Review: Portfolio Management – A practical guide

pfm guidePortfolio Management – A practical guide is a publication from the APM Portfolio Management specific Interest Group written by Steve Leary, Richard Moor, Marina Morillas Lara, Stephen Parrett, Lynne Ratcliffe and Adam Skinner.


Portfolio management contributes to organizations in many crucial ways:

  • Provides a focal point for strategic goals
  • Ensures the prioritization of the goals, with prioritization rules for projects and programs that are clear and unambiguous
  • Helps ensure the whole board and executives are fully behind the approach, are sponsoring the portfolio and are actively championing portfolio management and empowering a capable team
  • Provides the capability to assess all key change factors
  • Considers in-flight projects and programs and business as usual (BAU) in the same way and ensure full alignment to the strategic goals
  • Ensures ‘tactical’ projects contribute to the strategic goals – if they don’t, don’t do them
  • Embeds portfolio governance into the organization’s controls and makes it robust
  • Critically assesses what information is really needed to make portfolio decisions
  • Provides the means to be consistent and fair across the portfolio, irrespective of the program or project sponsor’s influence.

QRC (PfM A practical guide, 191129) v1.0

To download: QRC (PfM A practical guide, 191129) v1.0

The guide is divided into four main sections. The first section – Introduction to portfolio management explains the basics of portfolio management. How it can contribute to organizations, when you can benefit from portfolio management and where it fits in your organization.

The second part – Adopting portfolio management deals with the link to the existing organizational processes like strategic planning, stakeholder engagement, risk management and benefits. Different delivery methodologies (traditional, agile, hybrid) and their impact are discussed.

Part three – Portfolio management core processes looks at the underlying processes of portfolio management. See the QRC for the flow of processes: create strategic plan, construct & prioritize portfolio, review portfolio, assess performance of portfolio, reporting on the portfolio and develop, monitor & control the portfolio.

The last section – Implementing portfolio management illustrates how an organization will need to clearly and unambiguously identify what will deliver value for them, and then adapt the practice of portfolio management to their needs. Governance roles and the relationship to organizational governance are explained.

The book ends with an overview of challenges for portfolio management:

  • Lack of clarity of the organization’s vision, goals and strategy
  • Lack of board-level consensus
  • Priorities not clearly defined or understand
  • Resources and their allocation not optimized
  • Lack of portfolio management skills
  • Inadequate or overly bureaucratic portfolio controls
  • The cultural challenge
  • Limited perception of portfolio management
  • Portfolio management is seen as just the latest management idea.

Conclusion: If you are new to portfolio management or a senior manager this book will help to understand the basics of portfolio management. If you are an expert in portfolio management, you will recognize most of it and you can use this book to promote the added value of portfolio management.

To order: Portfolio Management – A practical guide



Review: How to survive the organizational revolution

9789063695217-480x600Ard-Pieter de Man, Pieter Koene and Martijn Ars wrote the book How to survive the organizational revolution – A guide to agile contemporary operating models, platforms and ecosystems. In this book you get an overview of the new organizational design landscape. Forget the business unit or matrix organization. Self-organized, dynamic and externally oriented structures replace hierarchical, stable and internally oriented structures.

The book is divided in three parts. The first part gives insights why there are new organizational model (needed)? Trends that affect the way we think about organization like the competition is driven by speed and innovation. The rise of information products replacing physical products. The focus on shared value and not on shareholder value. The existence of highly educated workforce and the integration of technologies.

On the other hand, the authors see several trends around organizational forms:

  • Departments are out; processes are in
  • Hierarchy is out; self-organization is in
  • Internal is out; external is in
  • Planning & control is out; experiment is in
  • Mechanistic is out; organic is in
  • Orders are out; information is in

Part two focuses on the different organizational models. You get a concise and practical analysis of new organizational models like holocracy, the Spotify model, the multidimensional organization, value proposition-based ecosystem, open source organizations and platform organizations fostering online ecosystems. For each model you get a practical analysis, practical examples, enlightening case studies and a deep dive in one or more related themes (excursion). In the analysis you get answers for the following four questions: how are tasks divided? How are tasks allocated to individuals? How are rewards provided to motivate people? And how is information provided so people can take the right decisions. Attached to each model you get a sort of ‘information leaflet’ like you get from your pharmacist when you pick up your medication. In this leaflet gives answers to items like problems solved, disadvantages, suitable for, not suitable for, key ingredients, risks and leadership.

