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@RealGeneKim
Session ID:
Gene Kim
The Unicorn Project
And The Five Ideals
@RealGeneKim
2013 2016 2017
@RealGeneKim
 Nearly 3 years, 1600 hours of
work
 Publication date: November 26
 Wanted to capture the heroic
journeys ...
@RealGeneKim
There’s Never Been A Better Time
for Infrastructure and Operations
@RealGeneKim
The Five Ideals
1. Locality and Simplicity
2. Focus, Flow, and Joy
3. Improvement of Daily Work
4. Psychologi...
@RealGeneKim
Session ID:
Ideal #1:
Locality and Simplicity
@RealGeneKim
The Birth And Death Of Etsy Sprouter
 A story about teams of engineers implementing
changes
 2008: Devs and...
@RealGeneKim
Lesson:
The Organization and
The Architecture Of Our Software
Must Be Congruent
@RealGeneKim
Lead Time = 9 months
Source: Damon Edwards (@damonedwards)
@RealGeneKim
Architecture Enables Teams To…
 …make large scale changes to the design of its system without the
permission...
@RealGeneKim
The First Ideal: Organization
 Ideal: any team can independently develop, test,
and deploy value to the cust...
@RealGeneKim
The First Ideal: A Measure
 Bus Factor
 Lunch Factor
@RealGeneKim
How Many People Do You Need To Feed?
 Two pizza team
 Feeding everyone in the building
 Schedule lunch wit...
@RealGeneKim
The First Ideal: Organization
 Ideal: every team has the expertise, capability
and authority to satisfy cust...
@RealGeneKim
The First Ideal: Code
 Ideal: anyone can implement what they need by
looking at one file or module, and make...
@RealGeneKim
Hotel Wi-Fi Story
@RealGeneKim
Session ID:
Ideal #2:
Focus, Flow, and Joy
@RealGeneKim
As Your Ambassador From Dev
 For decades, I self-identified as an Ops person…
 2 years ago, I’ve started to...
@RealGeneKim
Why Functional Programming
 The famous French philosopher Claude Lévi-Strauss
would say of certain tools, ‘i...
@RealGeneKim
Never Have I Valued Infrastructure More
 Things I detest now
 Everything outside of my application
 Connec...
@RealGeneKim
Interestingly, It Portends Future Of Ops
 Core concepts
 Immutability
 Pure functions
 Composability
 Lo...
@RealGeneKim
The Second Ideal: Focus and Flow
 Ideal: your energy and time is focused on solving
the business problem, an...
@RealGeneKim
Two Types Of Learning
● Procedural Learning
● One-shot Learning
@RealGeneKim
 Ideally, I can implement my business feature in
one place, and I have all the expertise I need to
implement...
@RealGeneKim
@RealGeneKim
@RealGeneKim
@RealGeneKim
The Value Of Platforms
 Enable developer productivity
 Self-service
 On-demand
 Immediacy and fast feedba...
@RealGeneKim
 “bash: the disease you die with, but don’t die of…”
Jeffrey Snover
Technical Fellow, Microsoft
@jsnover
@RealGeneKim
The Second Ideal: Focus and Flow
 Ideal: trunk based development
 Not Ideal: 5 days merging, 50 people in
c...
@RealGeneKim
@RealGeneKim
Session ID:
Ideal #3:
Improvement of Daily Work
@RealGeneKim
Not Ideal
“In manufacturing, the absence of effective feedback often
contribute to major quality and safety p...
@RealGeneKim
Create as much feedback in our system, from as
many areas in our system, sooner, faster, and
cheaper, with as...
@RealGeneKim
@RealGeneKim
How many times per day is the andon cord
pulled in a typical day at a Toyota
manufacturing plant?
3,500 times...
@RealGeneKim
Fast Push To Market
Debts & Risks
Features
Quality
Defects
@RealGeneKim
Fast Push To Market — Continued
Features
Defects
Defect fixing dominates work
Site reliability tanks
Slower a...
