Private corporate batches, live online cohorts and 1-on-1 mentoring in connecting business outcomes to delivery — value stream mapping, flow metrics, product funding and hypothesis-driven work — taught by a practitioner who runs it in production.
20 years across DevOps, SRE and Security · 10,000+ engineers trained · Trained teams at JPMorgan Chase, Verizon, Nokia and the World Bank
Principal DevOps Engineer & Architect
Rajesh teaches BizDevOps as measurement and design work rather than as a culture talk: mapping a real value stream and quantifying wait time against process time, instrumenting flow and DORA metrics from the tools a team already uses, writing hypotheses with a defined success measure before the code is built, and running flag-gated experiments whose results are read honestly. Sessions deal with the awkward parts — metrics being used as targets, an outcome nobody can measure, funding that resets every quarter — because those are what stop the practice rather than any missing tool.
Twenty years across DevOps, SRE and Security, in principal and architect roles at PayPay, SoftwareAG, ServiceNow, JDA Software, Intuit, Adobe and others. He has trained engineers at JPMorgan Chase, Verizon, Nokia, the World Bank, VMware, Oracle, Mercedes-Benz and Airbus — more than 10,000 people personally. He teaches what he runs, not what he reads.
You are booked with a named engineer, and that is who turns up. Marketplaces and larger providers rotate whoever is free, so the person who sold you the agenda is rarely the person teaching it.
The same trainer is available for the next engagement, which matters when a team builds on what it learned last time.
Your batch is assigned a named trainer before it starts, and that is who teaches it. See the full faculty.
Engagements are matched on the tool, not the calendar. For BizDevOps that means a trainer who has run it in production — connecting business outcomes to delivery — value stream mapping, flow metrics, product funding and hypothesis-driven work — rather than whoever is free that week. You are told who is teaching before you commit, and that person is on the discovery call that shapes the agenda.
Where a batch is large enough to need a second trainer, the pairing is declared up front. The lead trainer stays accountable for the syllabus and the assessment either way.
Principal DevOps Engineer & Architect
Twenty years across DevOps, SRE and Security in principal and architect roles at PayPay, SoftwareAG, ServiceNow, JDA Software, Intuit, Adobe, IBM/Emptoris, Ness, MindTree and Accenture. He has trained more than 10,000 engineers personally, at organisations including JPMorgan Chase, Verizon, Nokia, the World Bank, VMware, Oracle, Mercedes-Benz and Airbus. He teaches what he runs, not what he reads.
Teams of 8–30
Custom agenda, your timezone, onsite or online, NDA-friendly.
Request a quoteIndividual engineers
A private instructor and a curriculum built around your goal.
₹99,999Individuals who want peers
Scheduled batch, max 8 to 10 hours of live instruction.
₹34,999A private batch starts with a discovery call. We look at the stack you actually run — the CI system, the cloud, the constraints — and map the agenda onto it, so examples use your topology rather than a generic one.
Delivery is onsite at your premises, live online, or hybrid, scheduled around your release calendar rather than ours. Batches run 8 to 30 engineers.
Every attendee leaves with recordings, slides, lab repositories and a completion certificate. You receive an attendance and assessment report. Invoicing supports PO and GST.
Talk to us about a private BizDevOps batchBizDevOps is the name given to extending DevOps upstream, past the pipeline, into the decisions about what gets built and why. The label is marketing; the problem it points at is not. Many organisations now deploy several times a day and still cannot say whether the last quarter of work moved a business number, because the connection between an idea, the work item that implements it and the outcome it was supposed to produce is broken in three separate places.
BizDevOps as a practice is therefore built from things that already have substance behind them. Value stream management maps the path from idea to cash and exposes where work waits rather than where it is worked on — in most organisations, wait time dwarfs process time. Flow metrics and the DORA measures together describe the delivery system: how quickly it moves, how much of its capacity goes to features versus defects and debt, and how safely it changes. Product funding replaces project funding so a persistent team can pursue an outcome instead of delivering a scope. Hypothesis-driven delivery frames work as a testable claim with an instrumented result, using feature flags and experiments so a release produces evidence rather than a status update.
