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
6.1.1.1. Traits
6.1.1.1.1. Bridging Discouraged
6.1.1.1.2. low cooperation
6.1.1.1.3. Messengers 'shot'
6.1.1.1.4. Responsibilities shirked
6.1.1.1.5. Failure leads to scapegoating
6.1.1.1.6. Novelty crushed
6.1.1.2. Effects
6.1.1.2.1. information transfer thwarted
6.1.1.2.2. communication distorted
6.1.1.2.3. decisions biased, not fact based
6.1.1.2.4. ability to learn from failure or even success is inhibited
6.1.2. Bureaucratic - Rule Oriented
6.1.2.1. traits
6.1.2.1.1. Bridging tolerated
6.1.2.1.2. Modest cooperation
6.1.2.1.3. Messengers neglected
6.1.2.1.4. Novelty leads to problems
6.1.2.1.5. Failure leads to justice
6.1.2.2. effects
6.1.2.2.1. following the rules is more important than achieving the mission
6.1.3. Theory of High Performance Culture
6.1.3.1. organizations with better information flow function more effectively
6.1.3.1.1. What is 'better' information flow?
6.1.3.1.2. critical to a safe and effective operation of high-tempo and high consequence environments
6.1.3.2. since good culture require trust and collaboration across the organization this results in better decision making because better information is available
6.1.3.3. 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.
6.1.3.4. 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
6.5.5.1. learning curve
6.5.5.1.1. plateau
6.5.5.1.2. early progress
6.5.5.1.3. shu ha ri
6.5.5.1.4. returning to help others
6.5.5.2. Aikido Sensei
6.5.5.3. Life magazine Photojournalist
6.5.6. Continuous Delivery
6.5.6.1. Build Quality In
6.5.6.1.1. from W Edwards Deming
6.5.6.2. Work in Small Batches
6.5.6.2.1. user stories anyone?
6.5.6.2.2. TDD cycles of 30 seconds to 3 minute bewteen commits
6.5.6.3. Relentlessly Pursue continuous Improvement
6.5.6.3.1. Kaizen!
6.5.6.3.2. Iterations
6.5.6.3.3. Retrospective action items!
6.5.6.4. Everyone is responsible
6.5.6.4.1. Outcomes
6.5.6.5. foundations
6.5.6.5.1. comprehensive configuration management
6.5.6.5.2. 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
11.1.2.1. Kaizen
11.1.3. TPS
11.1.4. Kent Beck
11.1.4.1. Extreme Programming
11.1.5. Kanban
11.1.6. CI/CD
11.1.7. Craftsmanship Movement
11.1.7.1. Uncle Bob!
11.1.7.1.1. Robert R Martin
11.1.8. ITIL
11.1.9. Deming
11.1.9.1. PDCA
11.1.10. Gene Kim
11.1.11. Jez Humble
11.1.12. Martin Fowler
11.2. books
11.2.1. Accelerate
11.2.1.1. Scientific Study proving causation
11.2.1.2. Nicole Forsgren PHd, Gene Kim, Jez Humble
11.2.2. DevOps IT Handbook
11.2.2.1. Dev/Ops IT Handbook
11.2.3. The Phoenix Project
11.2.3.1. business novel showing crisis driven transition to dev/ops culture
11.2.3.1.1. includes appication of TOC
11.2.4. Mastery
11.2.4.1. George Leonard
11.2.4.2. On learning and High Peformance
11.2.5. Scaling Lean
11.2.5.1. Lean Startup at Scale
11.2.5.2. Ash Maury
11.2.5.2.1. Intro to Kanban
11.2.6. Making Work Visible
11.2.6.1. Domenica de Grandis
11.2.6.2. TFS Microsoft Project
11.2.7. Managing for Happiness
11.2.7.1. Jurgen Appelo
11.2.8. Creatiivity
11.2.8.1. Flow and the Psychology of Discovery and Invention
11.2.8.2. Mihaly Csikszentmihaly
11.2.8.2.1. 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
12.3.3.1. build it into the overall sw dev process instead of at the end
12.3.4. looselly coupled architecture
12.3.4.1. enables scaling
12.3.5. empowered teams
12.3.5.1. allow teams to choose their tools
12.3.5.2. 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
12.3.11.1. Chaos Monkey
12.3.11.2. Self-Annealing Systems
12.3.11.3. AI
12.3.12. Focus On
12.3.12.1. Deployability
12.3.12.2. Testability
12.3.13. No Correlation to
12.3.13.1. Type of Systems
12.3.13.1.1. greenfield
12.3.13.1.2. systems of record
12.3.13.1.3. end user sw
12.3.13.1.4. off the shelf
12.3.13.1.5. custom
12.3.13.1.6. embedded
12.4. Measurement
12.4.1. of SW Delivery Performance
12.4.1.1. Deploy Frequency
12.4.1.2. Lead Time
12.4.1.2.1. Change Fail Percentage
12.4.1.3. 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
13.4.2.1. Colonel Boyd