دانلود کتاب بازآفرینی ITIL® و DevOps با تحول دیجیتال

I am lucky to have worked on various transformation programs in the past 15 years. Although we didn’t call it “transformation” in the 2000s, it disrupted the notions of what was considered normal, the general principles that we applied and the outcomes that we considered are time immemorial. Just as a sculptor takes a piece of monolith and turns it into something beautiful, transformation projects involve fast-paced evolutions that change the current flow into something different. Transformation is the same in every field. The principles are common across the board. I went through a physical transformation fairly recently. I weighed around 95 kilograms (210 pounds) and I am 177 centimeters (5’8″) tall. My body mass was 28 percent fat, according to a machine that measures all kinds of bodily stats. I had accepted that this was my normal; this was who I was and honestly, it never bothered me. I was introduced to a fitness coach by my wife, who had transformed some of her friends. Although I wasn’t serious at first, I decided to hire him. The regimen involved a combination of diet devoid of voluminous food and activity at the gym. The first couple of weeks were perhaps the most difficult part of transformation, with hunger eating at me. I was asked to cut down my carb intake to a fifth of what I used to consume. No chips. No pizzas. And no beer. As I saw my weight shed on a weekly basis, the cravings disappeared and so did the hunger. I longed to follow my prescribed diet, and I looked forward to my time at the gym. A few months down the line, I had lost around 25 kilograms (55 pounds) and I was down to 17 percent body fat. The man in the mirror was transformed, but it did not happen overnight. It took a lot of discipline and will power to stay on course. My coach changed my diet every week based on the progress that I made—the importance of measurement and feedback struck me more than ever before. My weight loss was massive to begin with and slowed as the weeks passed, which is the expected to curve for any transformation, physical and digital. I have far from a perfect body, but I am in a much better place than when I started off. Digital transformations are typically like this; they don’t end. At any point, you can see how much you have progressed, and new technologies, direction and pivots point towards the path where much more can be achieved. Reinventing ITIL® and DevOps with Digital Transformation is the second edition of Reinventing ITIL® in the Age of DevOps. The first edition received lots of feedback from on-the-ground implementations. The ideas were the first of their kind, and that book provided solutions to thousands of ITIL projects that were moving the DevOps way. As the pandemic hit, digital transformation accelerated, and our notions of work changed with it. I added five chapters in the second edition to address this new level of evolution, whereby DevOps projects started to move into the bigger realm of digital transformation. The original chapters (with some modifications) are presented as Section I, while the new chapters covering digital transformation are in Section II. You can read this book like a story, from cover to cover, or you can use the table of contents to choose topics of interest. In Chapter 12, I present a framework for strategizing and implementing digital transformations, called the battle tank framework. This framework has nothing to do with wars or the army—it illustrates various elements of digital transformation in conjunction with the parts of a battle tank. The final chapter of this book presents a product-led approach, which is quite distinct from the usual ways of working.