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

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

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