student
The article considers DevOps as a financial decision-making system, where engineering metrics are directly linked to the profit and loss report. It shows how the “cost per minute of downtime” and cost of delay convert DORA indicators (delivery time, release frequency, failure rate, MTTR) into money, and SLO/SLA and error budget set the economical pace of changes. Practices that reduce risk and the delivery cycle are described: small increments under feature flags, canary/blue-green laying outs, observability “from the client”. It shows how FinOps and show/charge-back align the cost of a transaction, and the platform layer with its SLA and “internal prices” reduces the “approval tax”. A prioritization framework according to WSJF with the actual cost of delay is proposed. Conclusion: it makes sense to speed up where the price of a day is higher than the risk, and reliability pays off by reducing expected losses. The methodology includes an economic assessment of incidents, a calendar of calculations based on the “cost of error” and controlled limits on unfinished work.
DevOps, DORA, SLO, SLA, MTTR, cost of downtime, cost of delay, WSJF, error budget, feature flags, canary releases, blue-green, observability, FinOps, show/charge-back, platform layer
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