The multidimensional organization

  • Balances several dimensions rather than only one or two
  • A manager is responsible for each dimension
  • Conflicts are solved and priorities are set based on profitability per client
  • Supported by one undisputed source of information and a collaborative culture

The Spotify model

  • Aims to speed up software development
  • It scales agile by using autonomous multifunctional teams (squads)
  • Each squad is part of a tribe (department focusing on a certain business issue)
  • Each squad member is part of a chapter. Chapter lead is their hierarchical boss
  • Model is suitable for software development, non-routine activities and requires a streamlined IT architecture


  • Radical decentralization of decision-making is achieved by grouping in a circle
  • The circle divides roles among individuals
  • Each employee can decide anything within her role, unless it affects somebody else’s role
  • A tension gets resolved via a structured meeting process in the circle, using consent decision-making
  • A circle and its next higher circle elect people to represent them in the other circle to ensure cross-circle alignment and a vertical flow of information

Value proposition-based ecosystem

  • Gather a limited set of firms around one value proposition
  • This value proposition can be aimed at one or more clients
  • As the value proposition is likely to change over time, managing the dynamics of these ecosystems is an important skill

Open source organizations

  • Are organizations in which volunteers develop a resource for the whole world to use
  • The main governance mechanisms are benevolent dictatorship, consensus based democracy and information transparency
  • Their strengths lies in the high motivation of the volunteers to contribute; their weakness in the lack of formal control mechanisms to ensure alignment
  • ‘Innersourcing’

Platform organizations: fostering online ecosystems

  • Offers a set of shared assets that can easily be recombined into diverse applications
  • Require a high level of internal transparency
  • Complementors are organizations that make use of platforms to develop their own apps, services or products
  • The ecosystem of complementors participates in the decision-making around the platform
  • Are typical for an online world but occur offline as well

QRC (organizational forms, 191122) v1.0To download: QRC (organizational forms, 191122) v1.0

The final part puts the dark side, the internal governance and what it means if you select, tailor or combine one of these models in the spotlights.

In the dark side the authors elaborate on the limits of new organizational forms like the totalitarian organization and the privacy/performance tradeoff, disappearing middle management, the algorithm says you are fired being permanently in Beta, norms and values as totem poles, systems as straitjackets, the information overload and best practice sharing.

Another topic of the dark side is the institutional challenge. How to cope with labor relations (the (in)equality paradox) and corporate governance (the responsibility paradox).

Internal governance gives answers how you can replace planning and control by reducing the coordination load (modularization, information sharing, internalized behavior, procedures and processes, role-based coordination). By using new techniques like discovery driven planning (testing of assumptions), Quarterly Business Reviews, Obeyas meetings and gamification. Using budgeting and resource allocation, the Spotify rhythm and use expertise and advice for decision-making. And last but not least how to move from extrinsic to intrinsic motivation of your people. In the deep dive an explanation of three HR trends to support the new models like an increased emphasis on developing the skills of employees, more use of vision and values as a coordination mechanism and an increasing objectivity in human resource processes.

The last chapter shows what happens if you copy/paste one of the models for your own organization in terms of a mismatch with overall objectives, type of work, organizational interdependencies, size of the organization and to organizational culture and leadership. You have to see each model as a source of inspiration. You have to tailor the organizational forms to your own context and needs (tribe size, co-location, self-service) or create your own hybrid structure as mix of two or more forms. To support your thinking you get an overview of the unique characteristics and applicability of all models

Conclusion. A great book to understand what is happening in the world of organizational design and it will help to understand if, and if yes which organizational model or a mix of these models is appropriate as a guide to design your own organizational model.

