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. Move from Complicated to Simple
6.1. with Automation
6.2. with Policy
7. mainframes
8. Publication Details
8.1. Book Authors
8.1.1. Nicole Forsgren, PhD
8.1.2. Gene Kim
8.1.3. Jez Humble
8.2. Published by
8.2.1. IT Revolution
8.2.2. Portland, OR
9. influences and references
9.1. Origin and Influences
9.1.1. TOC
9.1.2. Lean
9.1.2.1. Kaizen
9.1.3. TPS
9.1.4. Kent Beck
9.1.4.1. Extreme Programming
9.1.5. Kanban
9.1.6. CI/CD
9.1.7. Craftsmanship Movement
9.1.7.1. Uncle Bob!
9.1.7.1.1. Robert R Martin
9.1.8. ITIL
9.1.9. Deming
9.1.9.1. PDCA
9.1.10. Gene Kim
9.1.11. Jez Humble
9.1.12. Martin Fowler
9.2. books
9.2.1. Accelerate
9.2.1.1. Scientific Study proving causation
9.2.1.2. Nicole Forsgren PHd, Gene Kim, Jez Humble
9.2.2. DevOps IT Handbook
9.2.2.1. Dev/Ops IT Handbook
9.2.3. The Phoenix Project
9.2.3.1. business novel showing crisis driven transition to dev/ops culture
9.2.3.1.1. includes appication of TOC
9.2.4. Mastery
9.2.4.1. George Leonard
9.2.4.2. On learning and High Peformance
9.2.5. Scaling Lean
9.2.5.1. Lean Startup at Scale
9.2.5.2. Ash Maury
9.2.5.2.1. Intro to Kanban
9.2.6. Making Work Visible
9.2.6.1. Domenica de Grandis
9.2.6.2. TFS Microsoft Project
9.2.7. Managing for Happiness
9.2.7.1. Jurgen Appelo
9.2.8. Creatiivity
9.2.8.1. Flow and the Psychology of Discovery and Invention
9.2.8.2. Mihaly Csikszentmihaly
9.2.8.2.1. pronounced 'Mee Hii'
10. Elements of high performance
10.1. Lean Product Development
10.1.1. Work in Small Batches
10.1.2. Make Flow fo Work Visual
10.1.3. Gather & Implement Customer Feedback
10.1.4. Foster Team Experimentation
10.2. Lean Management
10.2.1. Limit WIP
10.2.2. Visual Managment
10.2.3. Feedback from Production
10.2.4. LIghtweight Change Approvals
10.3. Engineering (enabling Continuous Delivery)
10.3.1. automation
10.3.2. trunk based development
10.3.3. shift left on security
10.3.3.1. build it into the overall sw dev process instead of at the end
10.3.4. looselly coupled architecture
10.3.4.1. enables scaling
10.3.5. empowered teams
10.3.5.1. allow teams to choose their tools
10.3.5.2. architects focus on engineers and their outcomes not tools/tech
10.3.6. Continuous Integration
10.3.7. Version Control
10.3.8. Test Data Management
10.3.9. Monitoring
10.3.10. Proactive Notifications
10.3.11. Extra Credit
10.3.11.1. Chaos Monkey
10.3.11.2. Self-Annealing Systems
10.3.11.3. AI
10.3.12. Focus On
10.3.12.1. Deployability
10.3.12.2. Testability
10.3.13. No Correlation to
10.3.13.1. Type of Systems
10.3.13.1.1. greenfield
10.3.13.1.2. systems of record
10.3.13.1.3. end user sw
10.3.13.1.4. off the shelf
10.3.13.1.5. custom
10.3.13.1.6. embedded
10.4. Measurement
10.4.1. of SW Delivery Performance
10.4.1.1. Deploy Frequency
10.4.1.2. Lead Time
10.4.1.2.1. Change Fail Percentage
10.4.1.3. Mean Time To Restore
10.5. Transformational Leadership (feeds all the rest)
10.5.1. Vision
10.5.2. Intellectual Stimulation
10.5.3. Inspirational Communication
10.5.4. Supportive Leadership
10.5.5. Personal Recognition
11. Benefits of High Perf Dev/Ops Company
11.1. 2X
11.1.1. profitability
11.1.2. productivity
11.1.3. market share
11.1.4. number of customers
11.1.5. qty of products and services
11.1.6. operating efficiency
11.1.7. customer satisfaction
11.1.8. quality of product/services
11.1.9. achieving org/mission goals
