e Phoenix Project. A Novel About IT, DevOps, and Helping Your Business Win. Gene Kim, Kevin Behr & George Spafford. Editorial Reviews. Review. “The Phoenix Project is a must read for business and IT executives. “The Phoenix Project” about an organization facing these challenges and showed how to apply DevOps principles to achieve significant improvements and .

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Five years after this sleeper hit took on the world of IT and flipped it on its head, the 5th Anniversary Edition of The Phoenix Project continues to. Title: The Phoenix Project PDF - Gene Kim - A Novel about IT, DevOps, and Helping Your Business Win, Author: Johnie Baldonado, Name. It's a novel about IT, DevOps and Helping Your Business Win by Gene Kim and his friends [=> The Phoenix Project eBook which has newly updated and.

Karl Matthias. The End of All Things. John Scalzi. Life 3. Max Tegmark. Death's End. Cixin Liu. Making Work Visible. Tonianne DeMaria. The Night Masquerade. Nnedi Okorafor. The Startup Way. Eric Ries.

Elon Musk. Ashlee Vance. Ancillary Mercy. Ann Leckie. Jeff Sutherland.

The Phoenix Project PDF Summary

Astrophysics for People in a Hurry. Neil deGrasse Tyson. Continuous Delivery.


Brad Thor. Smarter Faster Better. Charles Duhigg. High Output Management. Andrew S. Exit Strategy.

Martha Wells. How Google Works. Eric Schmidt. Rogue Protocol. The Collapsing Empire. All Systems Red. Agile Project Management Methodology for Beginners: Scrum Project Management for Beginners. Andy Webb. Arcanum Unbounded: The Cosmere Collection. Len Bass. David J. Jordan B. Dark Matter. Blake Crouch. Adam Grant. Persepolis Rising.

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James S. Ben Horowitz. The Lean Startup. Designing Data-Intensive Applications. Martin Kleppmann. The Undoing Project: Michael Lewis. Robert Cialdini. The Three-Body Problem. User Story Mapping. Jeff Patton. Jake Knapp.

The Book of Dust: Philip Pullman. Tribe of Mentors. Timothy Ferriss. Deep Work. Cal Newport. Empire Games. Charles Stross.

Malka Older. The Dark Forest. Hans Rosling. The Stone Sky. Zero to One. Peter Thiel. Bad Blood. It is wrtten by Gene Kim , Kevin Behr , and George Spafford and is a fictional story about how a company deals with IT Operations challenges and migrating from a dysfunctional organization into a high performing and optimized one using the concepts of Total Quality Mangement , Lean , and Systems Engineering.

It has been called a modern day version of The Goal: Goldratt and is the number 1 seller in its categories on site. This book focuses on creating a story in which concepts such as TQM, Lean and Systems Engineerign can be introduced and dicussed. Situations are described from multiple points of view including perspectives of the CEO, CFO, marketing, product management, development, information security, as well as operations itself. As an overview, it is a quick read and light on details but where it shines is in telling a story and establishing people and their priorities.

It does a good job of discussing operations challenges and providing a manufacturing analogy of work process, including how to manage constraints and blocking work.

The Theory of Constraints focuses on addressing constraints which are the slowest part of the process and gate the overall efficiency of the process. The goal is to work on optimizing the work around constraits to use those resources the most efficiently. A key component of this theory is the Five Focusing Steps:. Additional Reading: Wikipedia , Comparison with Newbold and Schragenheim , Description. The following are some excerpts from the book that I found useful. The site is a great way to take notes this way.

Properly elevating preventive work is at the heart of programs like Total Productive Maintenance, which has been embraced by the Lean Community. DevOps has benefitted tremendously from the work the Agile Community has done, showing how small teams operating with high trust combined with small batch sizes and smaller, more frequent software releases can dramatically increase productivity of Development organizations.

In fact, many of the key moments in the DevOps history happened at Agile conferences, in addition to the incredibly vibrant DevOpsDays events happening around the world since the first one was held in Mark Burgess, as well as continuous integration and continuous deployment pioneered by Jez Humble and David Farley , which is a prerequisite to achieving fast deployment flow.

DevOps also benefits from an astounding convergence of philosophical management movements, such as Lean Startup, Innovation Culture, Toyota Kata, Rugged Computing, and the Velocity community. All of these mutually reinforce each other, creating the conditions of a powerful coalition of forces that can accelerate DevOps adoption.

The necessary practices include continuous build, integration, and deployment, creating environments on demand, limiting work in process, and building safe systems and organizations that are safe to change. The Second Way is about the constant flow of fast feedback from right-to-left at all stages of the value stream, amplifying it to ensure that we can prevent problems from happening again or enable faster detection and recovery.

