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The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win Paperback – October 16, 2014
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The Three Ways Explained | The Phoenix Project
In The Phoenix Project, we describe the underpinning principles that all the DevOps patterns can be derived from as 'The Three Ways'. It is intended to describe the values and philosophies that guide DevOps processes and practices.
The First Way is about the left-to-right flow of work from Development to IT Operations to the customer. To maximize flow, we need small batch sizes and intervals of work, never passing defects to down-stream work centers and to constantly optimize for the global goals (as opposed to local goals such as Dev feature completion rates, Test find/fix ratios or Ops availability measures).
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 necessary practices include 'stopping the production line' when our builds and tests fail in the deployment pipeline, constantly elevating the improvement of daily work over daily work, creating fast automated test suites to ensure that code is always in a potentially deployable state, creating shared goals and shared pain between Development and IT Operations and creating pervasive production telemetry so that every-one can see whether code and environments are operating as designed and that customer goals are being met.
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.
Experimentation and risk taking are what enable us to relentlessly improve our system of work, which often requires us to do things very differently than how we’ve done it for decades. 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 non- functional requirements, and constant reinforcement that improvements are encouraged and celebrated.
“The Phoenix Project is a must read for business and IT executives struggling with the growing complexity of IT.” —Jim Whitehurst, President and CEO, Red Hat, Inc.
"The Phoenix Project is a great way to get non-technical managers to understand what developers do. Every person involved in a failed IT project should be forced to read this book." —Tim O'Reilly, Founder & CEO, O'Reilly Media
"A must-read for anyone wanting to transform their IT to enable the business to win. Told through an absorbing story that is impossible to put down, the authors teach the essential lessons in an accessible way. Every business leader and IT professional should read this book!" -- Mike Orzen, co-author of the the Shingo Prize winning book Lean IT - Enabling and Sustaining Your Lean Transformation
"This book is a gripping read that captures brilliantly the dilemmas that face companies which depend on IT, and offers real-world solutions. As Deming reminds us, 'It is not necessary to change. Survival is not mandatory.' The Phoenix Project will have a profound effect on IT, just as Dr. Goldratt's book The Goal did for manufacturing." -- Jez Humble, co-author of the Jolt award-winning book Continuous Delivery and Principal at ThoughtWorks Studios
"This book is the modern day version of The Goal. Today, our constraints aren't robots inside our factories, but it's how we manage technologies like Tomcat and Java that power our most critical projects and applications. This book continues the journey that began with Shewhart, Deming, Ohno and Dr. Goldratt, and shows us how to diminish our modern constraints to help the business win." -- John Willis, VP Client Services and Enablement, enStratus, Host of "DevOps Cafe"
"This is the IT swamp draining manual for anyone who is neck deep in alligators." -- Adrian Cockcroft, Cloud Architect at Netflix
"This insightful walk through the pain and success of business will trigger deja vu for anyone who has ever run afoul of their complete reliance in their IT organization. I see my own experiences in every stage of the story." -- Dr. Thomas Longstaff, Program Chair, Computer Science, Engineering for Professionals, The Johns Hopkins University
About the Author
Gene Kim is a multiple award winning CTO, researcher and author. He was founder and CTO of Tripwire for 13 years and has worked with some of the top Internet companies on improving deployment flow and increasing the rigor around IT operational processes. In 2007, ComputerWorld added Gene to the "40 Innovative IT People Under The Age Of 40" list, and was given the Outstanding Alumnus Award by the Department of Computer Sciences at Purdue University.
Kevin Behr is the founder of the Information Technology Process Institute (ITPI) and the Chief Strategist for the CIO and Board Advisory Practice at Assemblage Pointe, where Kevin has built a unique consulting practice that mentors and coaches IT organizations to increase their business effectiveness and competitive advantage now and over the long term through the application of improvement sciences.
George Spafford is a Research Director for Gartner covering process improvement in IT operations that leverage best practice references. He is a prolific author and speaker, and has consulted and conducted training on strategy, IT management, information security and overall service improvement in the U.S., Canada, Australia, New Zealand and China.
Top customer reviews
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This book promotes LEAN and DevOps theories and is a good, non-technical primer on those topics.
I appreciated the footnotes and appendices to research topics further. And, for the record, I am quite technical and while the technical aspects are there, it isn't deep enough to obscure the message to non-technical people.
I then finished it in two days and began re-reading it.
Gene Kim's sneaky introduction into the idea of DevOps is an exciting, terrifying, and above all accurate representation of a major IT department. Anyone who has ever been in an IT Department will immediately empathize with Bill as he has to deal with mismanagement both outside and inside the IT department. It's obvious how much experience and research went into this book as Bill slowly works his way through the muck and outages that plague his work.
There are some weaknesses to this book, like how Erik can be just a bit TOO vague for seemingly no reason at all, but none of them ever made me consider putting the book down. I'll definitely be checking out some of Gene's other books to see if his other titles hold up as well as this one.
If you have ever been employed in IT, you'll find something to love in this book
It is a parable designed to teach a concept - in this case DevOps. Closely modeled after Goldratt's "The Goal".
The ending is weak. It goes from problems and disasters, enlightenment helped by guru, magic happens, nirvana. The need for an integrated Development & Operations approach is clearly drawn. The way that everything is wrapped up at the end would make for a very weak hollywood drama.
The ending aside, I highly recommend this book as an easy to read way to get your head around DevOps. The Kindle version has a supplement that is well worth reading too. The recommended books are very very good - Goldratt's The Goal, Anderson's Kanbanbook, Continuous development - etc. All excellent stuff.
Though it is idealized, I found it easy to read. It has given me - an IT manager in charge of both support and development - some ideas which I'm now pursing.
The book's purpose appears to be to provide the principles that characterize world-class IT organizations - and does so by illustrating those principles within the mechanism of a most entertaining story. Consequently, the book struck me as an ideal accompaniment to a company-sponsored course addressing IT process improvements -- although the book can easily be read on its own as well.
Others reviews have focused on the story itself. My feeling is that the more experience you've had within (or interacting with) an IT organization, the more the book will relate to your own experiences and so the more interesting the story will be to you (and the more inspired you will be to do something to help fix your own company's IT organization). I gave the book four stars because it is a great IT-related book of fiction, but not a great book of fiction.
It's also a very easy, entertaining read that is well laid out.
Most recent customer reviews
What they have summarized in last chapter is useful.