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Chap Page % Story Time1 15 4% 02 Sep

Part 1: vivid description of the problem

Are these real for you?2 25 7% 02 Sep3 36 11% 02 Sep4 47 14% 03 Sep Fragile artefacts become more fragile5 62 18% 04 Sep6 74 22% 05 Sep Technical debt grows7 84 25% 05 Sep8 94 28% 08 Sep9 104 31% 09 Sep

10 111 33% 11 Sep11 119 35% 11 Sep Application deployment take longer, more difficult, getting gets worse12 125 37% 12 Sep13 138 41% 15 Sep14 146 43% 16 Sep15 154 46% 17 Sep16 166 49% 18 Sep17 177 52% 22 Sep

Part 2: iterative solving of problems

18 182 54% 23 Sep Page 198

19 188 56% 23 Sep

20 203 60% 26 Sep Page 253

21 216 64% 26 Sep

22 223 66% 29 Sep Page 201

23 233 69% 07 Oct

24 238 70% 11 Oct Page 228

25 246 73% 14 Oct

26 255 75% 17 Oct Page 236

27 264 78% 21 Oct

28 273 81% 27 Oct Page 218

29 282 83% 03 Nov

30 293 87% 03 Nov Page 303-304

31 299 88% 03 Nov

32 307 91% 10 Nov Page 325

33 314 93% 11 Nov34 321 95% 28 Nov35 328 97% 09 Jan *Page 99 THE THREE WAYS ' 1 The flow, 2 Consistent Feedback, 3 Continual Learning

Verbalization of observations of currentreality

Depiction of how

predominant practices

pre-ordain failure

Dr. Goldratt’s Logical Thinking Processes to create the downward IT spiral slide,

Date-driven application projects focus only on features, sacrificing non-functionalrequirements, which results in more fragile artifacts in production

IT Ops is stuck firefighting and therefore cannot do preventive work or new projects

Long feature delivery cycle times result in more political decision making, meaningmore focus on features (vs. non-functional requirements)

Breakthrough 1: discovering too much WIP in IT Operations and gobsmackingamounts of reliance on Brent for both project and recovery work

Breakthrough 2: elevating preventive work to prevent unplanned work(especially for Brent) and making work visible

Breakthrough 3: throttling the flow of work into IT Operations by the projectfreeze (subordinate)

Breakthrough 4: identifying and constraining the flows of work to Brent (it wasgenuinely surprising to find out after the fact at how much this resembles thegreen/red tag pattern used in “The Goal”) Kanban Board

Breakthrough 5: documenting and defining standardized work, and managinghandoffs to reduce time spent in queue (through use of kanbans), and furtherreducing reliance on Brent

Breakthrough 6: correctly identifying reliance on IT systems to hit Dick’scorporate objectives (via Gartner RVM model) and correctly scoping audit andinfosec (via GAIT and GAIT-R)

Breakthrough 7: building DevOps flow of work to better design in non-functionalrequirements in Dev, reduce batch sizes and enable single-piece flow throughDevelopment and IT Operations and better enable operational resilience(replicating the work described by Jez Humble, David Farley, Paul Hammondand John Allspaw)

Breakthrough 8: when they discover the constraint moves outside theorganization, they bring back those resources in-house (replicating one of myfavourite Theory of Constraints plays: when there’s idle plant capacity, it’s oftencheaper to fabricate parts in-house than to pay a supplier. Lovely.)