The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win Paperback – Illustrated, Feb. 27 2018
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“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
From the Publisher
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
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.
- Publisher : IT Revolution Press; 5th Anniversary edition (Feb. 27 2018)
- Language : English
- Paperback : 432 pages
- ISBN-10 : 1942788290
- ISBN-13 : 978-1942788294
- Item weight : 472 g
- Dimensions : 15.37 x 2.97 x 22.83 cm
- Best Sellers Rank: #4,550 in Books (See Top 100 in Books)
- Customer Reviews:
About the authors
Reviewed in Canada on March 2, 2020
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The fact that well-meaning people keep breaking things for perfectly valid reasons is shown really well there. If only getting an organization to buy into this type of management/stucture/process was this easy though. I've been part of intiatives where we bashed out heads against the wall for months (Even with executive sponsorship) without moving the needle. With that in mind though, the impacts of implementing this type of tracking and rigor to your organization/group/initiative is critically important.
While this book was clearly written with IT leaders in mind, I would make this required reading for anyone that's involved in any aspect of IT projects and delivery. Heck, I'm primarily in sales, and this made me aware of ways that I could improve my cycles and how to discuss and help deliver projects to my clients.
Even if you don't believe in the methodology as outlined in the book, there's still a lot of good you can pull out of it.
The one downside of this book is that the way interpersonal relationships among the various characters are handled is just bad. All of these characters need to take some leadership and interpersonal dynamics courses...I could see how people in a real-world shop with similar dynamics would consider the environment toxic. It makes the quick buy-in and adoption of these programs all the more difficult, letting people slag each other openly in meetings with the VP not standing up for members of his team is just not a good way to get things going in business.
That's a minor nitpick in what is otherwise a great book with some truly great ideas as to how to identify, manage and resolve issues with IT teams and processes.
Many cases are relatable to the real I.T. working environment. Stressful yet entertaining. This book helps you easily understanding the DevOps principles.
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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 not depressed at all, no I'm fine. Really. Thanks. *inaudible weeping*
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.
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.
The story is boring and takes a big effort to finish it