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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: #120322 in Books
- Published on: 2013-01-10
- Original language: English
- Number of items: 1
- Dimensions: 1.10" h x 6.33" w x 9.36" l, 1.38 pounds
- Binding: Hardcover
- 345 pages
Review
"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
"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
20 of 22 people found the following review helpful.
By the End, I Felt Like Winston Smith…
By Richard Morgan
“But it was all right, everything was all right, the struggle was finished… He loved Big IT Process.”
Yep, if you just embrace Process at your organization, all problems will be solved. Too many changes going on? Write them down on index cards and put them on a Kanban board. Need to coordinate changes? Have a friendly, less than 4 hour, Change Advisory Board (CAB) call. Only have one person in your organization that can actually do anything? Make them a “constraint” and protect them from doing work. Don’t know what to do next? Hang out with an ex-military, pseudo-Zen sage that knows all the answers but refuses to tell you because, well, he must be a sadist. Oh, and you’ll know everything is okay when you get a new laptop.
This book is a fable, and a long one at that. Of course the writing is terrible and the characters are flat. No one complains that Aesop should give us a backstory for the tortoise. The protagonist’s wife serves as a reason why our hero can’t quit (“Honey, what about the second mortgage?”) and acts as a harridan when he can’t take the kids to daycare. The characters all serve the purpose driving the moral.
If you hate reading those dry IT process books, and need a story to stretch out explanations of concepts for hundreds of pages, this book is for you. Each concept is introduced by some disaster and then some character has a soliloquy to teach us which process we can use to fix it.
Given all that, the book has realistic parts: terrible communication, political in-fighting, some ITIL-certified tool no one uses; all give an air of realism. If you work in IT, you’ll nod your head; I think this shared misery is the reason for the book’s popularity. Yet the transformation of both the company and some of the characters (the IT security lead seemingly embraces his sexuality and dispenses with 75% of SOX audit controls because some lady in Finance has a spreadsheet) are too fantastical. The ending is some nerd fantasy where the evil Marketing person is fired and IT is enshrined as an integral part of the business.
The Goal inspired this book, so I’d offer it as a related read.
Finally, would someone please tell me who replaced Bill as the head of Midrange? That truly must be some back-water worthless department because it is NEVER mentioned beyond Bill’s former position.
3 of 3 people found the following review helpful.
A fairy tale for IT Operations practitioners, ending on an interesting moral. Not always completely real but full of learnings
By Red Rubin
I lead a very large, global IT Operations shop and was captured by this novel's plot, especially after understanding that it is more of a "fairy tale with a moral" than an account of real actions. The book advocates for DevOps without the classic tool- or development-centric perspective that is behind so many of the current buzzwords and interpretations in this space.
The moral is strong: IT is not too different from a traditional manufacturing plant, except that IT never matured in the same way as manufacturing had to forcefully do in the 80s/90s. The current, traditional way of working in IT is no longer suitable to cope with the increased workload and the demands for reactivity, quality, delivery time and security, but just cracking the whip harder won't help. We need to modernize the way work is prioritized and routed through IT: this is a fundamental leadership and methodology mission but not a simple tool question.
Some parts of the book, especially in the first third are increadibly real and were indeed thrilling. If you never worked in IT Operations, even if you believe you know how it could be but have never been there, read this book. It is very close to reality in terms of the fast actions, the emotional and time pressure, the pain on your private life and all the political games around. Also some of the emotions that folks in IT Operations have towards their cousins in SW Development and in IT Security are described very vividly and realistically. Beyond that, the authors put in the story a cathartic moment where the relationships among senior execs in IT change from conflictual to strongly aligned and team oriented: this is probably one of the most necessary changes to enable the bigger transformation the authors advocate for.
Other parts of the book are frankly a bit less realistic, in particular on the time necessary to achieve such a deep, major transformation. The novel stretches over a couple of months only, which even for a ver small unit can be challenging. This stretched time is probably functional to conveying the moral of the story, but you need to take it with a pinch of salt. The change of one of the characters after being almost fired and getting lost on a drinking spree for a couple of weeks is also something mysterious: suddenly the CISO transforms from "old style" to "new style", but the origin of this change remains foggy (and God knows how I'd love to know precisely how to change like that a CISO).
Some other aspects of the story where to my personal taste at the edge of cheesiness. Two examples above all:
- the sequence where the CEO and the senior IT leadership open up personally to each other and share personal secrets (the protagonist - who used to be a Marines sergeant - ends up crying like a baby) is symbolically right - personal bonds are a precondition for a functional leadership team - but excessive in the description.
- uncommon for the cultural background I am coming from but maybe commonplace in the US, all positive characters have a military background, proportional to their organizational level: the IT Ops guy was a Marines sergeant, the CEO was a Major and the Board member - the Deus ex Machina, inspiring all the learning - used to be a member of the Special Forces.
Do not expect a literary writing but a very enjoyable fairy tale for nerds with a moral that hints you neatly to plenty of possible solutions approaches to the current challenges in IT Operations.
1 of 1 people found the following review helpful.
A teaching book through a fictional story
By C Wong
This book has more or less described unpleasant work situations I've personally experienced in life. Where work has gotten me down and there's chaos everywhere.
Then it more or less describes the three ways and how it can improve your work life through the medium of this fictional guy. You can't help by trying to learn and understand the process as well as root for the guy.
It not only applies to IT, but to any job where you can be dealing with multiple projects and interrupt work. It's not about manufacturing, but how to analyze and prioritize workflow. It's how to improve things for the company at a a high level view.
For many years I've been a skeptic. I read maybe a fifth of the book and stopped because it fully described the hell I was in and I didn't want to relive it. Now that I've finished it and thought about how it can apply to my job I see constraints around people and processes. Most importantly I see where to. Begin to start improving my team's workflow and my work life. I may not get to that fairy tale ending, but at least I have a starting point.
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