@RealGeneKimSource: https://twitter.com/johncutlefish/status/1046169469268111361
Who hasn’t felt this?
You hire a bunch of...
@RealGeneKimSource: The Unicorn Project (2019)
@RealGeneKim
Near Death Experiences
● Ebay (1999)
● Microsoft (2002): Bill Gates memo
● Google (2005): Automated testing c...
@RealGeneKim
2002 Microsoft Security
Standdown
 Famously, Microsoft after
SQL Slammer required
every product group to
fre...
@RealGeneKim
The Feature Freeze / Standdown
Debt
Features
Quality
Defects
Features
@RealGeneKim
@RealGeneKim
Quote from Marty Cagan from his book
Inspired
The deal [between product owners and] engineering goes like thi...
@RealGeneKimSource: Satya Nadella, CEO, Microsoft (@satyanadella)
@RealGeneKim
First Ideal
 Ideal: 3-5% of developers dedicated to improving
developer productivity
 Not ideal: assigned t...
@RealGeneKim
The Third Ideal: Improvement
 Not Ideal: No one cares if someone breaks the
build, or checks in code that br...
@RealGeneKim
The Third Ideal: Improvement
 Not ideal: When someone needs a peer review,
that person has to wait until som...
@RealGeneKim
"Automated tests transform fear into boredom."
-- Eran Messeri, Google
Google Dev And Ops (2013)
 15,000 eng...
@RealGeneKim
@RealGeneKim
@RealGeneKim
Session ID:
Ideal #4:
Psychological Safety
@RealGeneKim
One Of The Highest Predictors Of
Performance
Source: Typology Of Organizational Culture (Westrum, 2004)
@RealGeneKim
One Of The Highest Predictors Of
Performance
Source: Typology Of Organizational Culture (Westrum, 2004)
@RealGeneKim
One Of The Highest Predictors Of
Performance
Source: Typology Of Organizational Culture (Westrum, 2004)
@RealGeneKim
Google: Project Aristotle, Oxygen, re:Work
Source: https://rework.withgoogle.com/blog/five-keys-to-a-successf...
@RealGeneKim
@RealGeneKim
@RealGeneKim
@RealGeneKim
Great Practices Enabled
 Blameless post-mortems
 Chaos Monkeys
@RealGeneKim
72
@RealGeneKim
Inject Failures Often
@RealGeneKim
You Don’t Choose Chaos Monkey…
Chaos Monkey Chooses You
@RealGeneKim
“Then I remembered all the Chaos Monkey
exercises we’ve gone through. My reaction
was, ‘Bring it on!’”
The 20...
@RealGeneKim
The 2014 AWS Reboot
“Out of our 2700+ production Cassandra nodes,
218 were rebooted. 22 Cassandra nodes did n...
@RealGeneKim
Netflix and Service Catalog
@RealGeneKim
Tom Limoncelli Quote (@yesthattom)
@RealGeneKim
Session ID:
Ideal #5:
Customer Focus
@RealGeneKim
Session ID:
DevOps Is For The Unicorns…
...And The Horses, Too
@RealGeneKim
DevOps Enterprise: Lessons Learned
 In 2018, we’ll hold the fifth year of the DevOps Enterprise Summit, a
co...
@RealGeneKim
@RealGeneKimSource: Puppet/DORA: 2017 State Of DevOps Report: https://puppet.com/resources/whitepaper/state-of-devops-repo...
@RealGeneKim
Leadership Matters
 Teams with the least reported transformational
leadership behaviors (the bottom-third) w...
@RealGeneKim
The Fifth Ideal: Focus On The Customer
 Not ideal: Functional silo managers behave like
union leaders, as op...
@RealGeneKim
@RealGeneKim
The Fifth Ideal: Focus On The Customer
 Core vs. Context
@RealGeneKim
Why Do I Think This Is
Important?
@RealGeneKim
@RealGeneKim
@RealGeneKim
 Publication date: November 26
 Excerpts will be released in the
next three weeks
@RealGeneKim
@RealGeneKim
@RealGeneKim
Want More Learn More?
To receive this presentation and the following:
 Announcement and upcoming excerpts fr...
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The Unicorn Project and The Five Ideals (older: see notes for newer version)

