Using a novel, the authors illustrate the complex processes, interlinkages and dynamics involving IT. They also explain how leaders can leverage IT to create a real competitive advantage. In this free version of The Phoenix Project summary, we’ll outline the key points in the book. Collaborative work, shared goals, experimentation, and a culture of learning are effective means to build quality and functionality, and make the company achieve success in the market.
- The key is to focus on the value stream, or how value flows through the production process.
- Let’s take a quick look below at the key concepts and principles covered in the book, and how the team applied them to transform Parts Unlimited.
- The more work that goes through this process, the longer each task will sit in line and become delayed.
- You need a deployment pipeline where you can create test and production environments, and then deploy code into them, entirely on-demand.
You must find where you’ve under-scoped IT, where certain portions of the processes and technology you manage actively jeopardises the achievement of business goals. And secondly, where IT might be over-scoped, where you focused on the problems that bring little value to the business. The Third Way is all about ensuring that we’re continually putting tension into the system, so that we’re continually reinforcing habits and improving something. Resilience engineering is tells us that routinely injecting faults into the system, doing them frequently, to make them less painful. Gathering prerequisites of what you need before you can complete work allows you to build a bill of resources.
Book Review of The Phoenix Project: DevOps For Everyone
If you’re caught in the IT spiral of death, the first step to regaining control is to take stock of your true capacity and constraints, and eliminate as much unplanned work as possible. •Unplanned work is the most dangerous type of work, because it disrupts all 3 types of planned work above. Any resource spent on unplanned work (e.g. environment outage or database failure) means that the resource is not being used for other priorities.
- Reading this book for the first time in 2013, the concept of DevOps was rapidly growing in acceptance and delivering exceptional gains in IT value delivery.
- Instead of approval and compliance processes, the hallmark of a low-trust command-and-control management culture, we rely on peer review to ensure that everyone has confidence int he quality of their code.
- You must find where you’ve under-scoped IT, where certain portions of the processes and technology you manage actively jeopardises the achievement of business goals.
- In most plants, there are a very small number of resources, whether it’s men, machines, or materials, that dictates the output of the entire system.
- The book talks of “The Three Ways”- underlying principles of the DevOps processes and the practices.
- Fostering a culture of continuous experimentation entails to taking risks and learning from both success and failure.
These principles are based on more than a century of sound management practices. High performers are deploying features more quickly, while providing world-class levels of reliability, stability, and security, enabling them to out-experiment their competitors in the marketplace. Delivering these high levels of reliability actually requires that changes be made frequently. The cycle time needed in order to keep up with customer demand.
Every time you let these people fix something that nobody else can replicate, these people get smarter and the entire system gets dumber. The applications were eventually brought online but the company had to submit payroll using the prior pay period. The local newspaper reports on the payroll failure after the Union complains.
- Then you need to automate the entire environment creation process.
- On the Theory of Constraints, any improvements made anywhere besides the bottleneck are an illusion.
- Bill is not convinced that he wants this challenge, given the current issues being faced by the company.
- She also owns the trouble ticketing system, monitoring, and running the change management meetings.
Information Security at Parts Unlimited often make urgent demands and so the development teams don’t invite them to many meetings. The InfoSec team does not follow the change management process and it always causes problems. Business as usual demands, unclear processes, and unrealistic business expectations mean that Bill has a thankless, almost impossible job. Working late nights, weekends, forsaking any hope of having a work-life balance, he does his best to deliver. Bill quickly realises that this will be impossible given the current way of working at Parts Unlimited’s IT department.