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One of the things I always tell to those who come to seeking advice on a process improvement is the following: prepare for the inevitable downturn: things will get better in the short term, but then something bad will happen and things will get much worse than they are now. This is ok, and totally expected. Be prepared for it, know that the only way forward is through and then things will really get better. Then I usually draw this curve in the air with my hands: Most people stop at the first downturn, and that why most process improvements fail. Enough failures and people stop believing in any improvement at all, creating a death spiral. Another way to look at this is to think about is described in Gary Gruver's book A Practical Approach to Large-Scale Agile Development : [...] after you have chosen an approach you don't need to worry about getting the advantages of that design because it will come naturally. Where you need to provide management focus is on addressing the dis...

Notes and thoughts on the book with one of the longest titles ever, so I'll refer to it as "HP Laserjet" from now on. BY the time I got to read it, I had been aware of this book for a while as it's not exactly new. It never really attracted my attention as it focuses on systems that I was never involved with. This changed recently (past two years) and after purchasing Industrial Devops I made the connection to this book again due to a mention in a promotional post for Industrial Devops. The TL;DR for this book is that it's worth a read: it reinforced some convictions I already had, and went a bit in more depth on others. In both the HP Laserjet book and Industrial Devops I felt the part about certifications was notably absent. Since that's usually an expensive, delicate part of physical products design, I am perplexed at the fact that it's not covered in more depth. Another remark is that some aspects that are strongly highlighted in this itrevolution n...