This book is timely and helping to drive a movement in Business IT operations. I witnessed it once and am doing so again. In 1986 I started out work in one of the production plants of a global consumer goods business. Being an engineer but new to production control I had to learn through APICS MRP (Material Requirements Planning) and MRP 2 (Manufacturing Resource Planning). I got first hand exposure to the then horrid current state. We had over 20 000 hours of WIP and it took an average of 20 weeks lead time to get jobs through the shop. Urgency and fire fighting missed deadlines was the way of working. It was untenable as we were killing ourselves. I was fortunate to be assigned to start work on an improvement initiative. I came across and read a book that was just staring to sweep the manufacturing world at the time - called the Goal. We implemented these principles on Theory of Constraints over a period of months and eventually we reduced the WIP to 3000 hours and throughput to less than 4 weeks. It was mostly practices and understanding, advanced software sophistication like automatic schedule optimisation came only as we cleaned house and wanted further optimisation.
Capitalising on this early success and riding the evolving ERP wave, I went on to eventually run global business and technology transformations. Getting to grips with building mission critical systems and delivering them for operations then updating them I always innovated and used what principles from this early learning I could to improve success and results in what limited way I could and it always worked. The issue was always a means to get broader understanding and buy in, as its "not the way it's done". I witnessed and helped the rise of the Waterfall Method with ERP and helped to necessarily transform it with hybrid agile on EPM/EDW transformation programs. I embraced the lean movement in software as an evolution to agile, and again the ground swell from the movement really helps delivering transformation program's.
But still up to today broadly speaking we are missing the big picture. Seeing at least 3 distinct functions and phases from Business need, a big slow transformation delivery team - then weak hand off to operations having consumed all time and budget - to either put in lock down and eventually redo again, there has to be a better way. Business never stops, as survival depends on it, and waits for nothing. Like water, business will find a way round every obstacle and in the process the business will succeed or not. We saw the start of this block and circumvention a few years back to current time with earlier and continued adoption by business bypassing IT ops and governance with business procured Cloud solutions like CRM as corporate IT is in lock down. Often for very good and valid reasons from IT perspective. But at a real overall cost and risk to business in the big picture this is no longer an option.
With the necessary formation of new organisation structures to enable fast competitive advantage, the growth of new data types and innovation everywhere - and the possibilities enabled by new technologies, it's truly necessary time to bring corporate - Enterprise IT and Business back together. Its imperative to create a true collaborative value added partnership - together. Business does need IT as everything is becoming digitised and IT must support and enable business to achieve its objectives. You don't and cannot outsource or lock down your means to innovation and you need technology to succeed. It's that simple.
As with the Goal and OPT movement almost 30 years ago this book is a clever pointer to the way forwards - starting from where at least many firms would recognise today they are at. Manufacturing firms would never go back to the days of MRP and push schedules and neither would Firms already reaping advantage of this path. The book points to the future orientation of the only way strategic IT and Business will function, actionable today. The book will stimulate thought and conversation with small teams sharing a common problem of finding a way forward, and start to introduce a common language and ideas in principle that can understood discussed aligned met and experimented with small focussed steps. We now implement many of these things into our programmes and operations and seek continuously to improve further. The process works. The quicker firms and teams and new transformation programmes wake up to this, surely the better off they will be.
If you are from the business or IT side of the equation, feeling stuck, pressed to do something, or just wondering what you could do or should do, and want to bring a team along with you by starting a conversation, you could do worse than circulating a copy of this book around the team and leaders - and scheduling a follow up meeting for a gentle brainstorm. You may be pleasantly surprised where you end up!
Descarga la app de Kindle gratis y comienza a leer libros Kindle al instante desde tu smartphone, tablet o computadora, sin necesidad de ningún dispositivo Kindle.
Lee al instante desde tu navegador con Kindle para la web.
Usando la cámara de tu celular escanea el siguiente código y descarga la aplicación Kindle.
Great on Kindle
Una experiencia grandiosa. Por un mejor valor.
Poniendo nuestro mejor libro al frente
Cada libro Great on Kindle ofrece un set completo de características Kindle, a un mejor precio para mantener a tu billetera feliz.
Explora tu libro y regresa donde quedaste gracias a Page Flip.
Ve increíbles gráficos, mapas e imágenes que te permiten acercarlas para mirar más de cerca.
Disfruta lo que hace que la lectura digital sea excelente - comienza a leer de inmediato, lleva tu biblioteca contigo, ajusta la fuente, haz notas y resalta, y más.
Encuentra detalles adicionales acerca de eventos, personas y lugares en tu libro gracias a X-Ray.
Obtén la aplicación Kindle gratis: 
La mejor experiencia de lectura para este libro está disponible en cualquier dispositivo con la aplicación gratuita Kindle. ¿Qué hace que este libro esté en Great on Kindle?
Comprados juntos habitualmente
Este producto: The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win
US$22.20
Recíbelo el miércoles, 2 de octubre
Solo queda(n) 1 en stock (hay más unidades en camino).
+
+
US$29.63
Disponible
Precio total: $00
Para consultar nuestro precio, agrega estos elementos a tu carrito
Elige artículos para comprar juntos.
Los clientes que compraron este producto también compraron
Página 1 de 1 Comenzar de nuevoPágina 1 de 1
Lo más destacado en este libro
“Your job as vp of it Operations is to ensure the fast, predictable, and uninterrupted flow of planned work that delivers value to the business while minimizing the impact and disruption of unplanned work, so you can provide stable, predictable, and secure it service.”Destacada por 7,346 lectores de Kindle- “every work center is made up of four things: the machine, the man, the method, and the measures.Destacada por 6,313 lectores de Kindle
- Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.”Destacada por 6,070 lectores de Kindle
- “Remember, outcomes are what matter—not the process, not controls, or, for that matter, what work you complete.”Destacada por 5,080 lectores de Kindle
- ‘Improving daily work is even more important than doing daily work.’ 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 tells us that we should routinely inject faults into the system, doing them frequently, to make them less painful.Destacada por 4,737 lectores de Kindle
Más información del producto
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.
Opiniones destacadas de los Estados Unidos
Ha surgido un problema al filtrar las opiniones justo en este momento. Vuelva a intentarlo en otro momento.
Calificado en Estados Unidos el 6 de abril de 2014
Calificado en Estados Unidos el 6 de agosto de 2024
Calificado en Estados Unidos el 8 de febrero de 2013
Opiniones más destacadas de otros países
cesar monroy perez
Interesante lectura
Calificado en México el 12 de junio de 2023
cesar monroy perez
Calificado en México el 12 de junio de 2023
Imágenes en esta reseña
Gabriel Medina Braga
An easy read and a must for every person involved with IT companies!
Calificado en Brasil el 27 de diciembre de 2022
Ayesha siddika mazumder
Utterly fantastic
Calificado en el Reino Unido el 27 de septiembre de 2024
