
T/241155 Preece, A. J.
S/489 Prendergast, D. E.
G/8600 Prescott, E. G.
L/7028 Prescott, W.
G/8964 Prett, F. H.
G/2914 Price, A.
G/7614 Price, A.
G/1607 Price, A. W.
T/20081 Price, E. G.
T/2797 Price, F. A.
G/4895 Price, F. H. W.
G/4785 Price, G.
G/20004 Price, H. C.
G/8761 Price, J. W.
G/12927 Price, J. E. F.
G/1962 Price, L.
G/1920 Price, W.
G/5345 Price, W. B.
S/358 Price, W. T.
G/887 Pride, A. J. F.
G/13615 Priest, C. W.
G/29202 Priest, J.
G/2089 Priest, S.
T/271000 Prince, P. O.
G/14703 Pring, C. C.
G/18901 Prior, A.
G/25419 Pritchard, D.
G/6142 Proctor, J. B.
G/8662 Pryke, A.
G/3704 Puckett, F.
G/2053 Pugh, S.
G/5619 Pull, O. C.
G/5108 Pullee, W.
G/4013 Pullman, H.
G/3124 Purdey, J.
G/6463 Purdie, W. T.
G/25881 Purkiss, H. E.
L/10655 Pursglove, W. S.
L/9413 Pye, F. R. C.
L/7861 Pyefinch, L. T.
G/10330 Pyett, G. H.

G/9198 Quaife, H.
G/9963 Quaife, R. W.
T/270324 Quaife, T.
G/18752 Quantrill, H.
G/5095 Queen, F. W.
T/201898 Quinn, F. G.
L/8750 Quittenden, L. F.

G/12095 Racher, R.
L/9785 Radford, S.
G/18864 Rainbow, A.
L/10366 Rainer, G. H.
L/10210 Raines, G.
G/5240 Ralph, A.
L/9880 Ralph, A.
G/425 Ralph, E.
G/9088 Ralph, F.
S/82 Ralph, J.
G/21188 Ramboux, A.
T/200871 Ramsden, C. A. L.
G/5981 Randall, A. E.
T/202924 Randall, C. R.
G/4074 Randall, H. G.
T/204236 Randle, H. G.
G/3326 Ranger, C.
G/25166 Ransom, E. J.
G/13165 Ransome, F.
G/14226 Rason, H. F.
G/19572 Rastall, C.
G/8745 Ratcliffe, H. F.
G/15522 Raven, A.
L/7689 Raven, F.
L/8760 Raven, I.
G/3738 Raynor, E. G.
G/5315 Read, A. J.
G/1530 Read, C. F.
G/2645 Read, E.
L/10033 Read, F. W.
T/270892 Read, H.
G/1928 Read, J. A.
G/3331 Read, P. W.
G/4391 Read, W.
G/2866 Read, W.
G/17634 Read, W. W. J.
G/661 Reader, H. W.
S/10156 Reader, J. H.
G/13660 Reader, W.
L/10408 Real, F. W. G.
T/270512 Reardon, F.
G/3469 Reddick, C. A.
G/8700 Redford, A.
G/5532 Redhead, T.
G/19150 Redhouse, E.
L/8453 Redman, L.
L/9251 Redman, W. S.
L/9058 Redmond, R. L.
G/23841 Reed, C.
L/8278 Reed, G.
S/8313 Reed, J.
T/201799 Reed, T. G.
G/24030 Reeve, C. S.
G/3638 Reeve, G. A.
L/9201 Reeve, H. G.
G/14227 Reeve, J.
G/5117 Reeves, F. V.
T/240098 Reeves, J. E.
G/1471 Reeves, R.
G/7942 Reeves, W. J.
L/9668 Regan, P. H.
G/24776 Reid, M. C.
G/6255 Reid, W. J.
G/18794 Reilly, A.
T/240764 Relf, F.
G/557 Relf, F.
S/152 Relf, R. G.
G/6690 Rendle, W.
G/36 Renouf, F. G.
G/18996 Rew, E. J.