The answers aren't easy -- just incredibly successful.

    This groundbreaking new book sets out the principles and technical practices that enable rapid, incremental delivery of high quality, valuable new functionality to users. Through automation of the build, deployment, and testing process, and improved collaboration between developers, testers, and operations, delivery teams can get changes released in a matter of hours-- sometimes even minutes-no matter what the size of a project or the complexity of its code base. Jez Humble and David Farley begin by presenting the foundations of a rapid, reliable, low-risk delivery process. Next, they introduce the "deployment pipeline," an automated process for managing all changes, from check-in to release. Finally, they discuss the "ecosystem" needed to support continuous delivery, from infrastructure, data and configuration management to governance. The authors introduce state-of-the-art techniques, including automated infrastructure management and data migration, and the use of virtualization. For each, they review key issues, identify best practices, and demonstrate how to mitigate risks. Coverage includes - Automating all facets of building, integrating, testing, and deploying software - Implementing deployment pipelines at team and organizational levels - Improving collaboration between developers, testers, and operations - Developing features incrementally on large and distributed teams - Implementing an effective configuration management strategy - Automating acceptance testing, from analysis to implementation - Testing capacity and other non-functional requirements - Implementing continuous deployment and zero-downtime releases - Managing infrastructure, data, components and dependencies - Navigating risk management, compliance, and auditing Whether you're a developer, systems administrator, tester, or manager, this book will help your organization move from idea to release faster than ever--so you can deliver value to your business rapidly and reliably.

    It's Tuesday morning and on his drive into the office, Bill gets a call from the CEO. The company's new IT initiative, code named Phoenix Project, is critical to the future of Parts Unlimited, but the project is massively over budget and very late. The CEO wants Bill to report directly to him and fix the mess in ninety days or else Bill's entire department will be outsourced. With the help of a prospective board member and his mysterious philosophy of The Three Ways, Bill starts to see that IT work has more in common with manufacturing plant work than he ever imagined. With the clock ticking, Bill must organize work flow streamline interdepartmental communications, and effectively serve the other business functions at Parts Unlimited. In a fast-paced and entertaining style, three luminaries of the DevOps movement deliver a story that anyone who works in IT will recognize. Readers will not only learn how to improve their own IT organizations, they'll never view IT the same way again.

    Management is a key part of any organization, yet the discipline is often self-taught and unstructured. Getting to the good solutions of complex management challenges can make the difference between fulfillment and frustration for teams, and, ultimately, the success or failure of companies. Will Larson's An Elegant Puzzle orients around the particular challenges of engineering management--from sizing teams to technical debt to succession planning--and provides a path to the good solutions. Drawing from his experience at Digg, Uber, and Stripe, Will Larson has developed a thoughtful approach to engineering management that leaders of all levels at companies of all sizes can apply. An Elegant Puzzle balances structured principles and human-centric thinking to help any leader create more effective and rewarding organizations for engineers to thrive in.

    Tech companies in general lack the experience, tools, texts, and frameworks to do it well. And the handful of books that share tips and tricks of engineering management don t explain how to supervise employees in the face of growth and change.In this book, author Camille Fournier takes you through the stages of technical management, from mentoring interns to working with the senior staff. You ll get actionable advice for approaching various obstacles in your path, whether you re a new manager, a mentor, or a more experienced leader looking for fresh advice. Pick up this book and learn how to become a better manager and leader in your organization. * Discover how to manage small teams and large/multi-level teams * Understand how to build and bootstrap a unifying culture in teams * Deal with people problems and learn how to mentor other managers and new leaders * Learn how to manage yourself: avoid common pitfalls that challenge many leaders * Obtain several practices that you can incorporate and practice along the way

    Unfortunately, reliable guidance on Agile management has been scarce indeed. Now, leading Agile manager Jurgen Appelo fills that gap, introducing a realistic approach to leading, managing, and growing your Agile team or organization. Writing for current managers and developers moving into management, Appelo shares insights that are grounded in modern complex systems theory, reflecting the intense complexity of modern software development. Appelo's Management 3.0 model recognizes that today's organizations are living, networked systems; and that management is primarily about people and relationships. Management 3.0 doesn't offer mere checklists or prescriptions to follow slavishly; rather, it deepens your understanding of how organizations and Agile teams work and gives you tools to solve your own problems. Drawing on his extensive experience as an Agile manager, the author identifies the most important practices of Agile management and helps you improve each of them. Coverage includes - Getting beyond "Management 1.0" control and "Management 2.0" fads - Understanding how complexity affects your organization - Keeping your people active, creative, innovative, and motivated - Giving teams the care and authority they need to grow on their own - Defining boundaries so teams can succeed in alignment with business goals - Sowing the seeds for a culture of software craftsmanship - Crafting an organizational network that promotes success - Implementing continuous improvement that actually works Thoroughly pragmatic-and never trendy-Jurgen Appelo's Management 3.0 helps you bring greater agility to any software organization, team, or project.

