The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business WinGene Kim , Kevin Behr , George Spafford
Success is not delivering a feature; success is learning how to solve the customer’s problem.
Technical Debt comes from taking shortcuts, which may make sense in the short-term. But like financial debt, the compounding interest costs grow over time. If an organisation doesn’t pay down its technical debt, every calorie in the organisation can be spent just paying interest, in the form of unplanned work.
Outcome matters, Being able to take needless work out of the system is more important than being able to put more work into the system. You need to know what matters to the achievement of the business objectives.
Any improvements made anywhere besides the bottleneck are an illusion.
Theory of Constraints, showed us how any improvements
made anywhere besides the bottleneck are an illusion. Astonishing, but
true! 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
The job of 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.
Out of three way, The First Way , helps us understand how to create fast flow of work as it moves from
Development into IT Operations, because that’s what’s between the busi-
ness and the customer. The Second Way shows us how to shorten and
amplify feedback loops, so we can fix quality at the source and avoid
rework. And the Third Way shows us how to create a culture that si-
multaneously fosters experimentation, learning from failure, and un-
derstanding that repetition and practice are the prerequisites to mastery.
The 80/20 rule, Figure out Twenty percent of the changes pose eighty percent of the risk.
Preventive Maintenance, One of the problems of prevention is that you rarely know about the disasters you averted.
kanban board, so need ful to see wip, to figure out the work flow and constraint, is spending all his cycles on features, instead of stability, security, scalability, manageability, operability, continuity, and all those other beautiful ’itties.
Unplanned Work, it’s so important to know where your unplanned work is coming from. It comes at the cost of planned work.
The best step in understanding a new product or service is to figure
out if it is fundamentally value-creating or value-destroying.
Improving daily work is even more important than doing daily work
Experiment “If you can’t out-experiment and beat your competitors in time to market and agility, you are sunk. Features are always a gamble. If you’re lucky, ten percent will get the desired benefits. So the faster you
can get those features to market and test them, the better off you’ll be.
Incidentally, you also pay back the business faster for the use of capital,
which means the business starts making money faster, too.
Understanding customer needs and wants:
Do we know what to build?
Product portfolio: Do we have the right products?
R&D effectiveness: Can we build it effectively?
Time to market: Can we ship it soon enough to matter?
Sales pipeline: Can we convert products to interested prospects?
Customer on-time delivery: Are customers getting what we promised
Customer retention: Are we gaining or losing customers?
Sales forecast accuracy: Can we factor this into our sales planning
The only thing more dangerous than a developer is a developer con-
spiring with Security. The two working together gives us means, motive,
The best way to kill everyone’s enthusiasm and support is to prevent them from doing what they need to do.