The course teaches those mechanics and the organisational design around them: how business stakeholders participate in prioritisation with real data, how cost of delay and weighted shortest job first change a backlog conversation, how outcomes are expressed as measurable indicators rather than adjectives, and what a review looks like when delivery metrics and business results are read in the same meeting by the same people.
The delivery bottleneck has moved. A decade of DevOps investment made deployment cheap and frequent for many organisations, which means throughput is no longer the constraint — choosing correctly is. When a team can ship daily, the cost of building the wrong thing rises, and the absence of any measurement connecting release to result becomes the expensive gap rather than an academic one.
Funding pressure has made this concrete. Technology budgets are being scrutinised in a way they were not during the growth years, and 'we delivered the roadmap' has stopped being an acceptable answer to what the money bought. Boards increasingly ask for outcome measures, unit economics and evidence that investment is reallocated when something is not working — all of which require the delivery system to be instrumented end to end rather than at the pipeline only.
The operating model is shifting to match. Organisations are moving from projects to durable product teams, adopting flow and DORA metrics, and using feature flags and experiments that were once specialist infrastructure and are now routine. What is scarce is the person who can hold both halves: read a value stream map and a deployment pipeline, define an outcome that survives a finance review, and run the cadence that keeps business and engineering looking at the same evidence.
An honest framing of the term and the gap behind it. The hand-off economics between business and delivery, why fast pipelines do not produce fast outcomes, the project-to-product shift, and the failure modes this course is built to fix — output reporting, unmeasurable objectives and a backlog ordered by whoever asked loudest.
Topics: What the label means and where it is just marketing · Hand-off cost between business, delivery and operations · Output versus outcome, and why status reporting persists · Project funding, scope contracts and the incentives they create · The product operating model and what it demands of the business side · Common failure modes: vanity metrics, unmeasurable goals, HiPPO prioritisation · What good looks like, described concretely enough to test
Seeing the whole path. Identifying the value stream and its boundaries, mapping the steps with process time, wait time and rework loops, calculating flow efficiency, finding the constraint, and running value stream management as a repeated exercise rather than a one-off workshop poster.
Topics: Identifying value streams and setting the boundaries honestly · Mapping steps: process time, wait time, percent complete and accurate · Flow efficiency and what a typical number actually looks like · Queues, batch size and the arithmetic of wait time · Finding the constraint and resisting the urge to optimise elsewhere · Approval, environment and dependency delays as first-class steps · Re-mapping after change, and value stream management tooling · Getting the data: what the tracker knows and what only people know
Measuring the delivery system without corrupting it. Flow velocity, efficiency, time, load and distribution; the four DORA measures and how to compute them from existing data; how the two sets answer different questions; and the discipline that keeps metrics diagnostic rather than turning them into targets teams optimise against.
Topics: Flow framework metrics: velocity, efficiency, time, load, distribution · Flow distribution as the portfolio conversation: features, defects, debt, risk · DORA: deployment frequency, lead time for change, change failure rate, failed deployment recovery time · Computing both from version control and issue tracker data · Work item hygiene: the data quality this depends on · Goodhart's law in practice, and metrics that must never be targets · Comparing teams honestly, or deciding not to · Building the metric pipeline and dashboard
Turning intent into something measurable. Objectives and key results done without theatre, leading versus lagging indicators, outcome trees that connect a business goal to the work beneath it, cost of delay and weighted shortest job first, and business-facing service levels that make reliability part of the same conversation.
Topics: Writing objectives with key results that are measurable and not disguised tasks · Leading versus lagging indicators, and instrumenting the leading ones · Outcome trees: from business goal to team-level measure to work item · Cost of delay: components, estimation and honest uncertainty · Weighted shortest job first and its arguments · Business-facing service levels and error budgets in commercial terms · Handling initiatives whose outcome genuinely cannot be measured · Killing work: the decision nobody schedules
Making a release produce evidence. Framing work as a hypothesis with a defined success measure and a decision rule agreed in advance, minimum viable instrumentation, feature flags for release control and targeting, A/B and canary experiments, and reading results honestly — including the negative ones.