To order: How to survive the organizational revolution

Youtube: Ard-Pieter de Man – Agile for Excellence: Agile Ecosystems @ Leiden University


AgilePgM manual tabs

HWP Consulting received the ATO and trainer accreditation to give AgilePgM training classes. AgilePgM will be part of our Agile Programme Management training where we blend AgilePgM and Leadership into one training (There are still some open positions for the March 10-11, 2020 class I give together with Björn Prevaas (In Dutch. See:

I am happy to announce that as of now, AgilePgM candidates can make use of a simple aid to quickly find your way in the official AgilePgM manual during e.g. studying for your exam (there is no AgilePgM Practitioner examination yet). These tabs (place marks) are developed in line with the successful tabs I developed for the PRINCE2 manual.Agile PgM Manual tabs 2014 v1

To download: Agile PgM Manual tabs 2014 v1


A Bird’s eye view on the agile forest article published on PM World Journal

The PM World Journal has published the latest version of my Bird’s eye view in the agile forest article. For sure there will updates in the coming months.

Some years ago, you could say “Scrum is agile” and ask “is agile Scrum?” Now we know there is much more flesh on the bones. At this moment there are more than fifty known and less known agile approaches, frameworks or methods available. To get a first impression of the different approaches, I try to bring some structure in the jungle to approaches, methods and frameworks. In Figure 1, I position the best-known agile approaches in a structure. The approaches, frameworks or methods are positioned within the ‘One-time programs / projects’ sections or within ‘Business as usual’ / indefinite, or bothbirds eye.On the other side the approaches, frameworks or methods are clustered around team, product or programme and portfolio level. In the dark blue boxes in Figure 1 we see agile approaches that are only applicable in IT-focused organizations. All other approaches can be used within IT and non-IT-oriented organizations (light blue coloured). I haven’t mapped all the known approaches, frameworks and methods in this figure, and to be honest, I think there is a lot of duplication and probably commercial drivers play a role too to ‘develop’ the next kid on the block without added value in comparison with the existing approaches, frameworks or methods

Have a look for the latest version: pmwj87-Nov2019-Portman-birds-eye-view-on-agile-forest (extended 2020-01) v1.3


Review Brave New Work

9780241361801-480x600In his book Brave new work, Aaron Dignan shows how he views evolutionary (agile) organizations and what you can do to become a more agile organization.

The book is made up of three parts. The first part – The future of our work shows how our work has changed as a result of technological progress and on the other hand that for many organizations this does not apply to management. An organization chart of an organization from 100 years ago is still comparable with many organizations of today. But there are also organizations that do it completely different. The illusion of control is exchanged for something much better. The author calls these pioneering organizations evolutionary organizations. Evolutionary organizations are people positive and complexity conscious and use these mindsets to collectively and continuously improve their shared operating system (how the organization works).

Based on comments throughout the book, evolutionary organizations can be characterized as follows:

  • grow without losing the culture they love
  • work fewer hours but get more done
  • protect the planet but maintain outsized profitability
  • create prosperity, not just for their shareholders but for employees, customers, and communities
  • know that if you treat people like mercenaries, they will become mercenaries. Treat them like all-stars and they will become all-stars
  • aspire to eudaemonic purpose-missions that enable human flourishing
  • ensure that everyone has the freedom and autonomy to serve the organization’s purpose
  • focus on their value-creation structure
  • favor units or “cells” of 10 to 150 people who are self-sufficient
  • are transparent
  • have a responsive structure in place
  • Have a certain level of maturity and competence
  • make better decisions faster
  • anyone can make a big decision, but first they must seek advice from colleagues who have experience with or will be affected by their choice
  • allocate resources dynamically
  • form and disband teams fluidly
  • innovate both product and process
  • converge on twelve domains (the OS canvas)

This last point, evolutionary organizations converge on twelve domains, is elaborated in part two – The operating system. These twelve domains form the Operating System Canvas (OS canvas).

The OS Canvas:

  • PURPOSE: How we orient and steer; the reason for being at the heart of any organization, team, or individual.
  • AUTHORITY: How we share power and make decisions; the right to make decisions and take action, or to compel others to do the same.
  • STRUCTURE: How we organize and team; the anatomy of the organization; formal, informal, and value-creation networks.
  • STRATEGY: How we plan and prioritize; the process of identifying critical factors or challenges and the means to overcome them.
  • RESOURCES: How we invest our time and money; the allocation of capital, effort, space, and other assets.
  • INNOVATION: How we learn and evolve; the creation of something new; the evolution of what already exists.
  • WORKFLOW: How we divide and do the work; the path and process of value creation.
  • MEETINGS: How we convene and coordinate; the many ways members and teams come together.
  • INFORMATION: How we share and use data; the flow of data, insight, and knowledge across the organization.
  • MEMBERSHIP: How we define and cultivate relationships; the boundaries and conditions for entering, inhabiting, and leaving teams and organizations.
  • MASTERY: How we grow and mature; the journey of self-discovery and development; our approach to nurturing talent, skills, and competence.
  • COMPENSATION: How we pay and provide; the ages, salaries, bonuses, commissions, benefits, perquisites, profits, and equity exchanged for participation in the organization.