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Updated version here (Dec 2019): https://www.slideshare.net/realgenekim/the-unicorn-project-and-the-five-ideals-updated-dec-2019

It is impossible to overstate how much I’ve learned since co-authoring The Phoenix Project, DevOps Handbook, and Accelerate. I’m so excited that after years of work, The Unicorn Project will be published later this year.

This book is my attempt to frame what I’ve learned studying technology leaders adopting DevOps principles and patterns in large, complex organizations, often having to fight deeply entrenched orthodoxies. And yet, despite huge obstacles, they create incredibly effective and innovative teams that create beacons of greatness that inspire us all.

In this book, we follow a senior lead developer and architect as she is exiled to the Phoenix Project, to the horror of her friends and colleagues, as punishment for contributing to a payroll outage. She tries to survive in what feels like a heartless and uncaring bureaucracy, forced to work within a system where no one can get anything done without endless committees, paperwork, change requests, and approvals. Decades of technical debt make even small changes difficult or impossible, often causing catastrophic outcomes and fear of punishment.

I get tremendous delight and gratification that this book is not about the bridge crew of the Starship Enterprise -- instead, it is about redshirt engineers, which as it turns out, whose heroic work matters most to the long-term survival of almost every organization.

In my previous books, I’ve focused on principles and practices (e.g., Three Ways, Four Types of Work). However, I’ve always wanted to describe the spectrum of cultural, experiential and value decisions we make that either enable greatness, or create chronic suffering and underperformance. They are currently as follows:

• The First Ideal — Locality and Simplicity
• The Second Ideal — Focus, Flow and Joy
• The Third Ideal — Improvement of Daily Work
• The Fourth Ideal — Psychological Safety
• The Fifth Ideal — Customer Focus

In this talk, I’ll share with you my goals and aspirations for The Unicorn Project, describe in detail the Five Ideals, along with my favorite case studies of both ideal and non-ideal, and why I believe more than ever that DevOps will be one of the most potent economic forces for decades to come.

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The Unicorn Project and The Five Ideals (older: see notes for newer version)