11.1.10. employee NPS
11.1.11. Team NPS
11.2. 50% higher market capitalization over 3 years than non-devops performers
11.2.1. 46X more frequent code deployments
11.3. Performance of High Peforming Dev/Ops Organizations
11.3.1. 440 times faster lead time from commit to deploy
11.3.2. 170 times faster mean time to recovery
11.3.3. 5 X lower change failure rate: 1/5 as likely for a change to fail
11.4. These times they are a changin'
11.4.1. "better information flow is critical to a safe and effective operation of high-tempo and high consequence environments"
11.4.2. OODA loop enables faster relevant response to change
11.4.2.1. Colonel Boyd
12. Starting the Evolution to High Performance
12.1. The Significance of Culture to High Performance
12.1.1. Pathological - Power Oriented
12.1.1.1. Traits
12.1.1.1.1. Bridging Discouraged
12.1.1.1.2. low cooperation
12.1.1.1.3. Messengers 'shot'
12.1.1.1.4. Responsibilities shirked
12.1.1.1.5. Failure leads to scapegoating
12.1.1.1.6. Novelty crushed
12.1.1.2. Effects
12.1.1.2.1. information transfer thwarted
12.1.1.2.2. communication distorted
12.1.1.2.3. decisions biased, not fact based
12.1.1.2.4. ability to learn from failure or even success is inhibited
12.1.2. Bureaucratic - Rule Oriented
12.1.2.1. traits
12.1.2.1.1. Bridging tolerated
12.1.2.1.2. Modest cooperation
12.1.2.1.3. Messengers neglected
12.1.2.1.4. Novelty leads to problems
12.1.2.1.5. Failure leads to justice
12.1.2.2. effects
12.1.2.2.1. following the rules is more important than achieving the mission
12.1.3. Theory of High Performance Culture
12.1.3.1. organizations with better information flow function more effectively
12.1.3.1.1. What is 'better' information flow?
12.1.3.1.2. critical to a safe and effective operation of high-tempo and high consequence environments
12.1.3.2. since good culture require trust and collaboration across the organization this results in better decision making because better information is available
12.1.3.3. 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.
12.1.3.4. People will be less stressed, more happy and more engaged.
12.1.4. Theory of High Performance Software Delivery
12.2. Culture is key
12.3. "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"
12.3.1. on Toyota Nummi Plant rebirth
12.3.2. by John Shook
12.3.3. in 2010
12.4. A clarion call
12.4.1. a strongly expressed demand or request for action.
12.4.2. Again, if the trumpet does not sound a clear call, who will get ready for battle? 1 Cor 14:8
12.5. Learn Mastery
12.5.1. incremental training
12.5.2. make it possible
12.5.3. make it believable
12.5.4. push past the discomfort
12.5.5. read George Leonard
12.5.5.1. learning curve
12.5.5.1.1. plateau
12.5.5.1.2. early progress
12.5.5.1.3. shu ha ri
12.5.5.1.4. returning to help others
12.5.5.2. Aikido Sensei
12.5.5.3. Life magazine Photojournalist
12.5.6. Continuous Delivery
12.5.6.1. Build Quality In
12.5.6.1.1. from W Edwards Deming
12.5.6.2. Work in Small Batches
12.5.6.2.1. user stories anyone?
12.5.6.2.2. TDD cycles of 30 seconds to 3 minute bewteen commits
12.5.6.3. Relentlessly Pursue continuous Improvement
12.5.6.3.1. Kaizen!
12.5.6.3.2. Iterations
12.5.6.3.3. Retrospective action items!
12.5.6.4. Everyone is responsible
12.5.6.4.1. Outcomes
12.5.6.5. foundations
12.5.6.5.1. comprehensive configuration management
12.5.6.5.2. Continuous Integration