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The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win, by Gene Kim, Kevin Behr, George Spafford
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Bill is an IT manager at Parts Unlimited. It's Tuesday morning and on his drive into the office, Bill gets a call from the CEO.
The company's new IT initiative, code named Phoenix Project, is critical to the future of Parts Unlimited, but the project is massively over budget and very late. The CEO wants Bill to report directly to him and fix the mess in ninety days or else Bill's entire department will be outsourced.
With the help of a prospective board member and his mysterious philosophy of The Three Ways, Bill starts to see that IT work has more in common with manufacturing plant work than he ever imagined. With the clock ticking, Bill must organize work flow streamline interdepartmental communications, and effectively serve the other business functions at Parts Unlimited.
In a fast-paced and entertaining style, three luminaries of the DevOps movement deliver a story that anyone who works in IT will recognize. Readers will not only learn how to improve their own IT organizations, they'll never view IT the same way again.
- Sales Rank: #2348 in Books
- Published on: 2014-10-16
- Original language: English
- Number of items: 1
- Dimensions: 9.01" h x 1.01" w x 6.03" l, .0 pounds
- Binding: Paperback
- 376 pages
Review
“The Phoenix Project is a must read for business and IT executives struggling with the growing complexity of IT.” —Jim Whitehurst, President and CEO, Red Hat, Inc.
"The Phoenix Project is a great way to get non-technical managers to understand what developers do. Every person involved in a failed IT project should be forced to read this book." —Tim O'Reilly, Founder & CEO, O'Reilly Media
"A must-read for anyone wanting to transform their IT to enable the business to win. Told through an absorbing story that is impossible to put down, the authors teach the essential lessons in an accessible way. Every business leader and IT professional should read this book!" �-- Mike Orzen, co-author of the the Shingo Prize winning book Lean IT - Enabling and Sustaining Your Lean Transformation
"This book is a gripping read that captures brilliantly the dilemmas that face companies which depend on IT, and offers real-world solutions. As Deming reminds us, 'It is not necessary to change. Survival is not mandatory.' �The Phoenix Project will have a profound effect on IT, just as Dr. Goldratt's book�The Goal did for manufacturing." -- Jez Humble, co-author of the Jolt award-winning book Continuous Delivery and Principal at ThoughtWorks Studios
"This book is the modern day version of The Goal. �Today, our constraints aren't robots inside our factories, but it's how we manage technologies like Tomcat and Java that power our most critical projects and applications. This book continues the journey that began with Shewhart, Deming, Ohno and Dr. Goldratt, and shows us how to diminish our modern constraints to help the business win." -- John Willis, VP Client Services and Enablement, enStratus, Host of "DevOps Cafe"
"This is the IT swamp draining manual for anyone who is neck deep in alligators." -- Adrian Cockcroft, Cloud Architect at Netflix
"This is the most amazing IT book I have ever read. Though it follows a fictitious company, the events are so real life that anyone in industry is going to relate to the story. �Buy this book, read this book and then hand it to a senior manager in your organization."�--�Stephen Northcutt, Fellow and President, SANS Technology Institute
"This insightful walk through the pain and success of business will trigger deja vu for anyone who has ever run afoul of their complete reliance in their IT organization. I see my own experiences in every stage of the story." �-- Dr. Thomas Longstaff, Program Chair, Computer Science, Engineering for Professionals, The Johns Hopkins University
About the Author
Gene Kim is a multiple award winning CTO, researcher and author. He was founder and CTO of Tripwire for 13 years and has worked with some of the top Internet companies on improving deployment flow and increasing the rigor around IT operational processes. In 2007, ComputerWorld added Gene to the "40 Innovative IT People Under The Age Of 40" list, and was given the Outstanding Alumnus Award by the Department of Computer Sciences at Purdue University.
Kevin Behr is the founder of the Information Technology Process Institute (ITPI) and the Chief Strategist for the CIO and Board Advisory Practice at Assemblage Pointe, where Kevin has built a unique consulting practice that mentors and coaches IT organizations to increase their business effectiveness and competitive advantage now and over the long term through the application of improvement sciences.