  1. 1. @RealGeneKim Session ID: Gene Kim The Unicorn Project And The Five Ideals
  2. 2. @RealGeneKim 2013 2016 2017
  3. 3. @RealGeneKim  Nearly 3 years, 1600 hours of work  Publication date: November 26  Wanted to capture the heroic journeys of the DevOps Enterprise community
  4. 4. @RealGeneKim There’s Never Been A Better Time for Infrastructure and Operations
  5. 5. @RealGeneKim The Five Ideals 1. Locality and Simplicity 2. Focus, Flow, and Joy 3. Improvement of Daily Work 4. Psychological Safety 5. Customer Focus
  6. 6. @RealGeneKim Session ID: Ideal #1: Locality and Simplicity
  7. 7. @RealGeneKim The Birth And Death Of Etsy Sprouter  A story about teams of engineers implementing changes  2008: Devs and DBAs  2009: Devs and DBAs and Sprouter team  2010: Devs
  8. 8. @RealGeneKim Lesson: The Organization and The Architecture Of Our Software Must Be Congruent
  9. 9. @RealGeneKim Lead Time = 9 months Source: Damon Edwards (@damonedwards)
  10. 10. @RealGeneKim Architecture Enables Teams To…  …make large scale changes to the design of its system without the permission of someone outside the team, or depending on other teams  ...complete its work without fine-grained communication and coordination with people outside the team  ...deploy and release its product or service on demand, independently of other services the product or service depends upon  ...do most of its testing on demand, without requiring an integrated test environment  ...perform deployments during normal business hours with negligible downtime Source: Puppet/DORA: 2017 State Of DevOps Report: https://puppet.com/resources/whitepaper/state-of-devops-report
  11. 11. @RealGeneKim The First Ideal: Organization  Ideal: any team can independently develop, test, and deploy value to the customer  Not Ideal: to deploy value to the customer, every team must coordinate with tens of other teams, and any of them can prevent it
  12. 12. @RealGeneKim The First Ideal: A Measure  Bus Factor  Lunch Factor
  13. 13. @RealGeneKim How Many People Do You Need To Feed?  Two pizza team  Feeding everyone in the building  Schedule lunch with 43 different people
  14. 14. @RealGeneKim The First Ideal: Organization  Ideal: every team has the expertise, capability and authority to satisfy customer needs  Not Ideal: in order to satisfy customer needs, every team must escalate up two levels (and over two, and down two)
  15. 15. @RealGeneKim The First Ideal: Code  Ideal: anyone can implement what they need by looking at one file or module, and make the needed change - Kubernetes sidecars  Not Ideal: to make your needed change, you have to understand all the files and modules
  16. 16. @RealGeneKim Hotel Wi-Fi Story
  17. 17. @RealGeneKim Session ID: Ideal #2: Focus, Flow, and Joy
  18. 18. @RealGeneKim As Your Ambassador From Dev  For decades, I self-identified as an Ops person…  2 years ago, I’ve started to self-identify as Dev  Clojure / ClojureScript  LISP, functional programming, immutability  3000 lines of Objective C -> 1500 lines of TypeScript/React - > 500 lines of ClojureScript  Development is so fun, and these days, you can do miraculous things with so little effort
  19. 19. @RealGeneKim Why Functional Programming  The famous French philosopher Claude Lévi-Strauss would say of certain tools, ‘is it good to think with?’  Core FP concepts  Immutability  Pure functions  Composability  Pioneered by Haskell and Ocaml. Popularized by Clojure, Erlang, Elm, Elixir
  20. 20. @RealGeneKim Never Have I Valued Infrastructure More  Things I detest now  Everything outside of my application  Connecting to anything to anything  Secrets management  Bash  YAML  Patching  Building kubernetes deployment files (mostly by Googling)  Why my cloud costs are so high
  21. 21. @RealGeneKim Interestingly, It Portends Future Of Ops  Core concepts  Immutability  Pure functions  Composability  Look at…  Docker, Docker Compose  Kubernetes  Kubernetes sidecars  Event streams: Apache Kafka
  22. 22. @RealGeneKim The Second Ideal: Focus and Flow  Ideal: your energy and time is focused on solving the business problem, and you’re having fun  Not Ideal: all your time is spent trying to solve problems you don’t even want to solve (e.g., YAML files, Makefile and spaces in filenames, bash)
  23. 23. @RealGeneKim Two Types Of Learning ● Procedural Learning ● One-shot Learning
  24. 24. @RealGeneKim  Ideally, I can implement my business feature in one place, and I have all the expertise I need to implement it
  25. 25. @RealGeneKim
  26. 26. @RealGeneKim
  27. 27. @RealGeneKim
  28. 28. @RealGeneKim The Value Of Platforms  Enable developer productivity  Self-service  On-demand  Immediacy and fast feedback  Focus and flow  Joy  Monitoring, deployment, environment creation, security scans, orchestration…
  29. 29. @RealGeneKim  “bash: the disease you die with, but don’t die of…” Jeffrey Snover Technical Fellow, Microsoft @jsnover
  30. 30. @RealGeneKim The Second Ideal: Focus and Flow  Ideal: trunk based development  Not Ideal: 5 days merging, 50 people in conference rooms
  31. 31. @RealGeneKim
  32. 32. @RealGeneKim Session ID: Ideal #3: Improvement of Daily Work
  33. 33. @RealGeneKim Not Ideal “In manufacturing, the absence of effective feedback often contribute to major quality and safety problems. In one well- documented case at the General Motors Fremont manufacturing plant, there were no effective procedures in place to detect problems during the assembly process, nor were there explicit procedures on what to do when problems were found. “As a result, there were instances of engines being put in backward, cars missing steering wheels or tires, and cars even having to be towed off the assembly line because they wouldn’t start.” Source: DevOps Handbook