QRC (Brave new work EN, 191101) v1.0To download: QRC (Brave new work EN, 191101) v1.0

Each domain of the OS canvas is further elaborated in its own chapter. You get an extensive explanation based on concrete examples. Many to be applied techniques and step-by-step plans are provided too. In addition, you will receive for each domain a questionnaire that can be put to the entire organization or to individual teams. The canvas can provoke incredible conversations and powerful stories to determine which elements in your culture need to be strengthened and what needs to be done differently. Each chapter is concluded with an explanation of the two mindsets. How can you incorporate a people positive and complexity conscious mindset in the domain described?

In the third part – The change, the central question is how an operating system transformation works. This is based on a continuous participatory change. Within this continuous participatory change are six important patterns (Do not mistake these for steps. They’re more akin to thresholds):

  • Commitment: When those with power or influence commit to moving beyond bureaucracy (autonomy, consent, transparency)
  • Boundaries: When a liminal space is created and protected
  • Priming: When the invitation to think and work differently is offered (complexity, emergence, self-organization, organizational debt, agility, leanness, motivation, self-awareness, mastery, trust, generative difference, psychological safety, and more)
  • Looping: When change is decentralized and self-management begins (sensing tensions, proposing practices, and conducting experiments)
  • Criticality: When the system has tipped and there’s no going back
  • Continuity: When continuous participatory change is a way of life, and the organization is contributing to the broader community of practice (the role of the leader: creating space, holding space).

Conclusion: A book that shows what it means to achieve more business agility without getting bogged down in a description of implementing a (scaling) agile framework, because that alone won’t get you there. A must read for managers, with many practical tools to get started.

To order: Brave New Work

Youtube: Talk at Google: We were joined by Aaron Dignan, the founder of The Ready, an organization design and transformation firm, and author of “Brave New Work” to discuss better ways of working and how to ignite the energy in an organization, building a company that runs itself.

Zie verder mijn blog voor een recensie van de Nederlandse uitgave.

Review: Exponential organizations

9781626814233-480x600Salim Ismail wrote, together with Yuri van Geest and Michael S. Malone, Exponential organizations – Why new organizations are ten times better, faster, and cheaper than yours (and what to do about it). These exponential organizations are able to show an exponential growth curve due to the integral application of communities, big data, smart algorithms and new, innovative technologies. The authors used research into hundreds of startups and interviews with CEO’s of the fast-growing companies (Airbnb, Netflix, Tesla, Waze, et cetera).

The book consists of two parts and an introduction. The first part explores the characteristics and implications of exponential organizations. The second part deals with the practical implementation and future vision of these organizations. You get tools to implement the exponential organization model in your own organization too.

Moore’s law will be known to many. Every eighteen months the price / performance of computing power doubles. And this has already been applicable for the last sixty years. However, this exponential doubling is much more common, but predicting a technology when it doubles is always dangerous. The Human Genome Project was set up in 1990 with the aim of completely unraveling a single human genome. According to various predictions, the project would take 15 years and cost $ 6 million. Every expert called the project a failure in 1997, pointing out that if only 1 percent were unraveled in 1997, it would take seven hundred years for the entire genome to be mapped. According to Ray Kurzweil, the 1% meant they were halfway. Double 1% seven times was 100%. The project was completed in 2001!

Almost by definition, exponential organizations (ExOs) all think big and this is reflected in the higher ambitious goal of the organization. The massive transformative purpose (MTP) statement is formulated for this purpose.

QRC (ExO EN, 191021) v1.0To download: QRC (ExO EN, 191021) v1.0

ExO’s are described by five external (SCALE) and five internal (IDEAS) elements. To classify as an ExO you need to have a Massive Transformation Purpose (MTP) and at least 3-4 of the ExO-elements. In the appendix you can find a questionnaire to calculate your own exponential score. SCALE- and IDEAS-elements are self-reinforcing and integrating.

