The cover of the book and the invited promotional photos
Try to delay decision making-my 36th plan
If you have just heard of this book, then don’t rush to buy it right away. It is purely a group of experienced lecturers who describe the topics that you care about most or are good at during the DevOps conference. .
The method is to imitate the design pattern, but we have Chineseized the word pattern, described the "pattern" as a "strategy", and transformed the market into a battlefield. The book contains some experience talks.
If you want to see the full length to describe the traditional Thirty-Six Strategies, you might as well go to the shop to buy the "Thirty-six Strategies Illustrated".
The content of the book is the same as the above two diagrams, half in the middle and half in the west; it feels a little weird, but it can't tell where the blame is. The article that is obviously technology has a mix of old and new propaganda photos, haha !
That’s purely my personal feeling. You may not think it, or even buy it out of your pocket. Please "think twice before you act": Confucius said it well, please think about it again. Don’t buy it on impulse, don’t Let it become another collection of books in the bookcase, without thinking about it, this is the so-called delayed decision in lean development-don't rush to make a decision too quickly.
Please refer to: Thirty-sixth strategy, delay decision-making to reduce errors, system thinking sees the whole picture hidden behind the billboard.
Pattern and Stratagems
When reading the book on design patterns written by Eric Gamma (Note 1), what I am most afraid of is that I don’t have a sense of a certain pattern or do not understand it. I can’t appreciate the mystery of it. I always feel that when I translate English into Chinese, I turn it over. The taste is not enough, so it is not easy to absorb or feel, so the responsibility is transferred to the person in charge of translation.
But on the other hand, the Chinese people will not be indifferent to the so-called "Thirty-Six Strategies". Do you still remember the saying that the "Thirty-Six Strategies" is "the best strategy"? This is completely unnecessary to explain; it means to go fast. ! So when we have the opportunity to turn our experience into a strategy, the use of well-known strategies has become the first choice.
Be sure to look at it the other way around. Please use the mindset of reading design patterns to read the book "DevOps Thirty-Six Strategies".
Please don’t look at it with the idea of guessing what the author wants to express when reading a general book. The starting point is to answer the question. The book records when you encounter what kind of problem, and the author has already encountered it. I have passed it, and I have written down the experience . If you can still read it, please refer to: I am the second author of the whole book, and I wrote the billboard system thinking of Lean. then,
What I care about is that you "see the whole picture"?
In the book, each author has made thirty-six strategies on his own expertise or DevOps issues that he cares about. As for my part; please turn to page 16, I’m talking about System Thinking, which is right. Is what I care about most,
Remind everyone : At the beginning of the project, you must see the whole picture first, and seeing the whole picture must start with systematic thinking. The method is to confirm the real problem. Since the system itself may be too complicated, the problem must be the problem to regulate what you think. In this way, the system can set the boundary of the system and limit the scope. Otherwise, how can we know where to start? Especially when encountering more complicated problems, the more we need to confirm the direction of problem solving. System thinking is to use simpler principles to interpret a complex state.
After you see the whole picture, what should you do next?
Where am I?
After thinking, we should take action, because thinking alone can’t change anything. Only action can bring us closer to the goal. But where should we start? I thought: “Before starting action, confirm where you are. !"
When I received the invitation of Mr. Xiao from the efficient operation and maintenance community, my first reaction was to go to Google as soon as possible. What are the traditional 36 strategies...
Let yourself compare pictures and texts to avoid getting too far away from the topic (thanks to the editor for reminding me again and again)
I'm not writing thirty-six strategies
I think most of the authors are like me, after writing 40 or 50 strategies, then come back and pick out 36 paradigms to be crossed. That’s how it is, to be honest: if you don’t write classical Chinese, you know how bad your Chinese studies are. If you care about Chinese studies, I believe you won’t be able to read this book. Put the book down and pick a lighter one. Come and read it!
My thirty-six plan
1. Essentialism
• First plan, DevOps billboards do not separate, Dev cannot do without Ops, Ops started with Dev.