  34. 34. @RealGeneKim Create as much feedback in our system, from as many areas in our system, sooner, faster, and cheaper, with as much clarity between cause and effect. Why? Because the more assumptions we can invalidate, the more we learn, improving our ability to fix problems and innovate. Source: DevOps Handbook Ideal
  35. 35. @RealGeneKim
  36. 36. @RealGeneKim How many times per day is the andon cord pulled in a typical day at a Toyota manufacturing plant? 3,500 times per day Source: http://www.gembapantarei.com/2008/04/how_many_times_do_you_pull_the_andon_cord_each_day.html
  37. 37. @RealGeneKim Fast Push To Market Debts & Risks Features Quality Defects
  38. 38. @RealGeneKim Fast Push To Market — Continued Features Defects Defect fixing dominates work Site reliability tanks Slower and slower velocity Customers leave Morale plunges Devs leave because everything is hard Quality Debts & Risks
  39. 39. @RealGeneKimSource: https://twitter.com/johncutlefish/status/1046169469268111361 Who hasn’t felt this? You hire a bunch of developers, but you still can’t ship the features you promised… …and maybe you even have the feeling that things are slowing down…
  40. 40. @RealGeneKimSource: The Unicorn Project (2019)
  41. 41. @RealGeneKim Near Death Experiences ● Ebay (1999) ● Microsoft (2002): Bill Gates memo ● Google (2005): Automated testing culture ● Amazon (2004): Jeff Bezos memo ● Twitter (2008) ● LinkedIn (2009) ● Etsy (2009)
  42. 42. @RealGeneKim 2002 Microsoft Security Standdown  Famously, Microsoft after SQL Slammer required every product group to freeze feature Source: https://www.wired.com/2002/01/bill-gates-trustworthy-computing/
  43. 43. @RealGeneKim The Feature Freeze / Standdown Debt Features Quality Defects Features
  44. 44. @RealGeneKim
  45. 45. @RealGeneKim Quote from Marty Cagan from his book Inspired The deal [between product owners and] engineering goes like this: Product management takes 20% of the team’s capacity right off the top and gives this to engineering to spend as they see fit. They might use it to rewrite, re-architect, or re-factor problematic parts of the code base…​whatever they believe is necessary to avoid ever having to come to the team and say, ‘we need to stop and rewrite [all our code].’ If you’re in really bad shape today, you might need to make this 30% or even more of the resources. However, I get nervous when I find teams that think they can get away with much less than 20%. Cagan notes that when organizations do not pay their “20% tax,” technical debt will increase to the point where an organization inevitably spends all of its cycles paying down technical debt. At some point, the services become so fragile that feature delivery grinds to a halt because all the engineers are working on reliability issues or working around problems.
  46. 46. @RealGeneKimSource: Satya Nadella, CEO, Microsoft (@satyanadella)
  47. 47. @RealGeneKim First Ideal  Ideal: 3-5% of developers dedicated to improving developer productivity  Not ideal: assigned to summer interns and “people not good enough to be developers”
  48. 48. @RealGeneKim The Third Ideal: Improvement  Not Ideal: No one cares if someone breaks the build, or checks in code that breaks our tests  Ideal: When someone breaks our build or our tests, fixing it becomes the most important work of the moment
  49. 49. @RealGeneKim The Third Ideal: Improvement  Not ideal: When someone needs a peer review, that person has to wait until someone else frees up  Ideal: Whatever I’m working on, if someone needs a peer review, I drop whatever I’m doing to help
  50. 50. @RealGeneKim "Automated tests transform fear into boredom." -- Eran Messeri, Google Google Dev And Ops (2013)  15,000 engineers, working on 4,000+ projects  All code is checked into one source tree (billions of files!)  5,500 code commits/day  75 million test cases are run daily
  51. 51. @RealGeneKim
  52. 52. @RealGeneKim
  53. 53. @RealGeneKim Session ID: Ideal #4: Psychological Safety
  54. 54. @RealGeneKim One Of The Highest Predictors Of Performance Source: Typology Of Organizational Culture (Westrum, 2004)
  55. 55. @RealGeneKim One Of The Highest Predictors Of Performance Source: Typology Of Organizational Culture (Westrum, 2004)
  56. 56. @RealGeneKim One Of The Highest Predictors Of Performance Source: Typology Of Organizational Culture (Westrum, 2004)
  57. 57. @RealGeneKim Google: Project Aristotle, Oxygen, re:Work Source: https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/
  58. 58. @RealGeneKim
  59. 59. @RealGeneKim
  60. 60. @RealGeneKim
  61. 61. @RealGeneKim Great Practices Enabled  Blameless post-mortems  Chaos Monkeys
  62. 62. @RealGeneKim 72
  63. 63. @RealGeneKim Inject Failures Often
  64. 64. @RealGeneKim You Don’t Choose Chaos Monkey… Chaos Monkey Chooses You
  65. 65. @RealGeneKim “Then I remembered all the Chaos Monkey exercises we’ve gone through. My reaction was, ‘Bring it on!’” The 2014 AWS Reboot “When we got the news about the emergency EC2 reboots, our jaws dropped. When we got the list of how many Cassandra nodes would be affected, I felt ill. – Christos Kalantzis Netflix Cloud DB EngineeringSource: http://techblog.netflix.com/2014/10/a-state-of-xen-chaos-monkey-cassandra.html
