There is no reason that a business oriented book should be this good. Compelling storyline, lots of lessons for non-IT companies or departments; like what is the nature of work? How is work done? And how to avoid roadblocks. I especially like it since it gives a framework for how to avoid dependencies on one person in organizations big and small (the proverbial "what happens if x person leaves/gets hit by a bus").
You forget you are learning things in the book as it relates to business management. I wish that there was a version of this genre applicable to every type of department.
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Popular Highlights in this book
“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.”Highlighted by 6,054 Kindle readers- “every work center is made up of four things: the machine, the man, the method, and the measures.Highlighted by 5,249 Kindle readers
- 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.”Highlighted by 4,916 Kindle readers
- “Remember, outcomes are what matter—not the process, not controls, or, for that matter, what work you complete.”Highlighted by 4,112 Kindle readers
- Situations like this only reinforce my deep suspicion of developers: They’re often carelessly breaking things and then disappearing, leaving Operations to clean up the mess.Highlighted by 2,156 Kindle readers
From the Publisher
The Three Ways of DevOps
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The First Way of DevOps emphasizes the performance of the entire system, not a specific silo or department. The focus is placed on all business value streams that are enabled by IT. It begins when requirements are identified (the business or IT), are built (Development), and then transitioned into production (Operations). |
The Second Way of DevOps creates right-to-left feedback loops. The goal is to shorten and amplify feedback loops so that necessary corrections can be continually made. The Second Way facilitates understanding and responding to all customers, internal and external, and embedding knowledge where it is needed. |
The Third Way of DevOps encourages the creation of a culture that fosters continual experimentation (taking risks and learning from failure) and understanding that repetition and practice is the prerequisite to mastery. Practicing the Third Way of DevOps allocates time for the improvement of daily work, creates rituals that reward the team for taking risks, and introduces faults into the system to increase resilience. |
Gene Kim: Looking Into the Future
The problems that DevOps solves are at the center of what every modern organization is facing. When The Phoenix Project was first published in 2013, DevOps was primarily used in internet companies. Now, it has been amazing to see these principles and practices in large, complex organizations across every industry vertical. Now more than ever, technology is not just the nervous system of an organization—it actually composes the majority of the muscle mass. Without a doubt, the best times for technology are ahead of us, not behind us. There’s never been a better time to be in the technology field and to be a lifelong learner.
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This is a great book. I really like it.
Reviewed in the United States on July 21, 2022
Reviewed in the United States on July 21, 2022
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Top reviews from other countries
Kindle Customer
The Pheonix Project is an IT Fable
Reviewed in the United Kingdom 🇬🇧 on April 12, 2017
Omur
The book is pretty much about my daily life
Reviewed in the United Kingdom 🇬🇧 on February 21, 2018Paul Mercer
Somewhat simplified view of Devops delivered as a novel, still a bloody good read though!
Reviewed in the United Kingdom 🇬🇧 on February 16, 2019AnOldGoat
If you work in IT, read this.
Reviewed in the United Kingdom 🇬🇧 on June 11, 2020