George Spafford is a Research Director for Gartner covering process improvement in IT operations that leverage best practice references. He is a prolific author and speaker, and has consulted and conducted training on strategy, IT management, information security and overall service improvement in the U.S., Canada, Australia, New Zealand and China.
Most helpful customer reviews
0 of 0 people found the following review helpful.
Wish I had this book in 2010!!
By ev
This book is as good as the reviews, and better. I especially enjoyed the expanded appendix in this edition. Worth every moment. However, a buddy of mine noted that it was "too true to life." He didn't like reading it because it reminded him too much of work to enjoy it! :-) True, but for me that's *why* I enjoyed it. I've lived through most of the scenarios described here and seeing it in detail on the page was a revelation (and made me realize I wasn't crazy or isolated).
For me the most important take-away is the distinction between planned work and unplanned work, and how destructive the unplanned type can be when unfettered. I've always known this intuitively, and indeed was the very stuff I fought on a daily basis while doing DevOps at Amazon, but until this book, have never been able to articulate it in such simple, effective terms.
Of equal importance is the concept of wait time as a function of resource utilization (meaning resources of the human variety) in that "as resource utilization goes past eighty percent, wait time goes through the roof." Simple enough concept, and we apply it effectively against resources like TCP/IP network utilization, factory work centers, system IO, and other non-human resources, but when it comes to people, we feel we have to have every minute saturated at 100% even in the face of empirical evidence. This is why that ticket to the network team to open a port in the firewall comes with a disclaimer of 4 days SLA to complete the 20 second task: we have overloaded our teams' time. They're doing sooo much work that it's nearly impossible to get anything done! :-) Perhaps that's the brilliance of "20% time" at places like Google. If you build that time buffer into your cultural expectations, over-scheduling a person or a team becomes less likely.
1 of 1 people found the following review helpful.
Decent but not impactful
By Tiago
The authors of The Phoenix Project set out with a worthy goal - to update The Goal (by Eliyahu Goldratt) and translate it into modern IT terms - but I think they generally fail on multiple fronts. The story is not as entertaining as The Goal (which itself wasn't that entertaining in the first place), the lessons were not as useful or clear, and the takeaways were not as directly applicable to real life situations. All this could be forgiven if it at least made clear how Goldratt's ideas mapped to modern IT work, but it doesn't even do that. Overall I would say that reading The Goal is a much more worthy use of your time. I'm still looking for a book that properly translates the Theory of Constraints into modern terms, and especially software development terms.
0 of 0 people found the following review helpful.
Great introduction to DevOps
By A Customer
This book seems to be frequently maligned by people already versed in DevOps, CI or automation practices as being too simple or contrived. But in my mind this is an amazing book for either introducing anyone to DevOps. It's also very valuable as a tool for illustrating to management or business people the value of DevOps as a tool/philosophy and, perhaps more importantly, as a way to demonstrate what pathologically sick organizations look like.
Even if a reading of the book by management doesn't result in a full organization wide DevOps buy-in it just might result in positive change as readers inevitably see some correlation between the bad behaviors, cargo culture and politics in Parts Unlimited and their own organization.
The story driven format is a great way to introduce key concepts in a digestible manner. The characters are fleshed out and easy to empathize with. Even "villains" are multi-dimensional and ultimately shown to be mostly rational people doing what you would expect from anyone given the circumstances. It's not a riveting award winning piece of fiction that can stand on its own but it's not meant to be. Considering that it's ultimately just a vessel to deliver a concept to the reader it's actually surprisingly well written and engaging.
The accurate but sufficiently broad portrayal of the technical or procedural short comings that crop up in any large, siloed and/or bureaucratic organization are spot on–clearly written by someone who's participated or witnessed much of it first hand. The discussion of technology is general enough to keep the book relevant to almost any organization using almost any technology stack.
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