Notes: Beyond the Phoenix Project
January 7th, 2019
Books: Beyond the Phoenix Project
Summary blogposts (by the author)
Part 1: Where To Learn More About Concepts In “The Phoenix Project” https://itrevolution.com/learn-more-about-concepts-in-phoenix-project/
Part 2: Kanbans https://itrevolution.com/resource-guide-for-the-phoenix-project-kanbans-part-2/
Part 3: Audit and correctly scoping the IT portions: https://itrevolution.com/audit-101-for-devops-resource-guide-for-the-phoenix-project-part-3-correctly-scoping-it-using-gait-and-gait-r/
Part 4: The Gartner Risk Adjusted Value Model: https://itrevolution.com/gartner-risk-adjusted-value-model-resource-guide-for-the-phoenix-project-part-4/
theory of constraints
Dr Demming
[ ] Out of the crisis - Demming
14 points
Revived Japan after the war
[ ] New economics - Demming
his last book, system of profound knowledge
Appreciation for system
Knowledge of variation
Theory of knowledge
Knowledge of psychology
Module 4 - Lean
5 classic areas of lean
7 sins in manufacturing
[ ] Mary poppendich - lean software development
Translates these 7 sins and lean stuff
Erik Ries
-lean StartUp (book)
-lessons learned (blog)
[ ] The principles of software development flow
Dr.
4-PULL
[ ] Kanban - David J Anderson
5-KAIZEN
[ ] Toyota kata - Mike Rother
Improvement Kata - 4step process
Elevate problems, swarm them
If you don't have enough learning, then you are getting behind
[ ] High velocity edge - Spears
Module 5 - safety culture
Aka resilience engineering
John Allspa
Dr Sydney Decker
"a culture that allows the people to give their boss bad news"
Safety 1: who caused the problem
Safety 2: what caused the problem
Blame vs learning
Inmates are Running the Asylum
We create very mean software
Normal Accidents
Just Culture - Dr Sydney Decker
How complex operations fail - devops perspective (blog)
Dr Erik Hollnecker
ETTO (efficiency thoroughness trade off)
Equilibrium
Google Sri story - error budgeting
Service level objective
Dr David Woods
Lots of different industries
Behind human error - book/paper
(Nobody understands his work, Dr Sydney decker Translates it, John does it extremely practical )
Dynamic fault management
Summary: when people are trying to deal with..., they use their mental models, the feedback is late, sometimes you need to fix even if that blocks your learning, it's very complex
Cf John's master's thesis at etsy
Velocity conference
Dr Cook's 18 points
Complex systems are
Intrinsically hazardous
Defended by us by building around it
Catastrophe requires multiple failures
Contain changing mixtures
Run in integrated mode
Catastrophe is always right around the corner
Post accident attribution to root cause is fundamentally wrong
Hindsight bias
Human operators are producers and defenders
All practitioner actions are gambles
Actions at the sharp end, resolve all ambiguities
Human practitioners are the adaptable elements
Human expertise is constantly changing
Change introduces new forms of failure
Views of cause limit the effectiveness of defense against future defence
Safety is a characteristic of the system, not the components
People continuously create safety
Failure free operations require experience with failure
Mike Nagards - Release it (book)
Circuit breaker pattern: Built in failure detection
Proactive design your failure modes
Netflix architecture
[x] Release it - dev
[ ] Drift into failure - ops
Netflix
chaos monkey
Latency monkey
Conformity monkey
Security monkey
FIT (fault injection transaction)
[ ] Just Culture (justice) - Dr. Deckers
Punishing vs Restoritive culture
Bad apple theory
Other books
field guide to human error
Safety anarchist
Dr. Westrom
The westrom organisational model
Pathological: blame
Bureaucratic: justice
Retributive: genuine inquiry
Blameless post mortem
Etsy
Module 6 - Learning Organisations
The 5th discipline (difficult)
A field guide to learning organisations (difficult)
The 5 disciplines
Personal mastery - self-improvement
Mental models
Systems thinking
Building shared vision
Team learning
Integration of 1-4
Is yours a learning organisation? (blog)
Psychological safety
Appreciation of differences
Opennees to ideas
Time for reflection (Slack time)
Education
Experimentation
Reinforcement of learning
Peter Senguei
Fast feedback loops
MIT beer game
Swarm problems
Build breaks
5 capability of transformational leadership
Vision
Intellectual stimulation - challenge status quo
Inspiration
Supportive leadership
Personal recognition
"we're just at the beginning of a 20 to 30 year golden age" - Chris Little
[ ] Book: Technology revolutions and financial capital: the dynamics of bubbles and golden ages - karlada Perez
(not the easiest book to read, but definitely worth it)
4 macro
Industrial revolution
Ict revolution
Every 50 to 70 years.
There are 5 reasons these things happen
Critical factor of production that becomes very cheap
Creates a surge of infrastructure
Laisser Faire, Wrenching innovation, Bubble
Post bubble recession
Period of consolidation and widespread gains, deployment period, most value created, with production capital
Sharing stories
Dynamic learning organizations
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