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. 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 Kaizen

9.1.3. TPS

9.1.4. Kent Beck Extreme Programming

9.1.5. Kanban

9.1.6. CI/CD

9.1.7. Craftsmanship Movement Uncle Bob! Robert R Martin

9.1.8. ITIL

9.1.9. Deming PDCA

9.1.10. Gene Kim

9.1.11. Jez Humble

9.1.12. Martin Fowler

9.2. books

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

9.2.2. DevOps IT Handbook Dev/Ops IT Handbook

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

9.2.4. Mastery George Leonard On learning and High Peformance

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

9.2.6. Making Work Visible Domenica de Grandis TFS Microsoft Project

9.2.7. Managing for Happiness Jurgen Appelo

9.2.8. Creatiivity Flow and the Psychology of Discovery and Invention Mihaly Csikszentmihaly 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 build it into the overall sw dev process instead of at the end

10.3.4. looselly coupled architecture enables scaling

10.3.5. empowered teams allow teams to choose their tools 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 Chaos Monkey Self-Annealing Systems AI

10.3.12. Focus On Deployability Testability

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

10.4. Measurement

10.4.1. of SW Delivery Performance Deploy Frequency Lead Time Change Fail Percentage 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 Colonel Boyd

12. Starting the Evolution to High Performance

12.1. The Significance of Culture to High Performance

12.1.1. 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

12.1.2. 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

12.1.3. 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.

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 learning curve plateau early progress shu ha ri returning to help others Aikido Sensei Life magazine Photojournalist

12.5.6. 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

13. What is Dev/Ops?

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