《凤凰项目》：IT DevOps小说，助力企业成功

DevOps

需积分: 20 47 浏览量更新于2024-07-20 收藏 23.31MB PDF 举报

身份认证购VIP最低享 7 折!

领优惠券(最高得80元）

《凤凰项目：一部关于IT DevOps的小说，助力企业获胜》是由Gene Kim、Kevin Behr和George Spafford合著于2013年的作品。这本书将传统的商业管理视角与IT领域的DevOps实践相结合，以虚构的 Parts Unlimited 公司为背景，讲述了一个故事，旨在启发读者理解和应用DevOps方法论来提升业务效率和响应速度。在Parts Unlimited这个组织中，故事围绕着一群关键角色展开，包括CEO Steve Masters、CFO Dick Landry、SVP of Retail Operations Sarah Moulton、Senior Director of Retail Program Management Maggie Lee、VP of IT Operations Bill Palmer（前Midrange Technology Operations Director）、Distributed Technology Operations Director Wes Davis、Lead Engineer Brent Geller、Director of IT Service Support Patty McKee以及CISO John Pesche。他们共同面临一系列IT挑战，如服务中断、项目延期和成本压力，这促使他们采用DevOps的理念进行变革。 DevOps是一种注重协作、自动化和快速反馈的文化，它强调开发团队与运维团队之间的紧密合作，以实现更快的软件交付、更高的质量和持续改进。《凤凰项目》通过这些角色的个人经历，展示了如何通过DevOps实践，如持续集成、持续部署（CI/CD）、基础设施即代码（IaC）和文化转变，来解决IT问题，提升组织的整体敏捷性和灵活性。书中还包含了"The Phoenix Project Resource Guide"这一附录，提供了更深入的理论支持和实用工具，帮助读者在实际工作中应用DevOps策略。该指南可能涵盖了最佳实践、案例研究、工具选择和团队转型建议，确保读者能够将书中的知识转化为实际操作。《凤凰项目》是一部寓教于乐的作品，不仅提供了关于DevOps概念的深入理解，还通过生动的故事线，让读者亲身体验到DevOps如何帮助企业应对IT领域的变革，最终实现业务成功。对于任何希望改进IT部门效率并推动组织发展的读者来说，这本书是一本不可多得的参考资源。

资源详情

资源推荐

Chapter  • 

CHAPTER 

• Tuesday, September 2

“Bill Palmer here,” I say, answering my cell phone on the rst ring.

I’m late, so I’m driving ten miles per hour over the speed limit, in-

stead of my usual ve. I spent the morning at the doctor’s oce with my

three-year-old son, trying to keep the other toddlers from coughing on

us, constantly being interrupted by my vibrating phone.

The problem of the day is intermittent network outages. As the

Director of Midrange Technology Operations, I’m responsible for the

availability and smooth functioning of a relatively small  group at

Parts Unlimited, a  billion per year manufacturing and retail com-

pany based in Elkhart Grove.

Even in the technology backwaters I’ve chosen to make my turf, I

need to track network issues closely. Because these issues disrupt the

services my group provides, people will blame the outages on me.

“Hi, Bill. is is Laura Beck, from Human Resources.” She’s not the per-

son I usually deal with from , but her name and voice sound familiar…

Holy crap. I try not to swear out loud when I remember who she is.

From the monthly company meetings. She’s the  in charge of .

“Good morning, Laura,” I say with forced cheer. “What can I do for

you?”

 • The Phoenix Project

She responds, “When will you be in the oce? I’d like to meet as

soon as possible.”

I hate vague requests to meet. I only do that when I’m trying to

schedule a time to chew someone out. Or re them.

Wait. Is Laura calling because someone wants to re me? Was there

an outage I didn’t respond to quickly enough? As an  Operations guy,

the career-ending outage is the joke my peers and I tell one another daily.

We agree to meet at her desk in a half hour, but when she doesn’t

share any more details, I say in my most cajoling voice, “Laura, what’s

this all about? Is there a problem in my group? Or am I the one in trou-

ble?” I laugh extra loudly, so she hears it over the phone.

