Title RIG_The Phoenix Project Graphic Summary.pdf ✅

Copyright © 2021 Skool of Happiness Pte Ltd. All Rights Reserved. readingraphics.com ReadinGraphics ReadinGraphics Dairy products (incl. butter, cheese, yogurt, milk) Information Technology (IT) is crucial to any organization. IT failures can disrupt a business while strong IT capabilities can improve the speed and effectiveness of all business functions to provide a real competitive advantage. Business projects create revenue or strategic value, e.g. new features for customers. Internal projects help the organization to become more productive, e.g. upgrade existing systems. Scheduled changes help to stabilize/improve outputs from business & internal projects, e.g. fixing bugs. Unplanned work (firefighting) is dangerous: it disrupts planned work, wastes resources and leaves you with no time/energy to plan ahead. Visualize and manage your workflow using the Kanban board or similar tools. Improve system-wide flow: remove defects as early as possible, minimize wait times, let the key constraint set the work tempo, and prioritize projects based on business value. When people don’t follow the proper change & ticketing processes, there’s no proper oversight or coordination. One uninformed change can disrupt other parts of the system. Lack of discipline/rigor Each unit focuses on its own goals without considering the impact of their actions on other units or the broader business goals. When problems arise, the focus is on blaming others and protecting oneself. Silos & Conflicting Goals People accept new IT jobs without knowing the existing capacity/backlog. Or, they work on tasks on a first-come-first-serve basis without considering its priority or where it fits in the production process. Optimize your “IT factory” by focusing on the value stream, i.e. how value flows through the production process. Work-in-process (WIP) is useless. Value is only created when the finished code can be tested or deployed. The faster you can move from concept to deployment, the faster you can deliver value. No visibility on Workflow Every IT outage hurts the business (e.g. lost sales or angry customers). IT staff must also drop other work to fix the problem, disrupting planned work. Sloppy diagnosis and wrong “fixes” can create even more problems. Constant Firefighting Avoiding the IT Spiral of Death THE 4 TYPES OF IT WORK Leveraging IT to Maximize Business Value Improving The Value Flow Applying The Theory Of Constraints GETTING STUCK IN A VICIOUS CYCLE With missed deadlines and time pressure, people take shortcuts to rush out the work, resulting in quality issues and risks of more outages or security breaches. Time → Quality Issues To regain control, know your capacity & constraints, and eliminate as much unplanned work as possible. Business idea/hypothesis Inputs & processes Each work station has 4 parts: machine, man, method, measures Development IT Ops: Deployment of tech-enabled service Improvement in any part of the production line is an illusion without first addressing the bottleneck. Examine the overall production system to identify your key bottleneck(s), e.g. certain engineers who are overloaded. Increase the bottleneck capacity and reduce wastage. Reassign non-critical work, and standardize/document as much of the work as possible so it can be duplicated by others or automated. Subordinate everything to the constraint: manage upstream & downstream processes from the constraint. Direct top-priority work there first, and remove any reworks or backflows. Maximizing Value From DevOps: The Three Ways Go beyond individual work stations (e.g. Dev vs Ops) to streamline the entire system (DevOps). Reduce batch sizes. Aim for the smallest-possible part (e.g. 1 feature) that can be finished quickly from start to end. Ensure work always flows forward (not backward due to missing parts or rework). Build in quality from the onset. Find and eradicate the largest sources of unplanned work. Amplify and shorten the feedback loop from Ops back to Dev. Create a culture that embraces experimentation, repeated practice and learning from failures. Use regular drills and stress-tests to get people into the habit of solving problems and improving the systems continually. 3rd Way = Continual improvement Identify the Constraint Optimize the Constraint Let the constraint set the pace 1st Way = Systems Thinking 2nd Way = Feedback THE PHOENIX PROJECT A NOVEL ABOUT IT, DEVOPS, AND HELPING YOUR BUSINESS WIN Gene Kim, Kevin Behr, George Spafford