Book 7 of 141

    From the library

    Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations

    Nicole Forsgren, Jez Humble, Gene Kim, 2018

    In one paragraph

    Research-based guide to building high-performing technology organizations. Based on four years of research and data from over 23,000 survey responses from the State of DevOps reports, using rigorous statistical methods to measure software delivery performance and what drives it. Winner of the Shingo Publication Award.

    Also tagged

    Technology
    DevOps
    Leadership

    Where this sits in the operating system

    Measurement Systems

    Systems Over Goals

    Feedback Loops

    Systems Over Goals

    Continuous Improvement Cycles

    Systems Over Goals

    Leading vs. Lagging Indicators

    Continuous Improvement & Feedback Loops

    Key insights

    Four measures capture delivery performance: lead time, deployment frequency, time to restore, change failure rate. Speed and stability rise together rather than trading off.

    The research design is the contribution. This is the rare management claim built on survey data with stated methodology rather than case selection.

    Culture predicts performance, and the direction of causation runs both ways: how you deliver shapes the culture that shapes delivery.

    Recognise it early

    The failure and the correction sit side by side deliberately. Read the left column asking whether any of it is already true of you.

    What goes wrong

    Focusing on individual heroics over systematic capabilities

    High performance achievable for every teambuild repeatable organizational capabilities

    Prioritizing tools over process, culture, and systematic practices

    Key is how organizations develop and deployfocus on capabilities and culture

    Making decisions without measurement and objective data analysis

    Measurement first step to improvementuse four key metrics to drive all decisions

    Treating speed and stability as competing organizational priorities

    Highest performers have bothoptimize for speed AND stability simultaneously

    Ignoring employee satisfaction, burnout, and cultural health factors

    Job satisfaction number one predictorprioritize people, culture, and sustainable practices

    The same idea, argued differently

    Masaaki Imai

    Gene Kim, Kevin Behr, George Spafford

    Ryan Deiss

    Dan Sullivan, Benjamin Hardy

    The full breakdown

    Before you close this

    Naming the specific moment you will act roughly doubles the odds you do.

    Reference

    Author
    Nicole Forsgren, Jez Humble, Gene Kim
    Published
    2018
    Category
    Business
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