***Over a half-million sold! And available now, the Wall Street Journal Bestselling sequel The Unicorn Project***“Every person involved in a failed IT project should be forced to read this book.”―TIM O’REILLY, Founder & CEO of O’Reilly Media“The Phoenix Project is a must read for business and IT executives who are struggling with the growing complexity of IT.”―JIM WHITEHURST, President and CEO, Red Hat, Inc.Five years after this sleeper hit took on the world of IT and flipped it on it’s head, the 5th Anniversary Edition of The Phoenix Project continues to guide IT in the DevOps revolution.In this newly updated and expanded edition of the bestselling The Phoenix Project, co-author Gene Kim includes a new afterword and a deeper delve into the Three Ways as described in The DevOps Handbook.Bill, an IT manager at Parts Unlimited, has been tasked with taking on a project critical to the future of the business, code named Phoenix Project. But the project is massively over budget and behind schedule. The CEO demands Bill must fix the mess in ninety days or else Bill’s entire department will be outsourced.With the help of a prospective board member and his mysterious philosophy of The Three Ways, Bill starts to see that IT work has more in common with a manufacturing plant work than he ever imagined. With the clock ticking, Bill must organize work flow streamline interdepartmental communications, and effectively serve the other business functions at Parts Unlimited.In a fast-paced and entertaining style, three luminaries of the DevOps movement deliver a story that anyone who works in IT will recognize. Readers will not only learn how to improve their own IT organizations, they’ll never view IT the same way again.“This book is a gripping read that captures brilliantly the dilemmas that face companies which depend on IT, and offers real-world solutions.”―JEZ HUMBLE, Co-author of Continuous Delivery, Lean Enterprise, Accelerate, and The DevOps Handbook
Gene Kim
February 1, 2018
432 pages
English
978-1942788294
File Size: 49 MB
Available File Formats: PDF AZW3 DOCX EPUB MOBI TXT or Kindle audiobook Audio CD(Several files can be converted to each other)
Language: English, Francais, Italiano, Espanol, Deutsch, chinese
Gene Kim is a multi-award winning CTO, researcher, and author. He is the founder of Tripwire and served as CTO for thirteen years. His books include The Phoenix Project, The DevOps Handbook, The Visible Ops Handbook, and Visible Ops Security.Kevin Behr is the founder of the Information Technology Process Institute (ITPI) and the general manager and chief science officer of Praxis Flow LLC. Kevin has 25 years of IT management experience and is a mentor and advisor to CEOs and CIOs. He is the co-author of The Phoenix Projectand The Visible Ops Handbook.George Spafford is a research director for Gartner, covering DevOps, technical change, and release management, in addition to the use of bimodal IT and the pace-layered application strategy. His publications include hundreds of articles and numerous books on IT service improvement, as well as co-authorship of The Phoenix Project,The Visible Ops Handbook, and Visible Ops Security. <div id="
So… DevOps.DevOps is this mythical assembly line of progress that gets code from point A to point B in record time, and by record time, I mean no time. Coded, auto-tested, out the door, bing, bang, boom. The book was an entertaining read (and/or listen) and the authors cleverly couch the concepts of DevOps into a story about a failed delivery system (The Phoenix Project) built ala WaterFall, versus a new system hastily assembled (heh, see what I did there?) on an impromptu assembly line and delivered in record time, performing brilliantly – when compared to the failed behemoth Phoenix Project.So… here’s the problem with DevOps, and the problem with this book.Companies with a nightmarish legacy code base (delivered or not as-of-yet out the door) that are attempting to build DevOps are using the same people that created their behemoth nightmare in the first place. As does the company in the hypothetical story in the book. Worse. The CEO in the book is a horribly bad boss, making wrong decision after wrong decision (I am sure to ramp up the tension to illustrate the saving graces of DevOps). So, I can tell you definitively that ANY company with leadership like that would lose their brilliant techs almost immediately. The market is in desperate need of brilliant techs so there is zero possibility that they are going to stick around a cess pool of politics when they can get a signing bonus and a raise from a company already doing it better and faster, and all without the drama. I’m just saying. And in order to pull off a DevOps operation, you absolutely need brilliant techs. You need tight, well executed product code with sufficient testing hooks so you can automate as you go. So you need brilliant QA that can understand and/or code the hooks right along-side the devs.In short, you need a whole lot more than a single Brent. You just do. And to imagine that there are a room full of brilliant techs writing broken down shoddy bloated code for Phoenix, but then can turn around and write the brilliantly architected code you need for the DevOps project… well… I am able to suspend belief when called upon, but this was more like taking it out back, shooting it, and burying it six feet under. I’m just sayin’.And with that being said, I am a huge, ginormous fan of DevOps (and the book was a FUN read / listen, thus the 4 stars instead of 3). It just takes an incredible talent pool to pull DevOps off and books like this makes companies think they just have to implement this process with the talent they have and poof! instant quality software that can be delivered instantaneously! Woohoo! They would be better served facing the reality of the mess they have, caused by (possibly) a lack of reasonable process, yah, but almost certainly by lack of talent as well. That’s basically how they got where they got.Off soap box now. Doing the tango. Eating Oreos. Feel free to join!
Picked up the book after reading “The Goal” because it was described as “The Goal” for IT…After reading it, I feel it fell well-short of “The Goal”. First, it looks at DevOps almost completely from the “Ops” perspective. There is very little insight provided on the “Dev” side of the equation — which, as the manager of development team, was very disappointing. Additionally, much of the “achievements” described in the story seem to happen as if by magic, with very little detail about how things were evolved from point A to point B.