    But how do you build the best team organization for your specific goals, culture, and needs? Team Topologies is a practical, step-by-step, adaptive model for organizational design and team interaction based on four fundamental team types and three team interaction patterns. It is a model that treats teams as the fundamental means of delivery, where team structures and communication pathways are able to evolve with technological and organizational maturity.In Team Topologies, IT consultants Matthew Skelton and Manuel Pais share secrets of successful team patterns and interactions to help readers choose and evolve the right team patterns for their organization, making sure to keep the software healthy and optimize value streams.Team Topologies is a major step forward in organizational design for software, presenting a well-defined way for teams to interact and interrelate that helps make the resulting software architecture clearer and more sustainable, turning inter-team problems into valuable signals for the self-steering organization.

    Emphasizes possible, realistic and "best practice" approaches for managers, technical leads and self-managed teams. The author emphasizes efficient development concepts with an examination of rapid development strategies and a study of classic mistakes, within the context of software-development fundamentals and risk management. Dissects the core issues of rapid development, lifecycle planning, estimation and scheduling. Contains very good and practical discussions of customer-oriented development, motivation and teamwork. Explains such fundamental requirements as team structure, feature-set control (the dreaded feature creep in every project), availability and use of productivity tools and project recovery options. Relevant case studies are analyzed and discussed within the context of specific software development problems. Over 200 pages in this publication are devoted to a summary of best practices, everything from the daily build and smoke test, through prototyping, model selection, measurement, reuse, and the top-10 risks list. This publication is definitely recommended and will become a classic in the field, just as the author's prior publication, "Code Complete" already is.

    Our increasingly complex world demands that we continuously learn from failures (and successes) in order to survive and thrive. And yet, our learning is too often undermined. We construct biased but comfortable stories, which often feature a simple, single "root cause"--a villain, someone to take the blame. Having done that, we short-circuit the possibility of developing any deeper understanding of the complex systems we work with. With this common approach, our systems will become more fragile and drift into failure. In this concise and entertaining book, I.T. veteran Dave Zwieback describes an incident that threatens the very existence of a large financial institution, and the counterintuitive steps its leadership took to stop the downward spiral. Their novel approach is grounded in proven concepts from complexity science, resilience engineering, human factors, cognitive science, and organizational psychology. It allows us to identify the underlying conditions for failure, and make our systems (and organizations) safer and more resilient.- Get a clear understanding of the downside of blame- Learn how to identify (and counteract) cognitive biases in groups- See how organizations can determine the real root cause of problems- Establish real accountability with your organization- Use the Learning Review Framework to fully learn from failures of complex systems- Find practical insights and tips for moving beyond blame in your own organization

    He explains why invisible and unmanaged queues are the underlying root cause of poor product development performance. He shows why these queues form and how they undermine the speed, quality, and efficiency in product development.

    Moms in particular will welcome this trend.  A full 60% wish they had a flexible work option. But companies see advantages too in the way remote work increases their talent pool, reduces turnover, lessens their real estate footprint, and improves the ability to conduct business across multiple time zones, to name just a few advantages.  In Remote, inconoclastic authors Fried and Hansson will convince readers that letting all or part of work teams function remotely is a great idea--and they're going to show precisely how a remote work setup can be accomplished.

    In this book, Agile Alliance cofounder Mike Cohn discusses the philosophy of agile estimating and planning and shows you exactly how to get the job done, with real-world examples and case studies.Concepts are clearly illustrated and readers are guided, step by step, toward how to answer the following questions: What will we build? How big will it be? When must it be done? How much can I really complete by then? You will first learn what makes a good plan-and then what makes it agile.Using the techniques in Agile Estimating and Planning , you can stay agile from start to finish, saving time, conserving resources, and accomplishing more. Highlights include:Why conventional prescriptive planning fails and why agile planning works How to estimate feature size using story points and ideal days--and when to use each How and when to re-estimate How to prioritize features using both financial and nonfinancial approaches How to split large features into smaller, more manageable ones How to plan iterations and predict your team's initial rate of progress How to schedule projects that have unusually high uncertainty or schedule-related risk How to estimate projects that will be worked on by multiple teams Agile Estimating and Planning supports any agile, semiagile, or iterative process, including Scrum, XP, Feature-Driven Development, Crystal, Adaptive Software Development, DSDM, Unified Process, and many more. It will be an indispensable resource for every development manager, team leader, and team member.