By doing this, we create quality at the source, creating or embedding knowledge where we need it. The Third Way is about creating a culture that fosters two things: continual experimentation, which requires taking risks and learning from success and failure, and understanding that repetition and practice is the prerequisite to mastery.

And when things go wrong, our constant repetition and daily practice is what allows us to have the skills and habits that enable us to retreat back to a place of safety and resume normal operations. The necessary practices include creating a culture of innovation and risk taking as opposed to fear or mindless order taking and high trust as opposed to low trust, command-and-control , allocating at least twenty percent of Development and IT Operations cycles towards nonfunctional requirements, and constant reinforcement that improvements are encouraged and celebrated.

Top DevOps Myths Just as with any transformational and disruptive movement, DevOps can be misunderstood or mischaracterized. Note that Agile is not a prerequisite for adopting DevOps. In order to accommodate the faster lead times and higher deployment frequencies associated with DevOps, many areas of the ITIL processes require automation, specifically around the change, configuration, and release processes.

Because we also require fast detection and recovery when service incidents occur, the ITIL disciplines of service design and incident and problem management remain as relevant as ever. However, more precisely, DevOps will often put more responsibility on Development to do code deployments and maintain service levels.

This merely means that Development is taking over many of the IT Operations and operations engineering functions. In order to support fast lead times and enable developer productivity, DevOps does require many IT Operations tasks to become self-service.

In other words, instead of Development opening up a work ticket and waiting for IT Operations to complete the work, many of these activities will be automated so that developers can do it themselves e. DevOps is only for open source software Although many of the DevOps success stories take place in organizations using software such as the LAMP stack,10 organizations are implementing DevOps patterns using Microsoft.

DevOps principles are universal, and they are largely independent of the underlying technology being used. Some of the DevOps patterns have specific technology requirements e. This goes far beyond just automation.

DevOps is only for startups and unicorns DevOps is applicable and relevant to any organization that must increase flow of planned work through Development, while maintaining quality, reliability, and security for the customer. In fact, we claim that DevOps is even more important for the horses than for the unicorns. However, most enterprise IT organizations will come up with countless reasons why they cannot adopt DevOps, or why it is not relevant for them.

One of the primary objections from horses is that all the unicorns e.


In other words, unicorns were born doing DevOps. In actuality, virtually every DevOps unicorn was once a horse and had all the problems associated with being a horse. site, up until , ran on the OBIDOS content delivery system, which became so problematic and dangerous to maintain that Werner Vogels, site CTO, transformed their entire organization and code to a service- oriented architecture. They committed themselves to a cultural transformation. Jay Parikh and Pedro Canahuati started their transformation to make code safe to deploy again.

DevOps is how any horse can became a unicorn, if they want to become one. Which is strange, because horses and unicorns are probably the same species. Unicorns are just horses with horns. Erik convinces Bill that there are four types of work that IT does: Business projects These are business initiatives, of which most Development projects encompass.

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These typically reside in the Project Management Office, which tracks all the official projects in an organization. Internal IT projects These include the infrastructure or IT Operations projects that business projects may create, as well as internally generated improvement projects e. Often these are not centrally tracked anywhere, instead residing with the budget owners e. These are often generated from the previous two types of work and are typically tracked in a ticketing system e.

The fact that two systems exist to track work for two different parts of the value stream can create problems, especially when handoffs are required. Incidentally, in some dedicated teams that own both the feature development and service delivery responsibilities, all work lives in the same system.

Unplanned work or recovery work These include operational incidents and problems, often caused by the previous types of work and always come at the expense of other planned work commitments.

My favorite and only graph in The Phoenix Project shows wait time as a function of how busy a resource at a work center is. The reason, of course, is that as the bottleneck of all work, Brent is constantly at or above one hundred percent utilization, and therefore, anytime we required work from him, the work just languished in queue, never worked on without expediting or escalating.

What the shape of the line shows is that, as resource utilization goes past eighty percent, wait time goes through the roof. The wait time is fifty percent divided by fifty percent, so one unit of time.

So, on average, our task would wait in the queue for one hour before it gets worked. In other words, our task would wait in queue nine times longer than if the resource were fifty percent idle.Timothy Ferriss. The Go Programming Language. The review must be at least 50 characters long. I'm secretly hoping he's Tyler Durden. James Holt described in more detail in the Further Reading section.

John Carreyrou. Deep Work. In fact, many of the key moments in the DevOps history happened at Agile conferences, in addition to the incredibly vibrant DevOpsDays events happening around the world since the first one was held in

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