The Phoenix Project - Book Review Plot Summary [1] Bill is an IT manager at Parts Unlimited. It's Tuesday morning and on his drive into the office, Bill gets a call from the CEO. The company's new new IT initiative, code named Phoenix Project, is critical to the future of Parts Unlimited, but the project is massively over budget and very late. The CEO wants Bill to report directly to him and fix and agreed to by proper stakeholders. Attributions [1] Amazon, http://www.amazon.com/Phoenix-Project-DevOps-Helping-Business/dp/0988262509/[2] The Three Ways: The Principles Underpinning DevOps, Gene

Open Discussion on Project Planning Planning in an Agile Environment Key Tenets  Planning should focus strongly on the near term  Eliminate waste caused by planning for eventualities that never come Agile environment, which enables a more collaborative and productive review process.  Provide information to all key stakeholders on a consistent, regularly scheduled basis, either through design reviews

Versus Buy: In a world where IT capabilities were delivered as a single “product” at the end of a project, a “product” that then only required a bit of maintenance now and then, the economics of IT delivery the initial plan—they are the very substance of the project. The Agile way to deal with uncertainty is to create options and then “buy” information to more accurately assess probabilities. Traditional experiments.  When we encounter a risk, we should think of something we can do that will help us gain information to mitigate it. We build something, measure results, and thereby learn enough to cope with the

centralized planning that could then be used to set boundaries for developers when they began a project. In other words, a vehicle for control. But standardization also imposes costs by:  limiting agility possible solutions to a problem.  if we mandate that projects reuse code whenever possible, each project may have to spend time searching archives of available code to find something that is a near fit IT shares the traditional view of governance.  The basics of the [governance] process involve project sponsors (1) developing a formal proposal that incorporates estimated benefits, risks, and resource

than low performers b. CREATE OUR CENTRALIZED TELEMETRY INFRASTRUCTURE i. Remove the silos of information – Developers don’t just log what’s interesting to development. Operations don’t just monitor what’s etc. f. CREATE SELF-SERVICE ACCESS TO TELEMETRY AND INFORMATION RADIATORS i. Spread the information – anyone who wants or needs the information can readily access it without production access or other metrics with infrastructure metrics to provide deeper context iv. Overlaying other relevant information onto our metrics 1. All production deployments should be visible on graphs 2. Similarly useful

compliance with budget and schedule 2. Experimental Model – every day every exercise and new piece of information is evaluated and debated; more similar to R&D lab. f. REDEFINE FAILURE AND ENCOURAGE CALCULATED find and fix as part of their daily work 1. Facebook HipHop PHP compiler – resulted from hack day project. Small team refined it over 2 year period and allowed Facebook to handle 6X production load compared 6: The Technical Practices of Integrating Information Security, Change Management, and Compliance 1. Introduction a. Goal to simultaneously achieve Information Security goals and create high degree of

is getting in our way as we try to become Agile. This frame of reference includes the notions of project, systems, application, investment, architecture, skill set, and accountability. We have, to be honest of the term – the Enterprise Architecture. The asset view of IT will substitute for the outdated project view in my vision for what IT leadership must become. Uncertainty and Risk: Third, underlying all do things best?  What is the value of adhering to a plan that was made at the beginning of a project, when uncertainty was greatest? Business value is destroyed only when we substitute extensive planning

Replaces Agile c. Myth—DevOps is incompatible with ITIL d. Myth—DevOps is Incompatible with Information Security and Compliance: e. Myth—DevOps Means Eliminating IT Operations, or “NoOps” f. Myth—DevOps operate as designed. b. automate as much of the quality checking typically performed by a QA or Information Security department as possible c. Gary Gruver observes, “It’s impossible for a developer to Pathological organizations are characterized by large amounts of fear and threat. People often hoard information, withhold it for political reasons, or distort it to make themselves look better. Failure is often

Oracle, DB2, SQL Server  How we got better  We read and we studied.  Created a self-improvement project  2 week iterations, planning and demos  Put everything into a repository (configurations, scripts Releases through Build, Test, and Deployment Automation, Jez Humble and David Farley  The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win, Gene Kim, Kevin Behr, and George Spafford

scripts & creation tools 3. DB scripts and reference data 4. Containers 5. Automated tests 6. Project artifacts – documentation, procedures, etc. 7. Application configuration files 8. This also includes productivity – everyone works in common area, simpler commits, but each commit can break the entire project ii. When merging is difficult, less able to refactor due to potential rework and merge problems