Notes: 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 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
14 points
Revived Japan after the war
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
Translates these 7 sins and lean stuff
Erik Ries
-lean StartUp (book)
-lessons learned (blog)
Dr.
4-PULL
5-KAIZEN
- Improvement Kata - 4step process
- Elevate problems, swarm them
- If you don't have enough learning, then you are getting behind
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
Release it - dev Drift into failure - ops
Netflix
- chaos monkey
- Latency monkey
- Conformity monkey
- Security monkey
- FIT (fault injection transaction)
- Punishing vs Restoritive culture
- Bad apple theory
Other books
- field guide to human error
- Safety anarchist
Blameless postmortem
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
(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