Summary of Nicole Forsgren PhD, Jez Humble & Gene Kim's Accelerate

By IRB Media

Get the Summary of Nicole Forsgren PhD, Jez Humble & Gene Kim's Accelerate in 20 minutes. Please note: This is a summary & not the original book. Original book introduction: How can we apply technology to drive business value? For years, we've been told that the performance of software delivery teams doesn't matter―that it can't provide a competitive advantage to our companies. Through four years of groundbreaking research to include data collected from the State of DevOps reports conducted with Puppet, Dr. Nicole Forsgren, Jez Humble, and Gene Kim set out to find a way to measure software delivery performance―and what drives it―using rigorous statistical methods. This book presents both the findings and the science behind that research, making the information accessible for readers to apply in their own organizations.

Readers will discover how to measure the performance of their teams, and what capabilities they should invest in to drive higher performance. This book is ideal for management at every level.

• Language: English
• Publisher: IRB Media
• Release date: Dec 10, 2021
• ISBN: 9781669343691

IRB Media

With IRB books, you can get the key takeaways and analysis of a book in 15 minutes. We read every chapter, identify the key takeaways and analyze them for your convenience.

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Insights on Nicole Forsgren PhD, Jez Humble and Gene Kim's Accelerate

Contents

Insights from Chapter 1

Insights from Chapter 2

Insights from Chapter 3

Insights from Chapter 1

#1

The State of DevOps Report has been able to measure and quantify the various impacts that DevOps has on an organization’s performance.

#2

To remain competitive in the market, organizations must accelerate: delivery of goods and services to delight customers, engagement with the market to detect and understand customer demand, and anticipation of compliance and regulatory changes that might impact their systems.

#3

There is a disconnect between the executive and practitioner estimates of technology transformation maturity, which makes it difficult for executives to understand the potential of technology in their organizations.

#4

The fourth principle is all about shifting your mindset about what you’re trying to accomplish. Instead of trying to become a mature, established company, try to become a capable company that keeps getting better at what it does.

#5

It’s difficult to measure the success of a software project because, unlike manufacturing, the product is invisible and the process of creating it is not linear.

#6

There have been many attempts to measure the performance of software teams, and most of these focus on productivity. However, these should be used as a