Study Guide to Accelerate: Building and Scaling High Performing Technology Organizations

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Study Guide to Accelerate: Building and Scaling High Performing Technology Organizations by Mind Map: Study Guide to Accelerate: Building and Scaling High Performing Technology Organizations

1. Simply stated: Act your way to a performance culture!

2. make system level outcomes transparent

3. automated build/test/deploy

4. Simplify and Automate Repetitive tasks

4.1. computers are better at this

4.2. isolate problem solving to humans

5. Generative - Performance Oriented

5.1. traits

5.1.1. Risks are shared

5.1.2. High cooperation

5.1.3. Messengers trained

5.1.4. Failure leads to inquiry

5.1.5. Novelty implemented

5.2. effects

5.2.1. more effective collaboration

5.2.2. mission is central, overcoming personal and departmental concerns

5.2.3. level playing field since status plays less of a role than effectiveness

6. Starting the Evolution to High Performance

6.1. The Significance of Culture to High Performance

6.1.1. Pathological - Power Oriented Traits Bridging Discouraged low cooperation Messengers 'shot' Responsibilities shirked Failure leads to scapegoating Novelty crushed Effects information transfer thwarted communication distorted decisions biased, not fact based ability to learn from failure or even success is inhibited

6.1.2. Bureaucratic - Rule Oriented traits Bridging tolerated Modest cooperation Messengers neglected Novelty leads to problems Failure leads to justice effects following the rules is more important than achieving the mission

6.1.3. Theory of High Performance Culture organizations with better information flow function more effectively What is 'better' information flow? critical to a safe and effective operation of high-tempo and high consequence environments since good culture require trust and collaboration across the organization this results in better decision making because better information is available bad decisions are more easily reversed or adapted to because the team is more likely to be open and transparent rather than closed and hierarchical. People will be less stressed, more happy and more engaged.

6.1.4. Theory of High Performance Software Delivery

6.2. Culture is key

6.3. "the way to change culture is not to first change how people think, but instead to start by changing how people behave—what they do"

6.3.1. on Toyota Nummi Plant rebirth

6.3.2. by John Shook

6.3.3. in 2010

6.4. A clarion call

6.4.1. a strongly expressed demand or request for action.

6.4.2. Again, if the trumpet does not sound a clear call, who will get ready for battle? 1 Cor 14:8

6.5. Learn Mastery

6.5.1. incremental training

6.5.2. make it possible

6.5.3. make it believable

6.5.4. push past the discomfort

6.5.5. read George Leonard learning curve plateau early progress shu ha ri returning to help others Aikido Sensei Life magazine Photojournalist

6.5.6. Continuous Delivery Build Quality In from W Edwards Deming Work in Small Batches user stories anyone? TDD cycles of 30 seconds to 3 minute bewteen commits Relentlessly Pursue continuous Improvement Kaizen! Iterations Retrospective action items! Everyone is responsible Outcomes foundations comprehensive configuration management Continuous Integration

7. What is Dev/Ops?

8. Move from Complicated to Simple

8.1. with Automation

8.2. with Policy

9. mainframes

10. Publication Details

10.1. Book Authors

10.1.1. Nicole Forsgren, PhD

10.1.2. Gene Kim

10.1.3. Jez Humble

10.2. Published by

10.2.1. IT Revolution

10.2.2. Portland, OR

11. influences and references

11.1. Origin and Influences

11.1.1. TOC

11.1.2. Lean Kaizen

11.1.3. TPS

11.1.4. Kent Beck Extreme Programming

11.1.5. Kanban

11.1.6. CI/CD

11.1.7. Craftsmanship Movement Uncle Bob! Robert R Martin

11.1.8. ITIL

11.1.9. Deming PDCA

11.1.10. Gene Kim

11.1.11. Jez Humble

11.1.12. Martin Fowler

11.2. books

11.2.1. Accelerate Scientific Study proving causation Nicole Forsgren PHd, Gene Kim, Jez Humble

11.2.2. DevOps IT Handbook Dev/Ops IT Handbook

11.2.3. The Phoenix Project business novel showing crisis driven transition to dev/ops culture includes appication of TOC

11.2.4. Mastery George Leonard On learning and High Peformance

11.2.5. Scaling Lean Lean Startup at Scale Ash Maury Intro to Kanban

11.2.6. Making Work Visible Domenica de Grandis TFS Microsoft Project

11.2.7. Managing for Happiness Jurgen Appelo

11.2.8. Creatiivity Flow and the Psychology of Discovery and Invention Mihaly Csikszentmihaly pronounced 'Mee Hii'

12. Elements of high performance

12.1. Lean Product Development

12.1.1. Work in Small Batches

12.1.2. Make Flow fo Work Visual

12.1.3. Gather & Implement Customer Feedback

12.1.4. Foster Team Experimentation

12.2. Lean Management

12.2.1. Limit WIP

12.2.2. Visual Managment

12.2.3. Feedback from Production

12.2.4. LIghtweight Change Approvals

12.3. Engineering (enabling Continuous Delivery)

12.3.1. automation

12.3.2. trunk based development

12.3.3. shift left on security build it into the overall sw dev process instead of at the end

12.3.4. looselly coupled architecture enables scaling

12.3.5. empowered teams allow teams to choose their tools architects focus on engineers and their outcomes not tools/tech

12.3.6. Continuous Integration

12.3.7. Version Control

12.3.8. Test Data Management

12.3.9. Monitoring

12.3.10. Proactive Notifications

12.3.11. Extra Credit Chaos Monkey Self-Annealing Systems AI

12.3.12. Focus On Deployability Testability

12.3.13. No Correlation to Type of Systems greenfield systems of record end user sw off the shelf custom embedded

12.4. Measurement

12.4.1. of SW Delivery Performance Deploy Frequency Lead Time Change Fail Percentage Mean Time To Restore

12.5. Transformational Leadership (feeds all the rest)

12.5.1. Vision

12.5.2. Intellectual Stimulation

12.5.3. Inspirational Communication

12.5.4. Supportive Leadership

12.5.5. Personal Recognition

13. Benefits of High Perf Dev/Ops Company

13.1. 2X

13.1.1. profitability

13.1.2. productivity

13.1.3. market share

13.1.4. number of customers

13.1.5. qty of products and services

13.1.6. operating efficiency

13.1.7. customer satisfaction

13.1.8. quality of product/services

13.1.9. achieving org/mission goals

13.1.10. employee NPS

13.1.11. Team NPS

13.2. 50% higher market capitalization over 3 years than non-devops performers

13.2.1. 46X more frequent code deployments

13.3. Performance of High Peforming Dev/Ops Organizations

13.3.1. 440 times faster lead time from commit to deploy

13.3.2. 170 times faster mean time to recovery

13.3.3. 5 X lower change failure rate: 1/5 as likely for a change to fail

13.4. These times they are a changin'

13.4.1. "better information flow is critical to a safe and effective operation of high-tempo and high consequence environments"

13.4.2. OODA loop enables faster relevant response to change Colonel Boyd

14. Study Guide by Dennis Britton

14.1. Discovery Spaces

15. Subtitle

15.1. The Science of Lean Software and DevOps

16. Supertitle

16.1. The Science of Lean Software and DevOps