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.
DevOps first tries to remove bottlenecks before making any improvements. It also uses rapid feedback loops to reduce or even eliminate future production problems. Hence, IT professionals can notice problems quickly and immediately fix them, therefore avoiding disruptions to work.
Finally, the authors explain the three ways from which DevOps derives its principles. Every so-called unicorn started out having the same problems of a conventional horse. These unicorns did not use DevOps from the very beginning — they graduated to it. The authors believe that DevOps is even more significant to horses than it is for start-ups and unicorns. DevOps is created to help increase customer satisfaction, improve product quality, and fuel and speed up experimentation and innovation.
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PT ES. 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.
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. Sixty-three hours, just in queue time? Assuming that all work centers were ninety percent busy, the graph shows us that the average wait time at each work center is nine hours—and because the work had to go through seven work centers, the total wait time is seven times that: sixty-three hours. That means for My fellow coauthor, George Spafford, and I were first introduced to this graph that so brilliantly shows the destructive nature of long queue times caused by high resource utilization when we both took the EM Constraints Management course at Washington State University from Dr.
James Holt described in more detail in the Further Reading section. My opinion? The goal of science is to explain the largest amount of observed phenomenon with the fewest number of principles, and to reveal surprising insights. I think the graph serves that purpose, and it is the most effective way of communicating the catastrophic consequences of overloaded IT workers and the fallacies of using typical project management techniques for IT Operations.
Further Reading One of the most requested items has been a list of recommended reading and further resources to learn more about the philosophies, tools, and techniques that were used in the book. I consulted many sources for the actual planning and construction of the novel. This book has been incorporated into many MBA curriculums, influenced multiple generations of business leaders, and sold over six million copies to date.
My coauthors and I studied this book for nearly a decade, getting ready to write The Phoenix Project. In many ways, I view our book as an homage to The Goal. We attempted to mirror most of the book structure and plot elements, while making it contemporary, relevant, and, I hope, more dramatic.
Goldratt would have written if he wrote The Goal today, and had Tarantino or Scorsese as a novel coach. In The Goal, Dr.
Briefly, the five original TOC steps are: Identify the constraint Subordinate all other activities to the constraint Elevate the constraint to new levels Find the next constraint In The Goal, the constraints were initially the famous NCX robot, then the heat treat ovens, and then the constraint becomes market demand.
In The Phoenix Project, the constraint was initially Brent because he was always dealing with unplanned work, then the application deployment process, and then the constraint moved outside the organization because the needed MRP application support was outsourced.
In Dr. It includes all of his recorded lectures from and is a breathtaking tour of Dr.
Eight years ago, it was well known that the Thinking Processes were the tools and techniques he used to construct The Goal. Nor were there any nontrivial or correct examples that we could find by scouring the Internet. Much has changed since then. And many shortcuts have been developed that are not reflected in Dr.
Lencioni to achieve the DevOps ideal. Often, the first step in using Mr.
When my old boss, Jim B. In turn, we all had to share some elements of our own stories, showing vulnerability to each other and enabling the next step, which is to stop fearing conflict.
Jim set the tone of the honesty and candor he demanded from everyone, and, trust me, it changed how we behaved and executed, and we started acting more like a team.
This was probably one of the most important lessons in my life. It is now my aspiration in every domain of my life to never fear conflict, never be afraid to tell the truth, and never be afraid to say what I really think.
From my professional experience, the cost and true consequence of not being able to have candid discussions about problems that everyone knows about, but is unwilling to confront, is incredibly high.
Tackling this problem requires overcoming some of our most ingrained and learned behaviors, but the rewards are worth it. It includes two days of fieldwork in a real manufacturing plant. If I could take the liberty of describing Mr. He describes that stage of his journey as capturing and codifying the observed Toyota practices that led to their extraordinary and market-leading performance. I believe that this is one of the most extraordinary contributions to the world of process improvement.
The most obvious manifestation of the Toyota Kata is the two-week improvement cycle, in which every work center supervisor must improve something anything! To quote Mr. In its day-to-day management, Toyota teaches a way of working—a kata—that has helped make it so successful over the last six decades.
Rother describes who were never able to replicate the performance of Toyota. Kata impacts your organization by providing a systematic, scientific routine that can be applied to any problem or challenge, commonizing how the members of an organization develop solutions, migrating managers toward a role of coach and mentor, by having them practice coaching cycles, and framing PDCA in a way that has people taking small steps every day. These two-week improvement cycles put constant pressure into the system, forcing it to improve.
Rother asserts that if a system is not improving, the result is not a steady state. Instead, because of entropy, organizational performance declines. In one of the most startling case studies, Mr. Rother describes observing how a certain work center that was able to decrease the number of workers from six to four.
Over the next six weeks, however, the number of workers gradually grew back to six. Patterns like those in the Netflix culture, such as relentless improvement and innovation, ruthless eradication of variance, and injecting faults into the production environment embodied in tools such as the famous Chaos Monkey , are the perfect embodiment of the Improvement Kata that Mr.