  66. 66. @RealGeneKim The 2014 AWS Reboot “Out of our 2700+ production Cassandra nodes, 218 were rebooted. 22 Cassandra nodes did not reboot successfully. “Netflix customers experienced no downtime that weekend.” – Bruce Wong Netflix Chaos Engineering
  67. 67. @RealGeneKim Netflix and Service Catalog
  68. 68. @RealGeneKim Tom Limoncelli Quote (@yesthattom)
  69. 69. @RealGeneKim Session ID: Ideal #5: Customer Focus
  70. 70. @RealGeneKim Session ID: DevOps Is For The Unicorns… ...And The Horses, Too
  71. 71. @RealGeneKim DevOps Enterprise: Lessons Learned  In 2018, we’ll hold the fifth year of the DevOps Enterprise Summit, a conference for horses, by horses  Over the years, we’ve had over 200 leaders from:  Capital One, KeyBank, Barclays, GE Capital, ING Bank, Fidelity, PNC, ADP, BofA, Western Union, BBVA  Nationwide Insurance, Zurich Insurance, Hiscox, Aviva, LV=  Walmart, Nordstrom, Target, Macy’s, Marks and Spencer  Nike, Adidas, Sherwin Williams  Verizon, Telstra, T-Mobile, Orange, CSG  Raytheon, Lockheed Martin, Northrop Grumman, CSRA, Jaguar Land Rover  Disney, Ticketmaster, NBC/Universal  Kaiser Permanente  US Citizenship & Immigration Services, UK HM Revenue Collection, DISA Forge.mil, NZ Ministry of Social Development, UK Welfare and Pensions, US Joint Warfare Analysis Center  Amazon PrimeNow, CA, Compuware, Google Search, IBM, MicroFocus, Microsoft, SAP
  72. 72. @RealGeneKim
  73. 73. @RealGeneKimSource: Puppet/DORA: 2017 State Of DevOps Report: https://puppet.com/resources/whitepaper/state-of-devops-report
  74. 74. @RealGeneKim Leadership Matters  Teams with the least reported transformational leadership behaviors (the bottom-third) were one- half as likely to be high IT performers  Leaders cannot do it alone! Teams with the top 10% of reported transformational leadership behaviors performed no better than the median Source: Puppet/DORA: 2017 State Of DevOps Report: https://puppet.com/resources/whitepaper/state-of-devops-report
  75. 75. @RealGeneKim The Fifth Ideal: Focus On The Customer  Not ideal: Functional silo managers behave like union leaders, as opposed to business leaders  Ideal: Functional silo managers make decisions based on what the customer values, and helps ensure their teams have the skills to thrive in the long term
  76. 76. @RealGeneKim
  77. 77. @RealGeneKim The Fifth Ideal: Focus On The Customer  Core vs. Context
  78. 78. @RealGeneKim Why Do I Think This Is Important?
  79. 79. @RealGeneKim
  80. 80. @RealGeneKim
  81. 81. @RealGeneKim  Publication date: November 26  Excerpts will be released in the next three weeks
  82. 82. @RealGeneKim
  83. 83. @RealGeneKim
  84. 84. @RealGeneKim Want More Learn More? To receive this presentation and the following:  Announcement and upcoming excerpts from The Unicorn Project  Eight excerpts from Beyond The Phoenix Project audio series w/John Willis  The 140 page excerpt of The DevOps Handbook  The 140 page excerpt of The Phoenix Project  Videos and slides from DevOps Enterprise 2014-2019  One hour excerpt of The Phoenix Project audiobook Just pick up your phone, and send an email: To: realgenekim@SendYourSlides.com Subject: devops realgenekim@SendYourSlides.com devops
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Updated version here (Dec 2019): https://www.slideshare.net/realgenekim/the-unicorn-project-and-the-five-ideals-updated-dec-2019 It is impossible to overstate how much I’ve learned since co-authoring The Phoenix Project, DevOps Handbook, and Accelerate. I’m so excited that after years of work, The Unicorn Project will be published later this year. This book is my attempt to frame what I’ve learned studying technology leaders adopting DevOps principles and patterns in large, complex organizations, often having to fight deeply entrenched orthodoxies. And yet, despite huge obstacles, they create incredibly effective and innovative teams that create beacons of greatness that inspire us all. In this book, we follow a senior lead developer and architect as she is exiled to the Phoenix Project, to the horror of her friends and colleagues, as punishment for contributing to a payroll outage. She tries to survive in what feels like a heartless and uncaring bureaucracy, forced to work within a system where no one can get anything done without endless committees, paperwork, change requests, and approvals. Decades of technical debt make even small changes difficult or impossible, often causing catastrophic outcomes and fear of punishment. I get tremendous delight and gratification that this book is not about the bridge crew of the Starship Enterprise -- instead, it is about redshirt engineers, which as it turns out, whose heroic work matters most to the long-term survival of almost every organization. In my previous books, I’ve focused on principles and practices (e.g., Three Ways, Four Types of Work). However, I’ve always wanted to describe the spectrum of cultural, experiential and value decisions we make that either enable greatness, or create chronic suffering and underperformance. They are currently as follows: • The First Ideal — Locality and Simplicity • The Second Ideal — Focus, Flow and Joy • The Third Ideal — Improvement of Daily Work • The Fourth Ideal — Psychological Safety • The Fifth Ideal — Customer Focus In this talk, I’ll share with you my goals and aspirations for The Unicorn Project, describe in detail the Five Ideals, along with my favorite case studies of both ideal and non-ideal, and why I believe more than ever that DevOps will be one of the most potent economic forces for decades to come.

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