The Phoenix Project is a business book masquerading as a work of fiction. As soon as I started evaluating The Phoenix Project in the context of a business book, rather than fiction, I started enjoying it a lot more, gaining much more insight into the concepts presented, rather than focusing on the unsophisticated prose and highly contrived scenarios. The “plot” serves as a vehicle for the authors to explore and pontificate on the business ideologies presented throughout. The main character, Bill, is mentored through each of these concepts, implementing them for the benefit of the reader to see the dramatic impact each can have on a business. For the most part, this is well executed, but it can become tedious when the characters “furiously take notes, so that they can google the terms later.” Yes, the authors really write this, banging the reader of the head with, “Hey Dummy, are you paying attention? This is important.”One of the best parts of the book was actually after the fictional plot ended, and the authors took the extra time to collect the concepts presented and revist them in a brief summary at the end. I hoped for this, as going back through The Phoenix Project to find each in turn, and learn more would have been difficult. If I could suggest to the authors an improvement, it would be to break the 4th wall during the fictional telling of the plot, and provide footnotes or references to the reader referencing where in the summary section they can read a bit more about a given concept. Nothing would be lost by this approach, as the reader quicky realizes the point and purpose of the plot anyways.Overall, The Phoenix Project provides an easy way for non-business people to get their feet wet with process improvements, without making the explanations and concepts too burdensome. I find myself quoting passages with co-workers who’ve also read the book, realizing that all too many of the scenarios presented are real life problems we face everyday (though perhaps less severely than in the Phoenix Project.) As such, I know I’ve already taken something away from the book, even if I won’t have a chance to master every improvement, or even experiment with them all. It provides a new way of thinking about software development, and all the organizations it impacts. Four stars.
I cannot seem to find a way to like this book. It is because it reminds me of work too much. Unnecessary chaos, politics, top heavy management, reliance on heroes, lack of trust in technicians (why demand credentials and experience then?). It is a good example of IT in Corporate America. The authors do know the politics well, and this books exemplifies what I detest most about the job.I do have a solution. Convince the business the company is better off running in the cloud and get rid of the baggage. A good technician is and likes to stay up to date. The bad ones can go find another incompetent environment to work ride it out. And sorry guys (well…not really sorry), if putting out fires has become normal and you just go through the motions without being squeaky (in a productive way) about the wrongs then you are not one of the good guys. Ultimate, some places are issues everywhere. If the long battle feels pointless you know what to do.
The Pheonix Project is an IT Management Fable, the characters are for the most part extreme representations of concepts and people you interact with in business. The scenarios though are all too realistic, failing companies due to poor ability to respond to the voice of the customer, overrunning major projects with no end in sight, heroics all around, a failure to understand the voice of the business with security demands, audit requirements and processes that add hours, days and months to lead times, despair and frustration from all quarters and open hostility not just between IT and the rest of the business but an IT civil war too. Yes Bill is almost magical at seeing the problems, Steve changes from antagonist to mentor too easily, I’ve never seen a change manager as willing to adapt as Patty, so on and so forth, but a story bogged down in meetings wouldn’t be of much interest. Oh and Eric. You’ll never work with Eric, if you do, follow him everywhere.With these realistic problems that no doubt face most of us the Pheonix Project lays out a number of tools and approaches that will lead the reader to think “damn, that’s a good idea” or “that’s an amazing way of looking at it”. There’s a moment in the book (I got it on kindle first, but now I have a physical copy that’s getting the highlighter treatment) where one of the executives more or less goes “well dur well done you’ve figured it out” to which another goes, “well why didn’t you think to explain this to everyone?” we often assume that the obvious is obvious to everyone, it’s like a person watching poker on TV who can see everyone’s cards going “well that outcome was obvious” clearly it wasn’t to the people playing who couldn’t see the cards.All in all this book should be a must-read for everyone in IT or work with IT, it sets out the groundwork for implementing lean principles in IT and I wish I’d read it years ago. To be honest I think anyone with aspirations to help improve workflow through an organisation should read this, and the Goal and then sit down and think about the lessons presented within.
I’m a Linux sysadm in an operations team. The book is pretty much about my daily life, all the struggles and problems. Half way through the book, I started considering leaving my job and open a kebab shop instead. Characters in the book are so real, I can see all of them Mon-Fri 9am-6pm!I’m not depressed at all, no I’m fine. Really. Thanks. *inaudible weeping*
The story takes place in a company besieged by the problems anyone in IT will be familiar with… Mismanaged projects, time and budget overruns, meddling managers with an inflated sense of self importance, arbitrary and un-achievable deadlines etc.The story follows the life of the newly promoted IT Manager who is tasked with solving these problems and while tackling the issues he learns about DevOps. I found the book itself to be a very entertaining read and the concepts introduced both made sense withing the context of the story and reflect the real world issues a lot of us face as well.The book does have a somewhat “accelerated” rate of adoption within the company, most real world scenarios would probably take considerably longer and be much more of a struggle with considerable more meeting – however I doubt many people who be enthralled by that. The story pacing certainly benefits from this approach.The comparisons between IT and a typical manufacturing plant makes understanding the concepts underlying DevOps easier than speaking about them in the usual IT language.I would definitely recommend this book to anyone who works in an IT / DevOps environment and wants an enjoyable read that also helps with the daily job.
The really scary thing about this book is that I can recognise many of the characters, and probably name a few, from where I am!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 ), 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.
I might be nearly ten years late to the party in reading this, but the hype around this work of fiction was well and truly accurate.The original concept of framing ITIL and Agile methodologies into a fictional account of business operations is brilliant. Within a few short chapters, you are absorbed into the world of Parts Unlimited.Regardless of the sector you are in, you can quickly identify your colleagues who fill the roles of Bill Palmer, Wes Davis, Patty McKee, Brent and Sarah Moulton.My copy of The Unicorn project is already purchased. I cannot wait to dip into that later this year.
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