“No, it’s nothing like that,” she says breezily. “You could even say this

is good news. anks, Bill.”

When she hangs up, I try to think of what good news would even look

like these days. When I can’t, I turn the radio back on and immediately

hear a commercial from our largest retailing competitor. ey’re talking

about their unparalleled customer service and a breathtaking new oer-

ing that allows people to customize their cars with their friends online.

e ad is brilliant. I’d use the service in a second, if I weren’t such a

loyal company man. How do they keep bringing such incredible new ca-

pabilities to market while we remain stuck in the mud?

I turn the radio o. Despite all our hard work and late nights, the

competition keeps leapfrogging us. When our Marketing people hear

this ad, they’ll go ballistic. Because they’re likely art or music majors,

not people with a technology background, they’ll publicly promise the

impossible and  will have to gure out how to deliver.

Each year, it gets harder. We have to do more with less, to simultane-

ously maintain competitiveness and reduce costs.

Some days, I think that it can’t be done. Maybe I spent too much

time as a sergeant in the Marines. You learn that you argue your case as

best as you can with your ocer, but sometimes you have to say, “Yes,

sir,” and then go take that hill.

I pull into the parking lot. ree years ago, nding an empty park-

ing spot was impossible. Now, aer all the layos, parking is rarely a

problem.

When I walk into Building  where Laura and her sta reside, I im-

mediately notice how nicely furnished it is. I can smell the new carpeting

Chapter  • 

and there’s even classy wood paneling on the walls. Suddenly, the paint

and carpet in my building seem decades overdue for replacement.

at’s ’s lot in life. At least we’re not in a dingy, dimly lit dank base-

ment, like in the British  show, e  Crowd.

When I get to Laura’s oce, she looks up and smiles. “Good seeing

you again, Bill.” She extends her hand, which I shake. “Have a seat while

I see whether Steve Masters is available to meet.”

Steve Masters? Our ?

She picks up and dials her phone while I sit down, looking around. e

last time I was here was a couple of years ago when  notied us that we

needed to dedicate a room for nursing mothers. We were critically short

of oce and meeting space, and we had big project deadlines looming.

We merely wanted to use a conference room in a dierent building.

However, Wes made it sound like we were a bunch of s Mad Men

Neanderthals. Shortly aerward, we were both summoned here for a

half day of political rehabilitation and sensitivity training. anks, Wes.

Among other things, Wes is in charge of the networks, which is why

I track network outages so closely.

Laura thanks the person on the other end of the phone and turns

back to me. “anks for coming down on short notice. How is your

family doing these days?” she asks.

My brow furrows. If I wanted to chitchat, there are many people I’d

rather talk to than someone in . I force myself to banter about our

families and kids, trying not to think about my other pressing commit-

ments. Eventually I say, without much grace, “So, what can I do for you

this morning?”

“Of course.” She pauses, and then says, “Eective as of this morning,

Luke and Damon are no longer with the company. is went all the way

to the top, with Steve getting involved. He’s chosen you to be the  of

 Operations.”

She smiles broadly, holding out her hand again, “You’re our newest

 in the company, Bill. I think some congratulations are in order?”

Holy crap. I numbly shake her hand.

No, no, no. e last thing I want is a “promotion.”

Luke was our , or Chief Information Ocer. Damon worked for

him and was my boss, in charge of  Operations across the entire com-

pany. Both gone, just like that.

 • The Phoenix Project

I didn’t see this coming. ere wasn’t any chatter on the subspace

radio. Nothing.

For the last decade, like clockwork, new s would come and go

every two years. ey stay just long enough to understand the acronyms,

learn where the bathrooms are, implement a bunch of programs and ini-

tiatives to upset the apple cart, and then they’re gone.

 stands for “Career Is Over.” And s of  Operations don’t last

much longer.

I’ve gured out that the trick to a long career in  Operations man-

agement is to get enough seniority to get good things done but to keep

your head low enough to avoid the political battles that make you inher-

ently vulnerable. I have absolutely no interest in becoming one of the

s who just give each other PowerPoints all day long.

Fishing for more information, I joke, “Two executives leaving at the

same time? Were they stealing money from the stores late at night?”