    I'm going to share that mindset with you — along with hundreds of actionable techniques and proven habits — so you can shortcut those years.Introducing The Effective Engineer — the only book designed specifically for today's software engineers, based on extensive interviews with engineering leaders at top tech companies, and packed with hundreds of techniques to accelerate your career.For two years, I embarked on a quest seeking an answer to one question:How do the most effective engineers make their efforts, their teams, and their careers more successful?I interviewed and collected stories from engineering VPs, directors, managers, and other leaders at today's top software companies: established, household names like Google, Facebook, Twitter, and LinkedIn; rapidly growing mid-sized companies like Dropbox, Square, Box, Airbnb, and Etsy; and startups like Reddit, Stripe, Instagram, and Lyft.These leaders shared stories about the most valuable insights they've learned and the most common and costly mistakes that they've seen engineers — sometimes themselves — make.This is just a small sampling of the hard questions I posed to them:- What engineering qualities correlate with future success?- What have you done that has paid off the highest returns?- What separates the most effective engineers you've worked with from everyone else?- What's the most valuable lesson your team has learned in the past year?- What advice do you give to new engineers on your team? Everyone's story is different, but many of the lessons share common themes.You'll get to hear stories like:- How did Instagram's team of 5 engineers build and support a service that grew to over 40 million users by the time the company was acquired?- How and why did Quora deploy code to production 40 to 50 times per day?- How did the team behind Google Docs become the fastest acquisition to rewrite its software to run on Google's infrastructure?- How does Etsy use continuous experimentation to design features that are guaranteed to increase revenue at launch?- How did Facebook's small infrastructure team effectively operate thousands of database servers?- How did Dropbox go from barely hiring any new engineers to nearly tripling its team size year-over-year? What's more, I've distilled their stories into actionable habits and lessons that you can follow step-by-step to make your career and your team more successful.The skills used by effective engineers are all learnable.And I'll teach them to you. With The Effective Engineer, I'll teach you a unifying framework called leverage — the value produced per unit of time invested — that you can use to identify the activities that produce disproportionate results.Here's a sneak peek at some of the lessons you'll learn. You'll learn how to:- Prioritize the right projects and tasks to increase your impact.- Earn more leeway from your peers and managers on your projects.- Spend less time maintaining and fixing software and more time building and shipping new features.- Produce more accurate software estimates.- Validate your ideas cheaply to reduce wasted work.- Navigate organizational and people-related bottlenecks.- Find the appropriate level of code reviews, testing, abstraction, and technical debt to balance speed and quality.- Shorten your debugging workflow to increase your iteration speed.

    With a blend of software engineering facts and thought-provoking opinions, Fred Brooks offers insight for anyone managing complex projects. These essays draw from his experience as project manager for the IBM System/360 computer family and then for OS/360, its massive software system. Now, 45 years after the initial publication of his book, Brooks has revisited his original ideas and added new thoughts and advice, both for readers already familiar with his work and for readers discovering it for the first time.The added chapters contain (1) a crisp condensation of all the propositions asserted in the original book, including Brooks' central argument in The Mythical Man-Month: that large programming projects suffer management problems different from small ones due to the division of labor; that the conceptual integrity of the product is therefore critical; and that it is difficult but possible to achieve this unity; (2) Brooks' view of these propositions a generation later; (3) a reprint of his classic 1986 paper "No Silver Bullet"; and (4) today's thoughts on the 1986 assertion, "There will be no silver bullet within ten years."

    Drawing on Lopp's management experiences at Apple, Netscape, Symantec, and Borland, this book is full of stories based on companies in the Silicon Valley where people have been known to yell at each other. It is a place full of dysfunctional bright people who are in an incredible hurry to find the next big thing so they can strike it rich and then do it all over again. Among these people are managers, a strange breed of people who through a mystical organizational ritual have been given power over your future and your bank account.Whether you're an aspiring manager, a current manager, or just wondering what the heck a manager does all day, there is a story in this book that will speak to you.