The external elements (SCALE) to improve your performance are: Staff on demand, Community & Crowd, Algorithms, Leveraged assets, Engagement. ExOs scale up beyond the boundaries of their own organization by using or gaining access to people, assets and platforms to maximize flexibility, speed, agility and learning processes.

In addition, the controlling framework of the five internal elements (IDEAS) is described, which manages the abundant output of the external SCALE elements: Interfaces, Dashboards, Experimentation, Autonomy, Social.

In addition to the aforementioned characteristics, the authors have determined nine key dynamics at play for the ExO ecosystem:

  1. Information accelerates everything
  2. Drive to demonetization
  3. Disruption is the new norm
  4. Beware the “expert”
  5. Death to the five-year plan
  6. Smaller beats bigger
  7. Rent, don’t own
  8. Trust beats control, open beats closed
  9. Everything is measurable and anything is knowable.

In the second part the authors explain how to start an ExO by using examples and they offer a step-by-step plan:

  1. Select a massive transformative purpose (MTP)
  2. Join or create relevant MTP communities
  3. Compose a team
  4. Breakthrough idea
  5. Build a Business Model Canvas
  6. Find a business model
  7. Build the MVP
  8. Validate marketing and sales
  9. Implement SCALE and IDEAS
  10. Establish the culture
  11. Ask key questions periodically
  12. Building and maintaining a platform.

In addition to setting up, attention is also paid to how you can grow an organization in the mid-market company segment, exponentially. Through examples from TED, GitHub, Coyote Logistics, Studio Roosegaarde, GoPro and how they score on the ExO elements, you get a good overview of what is possible. Finally, a number of strategies are discussed with which large organizations can align themselves with ExO concepts while retaining their core activities transform leadership, partner with, invest in or acquire ExOs, disrupt and implement ExO lite internally.

By using examples from Bridgewater, Coca-Cola, Haier, Xiaomi, The Guardian, GE, Amazon, Zappos, Tangerine, and Google Ventures, among others, the authors explain how these strategies have been put into practice by showing their exponential score. The book concludes with a chapter on exponential executives including the CEO, CMO, CFO, CTO / CIO, Chief Data Officer (CDO), Chief Innovation Officer (CIO), COO, Chief Legal Officer (CLO), and the CHRO.

Conclusion. Is this era of agile transitions, a must read for senior management to understand that scaling of agile teams is not enough to survive in this twenty first century? The book offers a practical framework to experiment with one or more of the ExO elements.

To order: Exponential organizations

See my blog for the Dutch translation of this book.

Recensie DevOps …… in beweging

9789090318011-480x600 devopsJan Heunks heeft met het boek DevOps …… in beweging – De handvatten voor een optimale DevOps toepassing (2019) een lijvig boekwerk opgeleverd.

Het boek bestaat uit drie delen:

In deel 1 komt de toegevoegde waarde van DevOps aan de orde en geeft een eerste introductie op DevOps aan de hand van Continuous Delivery en de agile-, ITSM- en Lean IT-werkwijzen. Daarnaast wordt DevOps in relatie tot de waardeketen en de demand-supply-structuur uitgewerkt. Dit deel wordt afgesloten met een stukje historie (met in de bijlage een tijdslijn van DevOps-ontwikkelingen).

Het tweede deel is een theoretische verdieping op een aantal DevOps-kaders en gaat specifiek in op de belangrijkste bewegingen die gelden voor DevOps, zijnde de Lean IT-, Agile- en ITSM-beweging. Binnen Lean-IT komen begrippen zoals her House of lean, Toyota Production System, lean thinking, Continuous Improvement, Kaizen en respect for people aan bod. Bij de Agile-beweging vinden we agile-basis, Scrum, het Agile Manifesto, agile-essenties en agility. Bij ITSM krijgen we een samenvatting van het boek Visible Ops, ITIL en agile binnen IT. Ook DevOps als beweging wordt nader toegelicht. Doorstroming, feedback en continu leren en experimenteren, DevOps-principes en een paradigma-shift staan centraal.

