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Phoenix Project: A Novel about It, Devops, and Helping Your Business Win Paperback – Illustrated, 27 February 2018
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The Three Ways of DevOps
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.
About the Author
- Language : English
- Paperback : 400 pages
- ISBN-10 : 1942788290
- ISBN-13 : 978-1942788294
- Best Sellers Rank: 6,609 in Books (See Top 100 in Books)
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From the frantic mess of the SAN upgrade (apparently) fighting the Payroll run in the opening section (we've all been there, done that, got the tee shirt <that is, if we are to be really honest with ourselves, folks, eh?>), to Brent and his knowledge of everything, with nothing documented.......
I grimaced at the developer who'd had to do a rushed change that broke, gone on holiday, and no-one knew. We all know that one.....
Its a gripping read, though understanding the mindset of Erik the guru is hard at times, and I'd have liked a little more domestic background.
Anyone with experience in IT will be utterly absorbed by the characters and situations in the story. On more than one occasion I felt like I was actually re-living past experiences, as the authors capture the relationships, motivations and consequences so accurately. With a background of failing IT established (which is made so real by shared experiences), the book slowly leads you through the main character's decision making process, showing you all the successes and failures he makes on the way to truly understanding how to manage the flow of work through his IT operations department.
Again, this book is brilliant, and should be a must-read for anyone either in IT, or in an originisation supported by it.