Topics: Hypothesis format: change, expected effect, measure, decision rule · Minimum viable instrumentation and event design · Product analytics: events, funnels, cohorts and their pitfalls · Feature flags for release control, targeting and progressive rollout · A/B tests, canary releases and when each is the right instrument · Sample size, duration and stopping rules in plain terms · Reading a null or negative result without rationalising it · Flag debt and the cleanup discipline nobody schedules
The structural half. Moving from project funding to persistent product funding, incremental funding with real decision points, business cases that survive iterative delivery, portfolio views that show flow distribution across teams, and connecting delivery cost to the cloud and licence spend that produces it.
Topics: Project versus product funding, and the transition problem · Incremental funding, tranche reviews and genuine stop decisions · Business cases that assume learning rather than certainty · Capitalisation and accounting realities of iterative delivery · Portfolio-level flow distribution and capacity allocation · Connecting delivery spend to run cost and unit economics · Governance that reads evidence rather than status · Reporting to a board without reverting to output metrics
Making it stick. The working interface between product, business stakeholders and engineering; dual-track discovery and delivery; the review cadence where flow, quality and outcome data are read together; and a rollout sequence that starts with one value stream instead of a transformation programme.
Topics: Roles at the interface: product, business analysis, engineering, data · Dual-track discovery and delivery without a discovery bottleneck · Stakeholder cadence: weekly, monthly and quarterly rhythms · The joint review: flow, quality, cost and outcome in one pack · Team topologies and dependency management across value streams · Starting with one value stream and expanding on evidence · Sustaining the practice when a key sponsor leaves · Anti-patterns: a BizDevOps team, a new dashboard product, a renamed PMO
We rebuild the agenda around the tools you actually run.
Request a custom agendaMap one end-to-end value stream from real work items, calculate flow efficiency, and quantify the largest queue in days rather than in adjectives.
Build a metric pipeline from version control and issue tracker data, produce the four DORA measures and flow distribution, and write the interpretation guide that goes with them.
Take a real business objective, build an outcome tree down to team-level leading indicators, and re-rank the backlog by cost of delay.
Instrument a change, release it behind a feature flag to a segment, agree the decision rule before reading the data, and act on the result including when it is negative.
Build the joint review pack — flow, quality, cost and outcome data — and run the session with business and delivery participants reading the same evidence.
Deliver the operating model, measurement, funding proposal and rollout sequence for connecting outcomes to delivery in a single value stream, with explicit abandonment criteria.
Billed yearly at ₹9,996
Max 8 to 10 hours of live instruction
Full program, private instructor
8–30 engineers · custom agenda · onsite or online · PO and GST invoicing
Refunds. If we cancel or postpone a cohort, you get a full refund within 15 days. There is no money-back guarantee otherwise.
Terms. Course material remains licensed to the attendee. Read the terms.
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Certificate of completion
Helped to understand more on overall DevOps concepts.
Got good lab sessions which kept the new DevOps tool learnings to the point and it helped a lot in my career.
Great learning experience from a very knowledgeable instructor with well-prepared course notes. The lab exercises on AWS instance work well to learn the hands-on side of the course.
Rajesh is a very good trainer I have experienced in DevSecOps training. The number of contents in different topics he has posted on the DevOpsSchool public website are amazing and user friendly for beginners and experienced professionals.
The trainer (Rajesh) provided very good sessions on SRE profession. Not only hands-on learning on the tools but also SRE mindset.
Very good training session. Well explained from the basics to the complex concepts. Also tried to cover practicals and demos within the 3 hour sessions. The learning content and videos are of a great deal of help.
| What matters | YouTube + blogs | Generic online course | Freelance marketplace | DevOpsSchool |
|---|---|---|---|---|
| Named practitioner | No | Rarely | Varies per booking | Yes — same trainer each time |
| Production experience | Unknown | Unknown | Unverified | 20 years, named employers |
| Custom agenda | No | No | Sometimes | Built from your stack |
| Onsite delivery | No | No | Sometimes | Yes |
| Lab environment | None | Sandbox that expires | Varies | Your own cloud — skill goes with you |
| Assessment | None | Quiz | Rarely | Assignments + capstone per module |
| Per-attendee certificates | No | Sometimes | Rarely | Yes |
| Corporate invoicing | No | Limited | Varies | PO and GST |
| Post-training support | None | Forum, time-limited | None | Lifetime forum access |
Tell us the team, the stack and the timeline. You'll get a straight answer, not a sales sequence.
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