Het derde deel moet inzicht leveren wat het betekent om DevOps in te voeren in een organisatie. Eerst worden bestaande principes, werkwijzen en toepassingen en in het bijzonder het leveren van IT-services, het leveren van nieuwe functionaliteiten en het adviseren over IT-services, van organisaties zonder DevOps besproken. Vervolgens wordt DevOps afgezet tegen de ‘primaire’ ITSM-processen, softwareontwikkeling en projectmanagement. Vervolgens wordt ingegaan op de aanpak waarmee DevOps geïntegreerd kan worden in een bestaande organisatiestructuur en hoe operational excellence bereikt kan worden middels optimale samenwerking binnen cross-functionele teams. Aan de hand van een zestal anti-typen en negen bruikbare typologieën van DevOps teamstructuren krijgt men een goed inzicht in mogelijke verschijningsvormen. Het deel wordt afgesloten met een hoofdstuk over DevOps volwassenheid.

Conclusie: Heel, heel veel theorieën, aanpakken, invalshoeken, feiten en inzichten rond het begrip DevOps. Ik geloof er echter niet in dat dit boek nu al bruikbaar is om te gebruiken als handvat bij je eigen DevOps-reis. Waarom zeg ik dat? Het boek is m.i. nog niet af. Ik denk dat dit boek een voorbeeld is van een boek dat in eigen beheer is uitgegeven (ik kon geen andere boeken vinden van de uitgever). Een redacteur had m.i. wonderen kunnen verrichten en de kwaliteit van dit boek enorm kunnen verhogen.

Persoonlijk had ik moeite met de vele lange ingewikkelde zinnen (ik heb zinnen gelezen met meer dan 63 woorden). Daarbij had ik regelmatig het idee dat het ‘Google Translate’-zinnen waren en ik mij afvroeg wat staat er nu? Storend vond ik de vele, overvloedige Engelse vertalingen die tussen haakjes stonden en die soms weer vragen opriepen (bv. output en outcome zijn bekende begrippen in de project- en programmawereld en worden hier gebruikt als vertalingen voor korte en lange termijn) of andersom kwam het geforceerd gebruik van het Nederlands de leesbaarheid ook niet ten goede. Bijvoorbeeld dubbelslagleren en dan tussen haakjes (double loop learning).

Verschillende figuren worden niet toegelicht of de verwijzing in de tekst naar de figuur ontbreekt. Ook had ik het op prijs gesteld dat een paginagroot figuur over het Phoenix project voorzien was van een verwijzing naar mijn eigen blog waarvoor ik die figuur gemaakt had, maar dat terzijde. Mijn belangrijkste bezwaar is verder de opbouw van het boek. Ik was regelmatig de draad kwijt. Bij verschillende hoofdstukken en/of paragrafen vroeg ik mij af waarom staat dit stuk hier of is dit stuk niet veel te diepgaand. Daarnaast had ik in het derde deel graag concrete aanbevelingen gezien. Nu krijg je wel een toelichting op een aspect bijvoorbeeld Bimodal IT of Brownfield & Greenfield, maar wat dit nu betekent als je DevOps gaat implementeren ontbreekt.

Bestellen: DevOps …… in beweging

Reactie Jan Heunks:

“Met de recensie op het boek ben ik zeker niet ontevreden. De samenvatting die de recensent van de drie boekdelen geeft is een prima weergave, zeker in relatie tot de boekparagrafen ‘woord vooraf’ en ‘om te beginnen’. In deze paragrafen wordt aangegeven dat de DevOps-context erg breed is en het antwoord wat DevOps feitelijk is, niet eenduidig is te beantwoorden en van veel factoren afhankelijk is.

Het zonder eindredactie en het in eigen beheer uitbrengen van een boek is een soort van avontuur en een keus, waarbij input leveren aan de snelgroeiende DevOps-community het uitgangspunt is geweest. De DevOps-reis is in ieder geval sterk afhankelijk van de volwassenheid van een organisatie, nog los van de verschillende soorten organisaties. Als concrete aanbeveling voor een DevOps-reis, iets waar de recensent mogelijk naar op zoek is, verwijs ik graag naar de roadmap-beschrijving (als ‘raamwerk’ en als ‘bestemmingsplan’) in het boek ‘Lean IT – de theorie en praktijk van Lean in een IT-omgeving’. Deze beschrijving is ook zeer behulpzaam bij een DevOps-transformatie.