• The second plan, the establishment of billboards: from left to right, interpretation of billboards: from right to left.
• The third plan is to speed up the development of billboards: display the value stream in a real way, and pragmatically eliminate big waste.
• The fourth measure, WIP actually reflects the blockage.
• Fifth plan, adjust the value flow in real time, and pursue the best flow rate value.
• The sixth plan, continuous adjustment and diligent improvement.
2. Surrounding Wei and saving Zhao, the actual statistics can be seen
• The seventh calculation and the accumulation process can be seen in the analysis of the process.
• The eighth count and burn down icon can be used to see the progress trajectory.
• The ninth plan, digest the needs and save the world.
• The tenth plan and stage are subdivided into sub-stages, and the state will be presented.
• The eleventh plan, uncontrollable items, will not be drawn into the process.
• The twelfth plan, to avoid becoming summer vacation homework: mark the working hours and start date, not the completion date.
3. Adjust the tiger away from the mountain, adjust and adapt in real time
• The thirteenth culprit is multitasking.
• The fourteenth plan, calculate the lead time and look at statistics.
• The fifteenth plan, adjust the number of semi-finished products to try the new speed limit of the process.
• Sixteenth, adjust the number of fields to try the new process.
• Seventeenth plan, adjust the display attributes to make the work content clearer.
• The eighteenth plan, adjust the layout to be more suitable for the season.
Fourth, draw salaries from the bottom of the tank and make frequent adjustments
• The nineteenth plan, grabbing orders is only for the team to be more refined.
• Twentieth plan, mutual assistance in peacetime to make the handover smoother.
• The twenty-first plan, emergencies and channels.
• Twenty-second plan, real-time update, do not wait, billboard guidance is smoother.
• Twenty-third plan, the most new students on duty.
• Twenty-fourth plan, everyone came to see the doorway.
5. Defeat strategy, visual risk assessment
• The twenty-fifth plan, the risk assessment is in the team.
• Twenty-sixth strategy, learning and growing in the individual.
• Twenty-seventh plan, billboards to visualize the progress of the project.
• Twenty-eight plan, personal progress billboard tour.
• The twenty-ninth plan, the surplus time depends on the individual.
• The thirtieth plan, the drag system is more clear.
6. Looking at the overall situation, the enemy's strategy
• The thirty-first plan, the system billboard is well maintained, and the system thinking is the real chapter.
• Thirty-second plan, billboard development system, use Scrum to cooperate.
• The thirty-third plan and improvement process rely on principles.
• The thirty-fourth plan, implement development without rework, and billboards should not move backwards in one direction.
• Thirty-fifth plan, visualize the workflow, it is the easiest to eliminate waste.
• Thirty-sixth strategy, delaying decision-making to reduce errors, system thinking sees the whole picture hidden behind the billboard.
Note 1 : The design pattern book "Design Patterns: Elements of Reusable Object-Oriented Software" written by Eric Gamma combines design practice examples, selects 23 design patterns from object-oriented design, and summarizes object-oriented design. The most valuable experience in design, and express it in a concise and reusable form. I would like to pay high tribute to the four authors as follows:
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Dr. Erich Gamma is the technical director of the International Object-Oriented Technology Software Center in Zurich, Switzerland.
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Dr. Richard Helm is a member of the Object-Oriented Technology Company of IBM Consulting Group in Sydney, Australia.
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Dr. Ralph Johnson is a member of the Department of Computer Science at the University of Illinois at Urbana-Champaign.
- Dr. John Vlissides is a researcher at the IBN Thomas Watson Research Center in Hawthorne, New York.
Note 2 : 40 writers wrote 36 counts (40 x 36 = 1440).
There should be 1440 counts in the book, but in fact there are only 1349 counts. The reason is that several writers use the co-writing method, and there are also powerful writers who wrote two articles by one person.
Note 3: If you scan the QR code above and want to listen to my story, I’m so sorry! Due to the days of the course, my voice is a little bit different. Give me some time to recuperate and I will fill it up as soon as possible.