She laughs, but quickly returns to her -trained deadpan, “ey

both chose to pursue other interests. More than that, you’ll have to nd

out from them.”

As the saying goes, if your colleague tells you they’ve decided to quit,

it was voluntary. But when someone else tells you they’ve decided to

quit, it was mandatory.

Ergo, my boss and his boss were just whacked.

is is exactly why I don’t want a promotion. I’m extremely proud of

the team I’ve built over the last ten years. It’s not the largest group, but

we’re the most organized and dependable, by far. Especially compared

to Wes.

I groan at the thought of managing Wes. He doesn’t manage a team—

he’s barely one step ahead of a chaotic mob.

As I break out in a cold sweat, I know I will never accept this

promotion.

All this time, Laura has been talking, and I haven’t heard a single

word. “—and so we’ll obviously need to talk about how we’re going to

announce this transition. And Steve wants to see you as soon as possible.”

“Look, thanks for the opportunity. I’m honored. But I don’t want this

role. Why would I? I love my current job, and there are tons of impor-

tant things that still need to be done.”

“I don’t think this is optional,” she says, looking sympathetic. “is

Chapter  • 

came straight from Steve. He chose you personally, so you’ll have to talk

with him.”

I stand up and reiterate rmly, “No, really. anks for thinking of me,

but I’ve already got a great job. Good luck nding someone else.”

Minutes later, Laura is walking me to Building , the tallest build-

ing on campus. I’m angry at myself for getting sucked into this insanity.

If I run now, I’m pretty sure she wouldn’t be able to catch me, but

then what? Steve would just send a whole squad of  goons to fetch me.

I don’t say anything, denitely not feeling like small talk anymore.

Laura doesn’t seem to care, walking briskly beside me, nose buried in

her phone, occasionally gesturing directions.

She nds Steve’s oce without ever looking up, obviously having

made this walk many times before.

is oor is warm and inviting, furnished just like it was in the s,

when the building was constructed. With dark hardwood oors and

stained glass windows, it’s from an era when everyone wore suits and

smoked cigars in their oces. e company was booming then—Parts

Unlimited made various widgets inside almost every make of automo-

bile, when horses were being vanquished from daily life.

Steve has a corner oce, where a no-nonsense woman is keeping

guard. She’s about forty, radiating cheerfulness and a sense of organi-

zation and order. Her desk is tidy, with Post-it notes everywhere on the

wall. ere’s a coee mug with the words “Don’t Mess With Stacy” by

her keyboard.

“Hi, Laura,” she says, looking up from her computer. “Busy day, huh?

So, this is Bill?”

“Yep. In the esh,” Laura replies, smiling.

To me she says, “Stacy keeps Steve in line. You’ll grow to know her

well, I suspect. You and I can nish up later.” en she leaves.

Stacy smiles at me. “Pleasure. I’ve heard a lot about you already. Steve

is expecting you.” She points to his door.

I immediately like her. And I think about what I’ve just learned. It’s

been a busy day for Laura. Stacy and Laura are on very familiar terms.

Steve has  on speed dial. Apparently, people who work for Steve don’t

last long.

Great.

Walking in, I’m a little surprised to nd Steve’s oce looks just like

剩余384页未读，继续阅读

richard2017

粉丝: 0
资源: 5

《凤凰项目》：IT DevOps小说，助力企业成功

The Phoenix Project

The Phoenix Project 2013.pdf

有什么devops书籍推荐吗

devops gitlab

使用python3拉取AzureDevOps的代码

azure devops 使用python3脚本拉取代码

azure devops 使用python拉取代码

使用python3拉取AzureDevOps代码

EXIN DevOps证书怎样

Azure devops 面试题

jenkins api

The+Auto+DevOps+pipeline+has+been+enabled+and+will+be+used+if+no+alternative+CI+configuration+file+i

K8SFramework

az devops login命令无反应

ASML DEVOPS

随着云计算的迅速发展，云计算和DevOps成为IT行业的热门领域,请详细介绍说明一下这些方面

devops pdf

学习devops的网站地址

devops认证培训

使用python3使用用户名密码拉取AzureDevOps的代码

最新资源