Al bij al, DevOps is in beweging en iets dat in beweging is, ontwikkelt zich verder op basis van feedback en voortschrijdend inzicht.

Ik beschouw het als een compliment dat de recensie verwijst naar de grote hoeveelheid theorieën, aanpakken, invalshoeken, feiten en inzichten. Want, waar vind je een dergelijke uitgebreide beschrijving, samenhang en inzicht? De vakgenoten/reviewers die hebben bijgedragen aan het tot stand komen van het boek geven dit als volgt aan: er wordt in detail ingegaan op alle zaken die van invloed zijn voor de vorming van DevOps, het geeft overzicht in de DevOps-aspecten en de relatie met andere bewegingen, complexe materie wordt toegankelijk gemaakt, DevOps wordt tastbaar gemaakt met veel handreikingen, volledig en goed beschreven.

Dat sommige onderwerpen (te) diepgaand zijn beschreven en de plaats soms onlogisch lijkt, is herkenbaar. Dit is in het boek ook expliciet toegelicht, als volgt: sommige onderwerpen worden op meerdere plaatsen (in meer of mindere mate) beschreven of herhaald, binnen de dan geldende context; als een verdere verdieping of toelichting.

De aspecten Bimodal IT en Brownfield & Greenfield zijn in het boek toegelicht in het kader van tegenstellingen. De betreffende paragraaf wordt met een belangrijke conclusie afgesloten, die de recensent mogelijk over het hoofd heeft gezien: een kritieke succesfactor, in het kader van DevOps, is het niet vergeten van de menselijke factor omdat het onverstandig is medewerkers met beide tegengestelde werkvormen te laten werken. Dit kan als aanbeveling worden beschouwd, maar dat terzijde. Er worden overigens veel meer van dit soort aanbevelingen (cq succesfactoren) beschreven met de bedoeling dit als overweging mee te nemen in de DevOps-reis. Een lezersreactie: veel nuttige tips en aanbevelingen, dank hiervoor.

De termen output en outcome worden niet ‘vertaald’ in hetgeen de recensent aangeeft, maar worden in een context geplaatst als korte en lange termijn resultaat, oftewel het projectresultaat als output (een korte termijn resultaat) en de te behalen gewenste bedrijfsresultaten, als eindresultaat/outcome (het lange termijn resultaat).

Dat het boek niet bruikbaar is als handvat voor de eigen DevOps-reis beschouw ik als een mening van de recensent. Dat mag, echter verwacht geen concreet stappenplan of een kookboek-achtige beschrijving want die is er niet. Er zijn namelijk erg veel factoren die een succesvolle invoering van DevOps bepalen en even zoveel factoren om in overweging te nemen. Overigens begrijp ik de stellingname van de recensent maar al te goed. Echter, het doel van het boek is de lezer te helpen met het creëren van inzicht in de vele factoren die in meer of mindere mate van invloed zijn bij het behalen van succes met de DevOps-aanpak. Verder beoogt het boek om organisaties, die met de vraag worstelen op welke wijze een begin kan worden gemaakt met de invoering van DevOps, aanknopingspunten te geven waar rekening mee te houden. Twee concrete handvatten zijn blijkbaar door de recensent niet herkend: de DevOps business case en het DevOps Manifesto.

De recensent verwacht concrete aanbevelingen, met name in deel 3. Er zijn op veel plaatsen impliciet en expliciet DevOps-succesfactoren vermeld. De rode draad is dat het succes van DevOps voor een groot deel afhankelijk is van menselijke factoren, een omslag in cultuur en het begrijpen van principes. Ter ondersteuning is de inzet van bepaalde tools en technieken een prima overweging. Dit analoog aan het Shingo-model waaraan een aantal concrete leidende principes zijn verbonden. Dit is ook terug te vinden in het boek.

Een aantal waardevolle opmerkingen van de recensent, die zeker ter harte worden genomen, betreft het geforceerd gebruik van het Nederlands, de vele, overvloedige Engelse vertalingen die tussen haakjes staan en de lange ingewikkelde zinnen. Dit laatste is, ondanks de nodige aandacht die hieraan is besteed, bij een aantal zinnen blijkbaar over het hoofd gezien.”