Reading other reviews of this book, I was struck by several reviews stating that the novel was the wrong format for what is, effectively, a technical management book. I disagree with that perspective. The novel allows the reader to see the human impact of those situations and decisions because people matter. The narrative approach helps everyone remember that while the principles and perspectives around processes are critical to a successful project or business, they are only important to the extent that they help the employees or customers of that business succeed.

The first third of The Phoenix Project was an exercise in re-living chaotic work experiences. For example, during my second week as VP of Product Management our entire payments system went down, mimicking the crucible Bill is subjected to immediately after his promotion. We sorted out the payment issue quickly, not because of heroics, but because I'd been in that situation enough times to stay calm. That recognition was the same thing the first few chapters kept dredging up.

Two things really stuck with me. The way Bill treats and interacts with his subordinates, peers, and superiors is an ideal textbook for someone at any managerial level in any organization: understand the business needs, understand the people and technology issues involved, be a good ancestor to those who will come after you by being a good steward of process.

And, the enumeration of the types of work and modes of process improvement is a valuable formalization that I'll use going forward. It is certainly valuable regardless of the business vertical (the conversations with Erik should make it apparent that the authors didn't want to consider IT exclusively). Sure, the technology issues they experience in the book are a decade out of date, but the disruption and the resulting disorganization are timeless. So is cleaning up the messes they make.