Morning Nic 🙂 Hope you are well? Looking forward to your chat.

Hey Russell. Hope you enjoy it.

he’s in #ask-the-speaker-keynote

I'm reminded of Superman The Movie..."you got me...but who's got you?!??!

💪

only on here - all talks prerecorded

it’s weird how it doesn’t make a difference though. I recorded mine on Saturday (it will be played out tomorrow morning) and I feel exactly the same as if I was talking live! Only I know all the things which don’t go quite how I wanted already!!! :rolling_on_the_floor_laughing:

Oh ok that’s what l thought - as TEH @patrick.debois256 said you’ll be totes fine, questions were gentle so far

I love this community - I don’t think I’ve spoken at another conference where we can be so open about how we feel.

and yeah @nic.whittaker you already know you smashed it 🙂 we’ll confirm that for you in about 40 minutes 🎉

l dunno - l’m loving virtual vs in person keynotes - right before my turn l’d be obsessing about the fear of climbing stage steps in heels - l’m sure you can relate 😆

yep - you just got to pick a starting point

Yes, I am focusing in on our infrastructure, but it is hard to ignore the application design. I am no stranger to agile transformation, i lead a grass roots transformation in a US government contract setting

Ironically, if i were to do it again, i'd focus on the core infra teams first then deal with the app teams

IMO, the mindset leap is smaller/more natural for Devs compared to the infra teams

That is very reassuring, i have been thinking I was taking the wrong approach this time, but I agree getting the core down right is the first key

I am trying to build a linkage of the core teams that enable security, audit, network ops, and enterprise architecture. I am getting the management team on board with this concept

People who tell you they get it and then do what they did before.

i've seen it done different ways. for us, it was about co-locating teams to address ways of working and friction between teams, as well as to double-down on limited coaching resource.

but i've seen it used to force all new teams for the first x weeks of delivery through a cookie cutter

This is amazing @nic.whittaker and @michellecmoss! @andrew.salt If you stay on track 1 right after this, @nisha.parkash and I talk specifically how COMCAST/SKY got started with Dojos.

We started with like-minded project teams as the connection but then found there was scope for shared outcomes and collaborative ways of working. Once they started talking they found more commonality that we had realised.

OK - thanks, @michellecmoss

I have started to do a similar approach with some OPs teams to get them connecting better

Thanks!

In the Big Room event, we had way more than double the demand for capped Capital and Resource challenge. Everything was more important than everybody else's thing. The C suite had to argue it out and rationalise the final decisions in the room.

200+ in the room

Did they follow through on those @nic.whittaker?

On the decisions? Yes - the funding for the quarter was signed off at 5pm on day#2 of the session. Done.

Awesome.

I think that the speed in which people picked up on the objectives was the most impressive thing

They got that they needed to agree together.

Magical mega team who felt Psychologically Safe moment

I can imagine they'd be under pressure to collaborate constructively with 200 people watching... more of a 'yes and' style than behind closed doors perhaps

actually the first 30 mins of the C suite argument happened in a closed room. but then they got turfed out.

By who? Bravery award.

:rolling_on_the_floor_laughing: not by me, that's for sure

the CIO

PI#3 happening next week

totally adapted - but mainly because of Covid - see last few minutes of this talk

we kept going back to this phrase which helped us keep on track too

Do you mind if I use your phrase too? I'll make very good use of it!

Thanks Suzy!

Hi Jose, thank you for your question, we didn't focus on having Product Management but we made sure we had Product Management presence

Hi Rene. This group did not work with other tools. A couple of us had previously worked on projects with @dominica where she was using Mural. She did all the heavy lifting to try several tools! Shout out to Dominica!

Thanks Liz! We are hoping that a lot of folks are in a similar situation as us which is ... we did not yet have widespread buy-in from Senior Leadership.

We are actually getting a lot of additional support simply by putting this talk together and presenting it to leadership!

Thanks Liz 🙂

You showed some great ideas around cross-team, international collaboration and learning, I really appreciated it

Thanks Bahram!

Thank you Bahram 🙂

Thanks Rob! We really appreciate you watching!

Thank you 🙂

:rolling_on_the_floor_laughing:

Thanks Nic! Yours also!

Thank you - likewise 🙂

Happy to connect 🙂 Thanks for watching

Thank Johann! Feel free to DM us as well as connect on linkedin!

Thanks Michael and Nisha - Linked in connections sent. Watch out for https://www.linkedin.com/in/johannt/

Thanks Michelle! We appreciate the mention of Dojo in your talk as a perfect handoff to ours!!! 😉

oh yes. I did that deliberately 😉

Thanks Jose! And thanks for being interactive!

Thank you - thanks for watching 🙂

Thanks!

👍

In my experience the m:m relationship in data analytics is prevalent in every organization of any size. The mix of low-code BI tools and lots of back end databases and a culture of separation make this tough in the data world

Fantastic. We collected a bunch of stories: -         Videos: https://bit.ly/2FmFNRZ -         Blog: https://medium.com/data-ops -         SlideShare: https://bit.ly/2FHN3Hu

Yes, they are still around. They care about the legacy applications until those are reengineered or replaced. Transferring people into new roles is really tough. Some bits about that in a minute.

do you think that getting rid of those traditional teams is important to go towards company-wide devops?

Getting rid as in transforming 🙂 of course…

No, probably not getting rid. You will always have fields where it doesn't make sense to do DevOps, e.g. for hosting standard applications like timekeeping, document management, jira, wiki etc.

Concerning transforming: we rather see flucuation than transformation. Lots of Ops people aka classic admins want exactly that job. So they'd rather leave than change.

Same is true for testers.

And that's not bad imho. It's important to be in contact, to manage this.

That’s a good point…

thanks for the insighst!

It's impossible but the idea is to keep frustration low.

good point. That's one of the reasons which we are insourcing as much as we can. Blending roles need real interest in company, culture etc. Interest is difficult if you're just temp. Does that answer your question?!

when you say insourcing, you mean building software by in-house developers iso buying off the shelf applications?

Insourcing goes further than dev only. Also PMs, POs and all other roles that were partially external before.

Also, we have a lot of bespoke applications, there is no standard software in parcel business 🙂

We started in the middle. And found challenges on every level. Imho, it's not the top management that is per se bad and the 'bottom' that is per se good. Everyone needs to learn and change.

👆

And bureaucratic process management: yes. Of course. We are a big company, so there is a lot of "interest" in bureaucracy. Fortunately, we found company in our company that helped us getting rid of odd things like 'annual investment requests'.

With fixed budgets and fixed todos.

It's really sometimes surprising where you are getting help from.

gotcha, thanks! did you start with some internal "startup-alike" project or with the transformation of existing products?

we used existing products. But there was a great wave for us to catch. With change of the CIO, a big IT renovation project was initiated. It helped a lot to be able to change the application landscape and hire additional (fresh, good) people

Personally I don't like internal startups. That might turn out to be an internal Disneyland, loosing contact to reality (for the startup and also for the rest of the company)

great case, thanks!

Aother point concerning internal startup: if you hate your org so much that you create a small new one, we not change the oiginal org?

this might really depend, consider some highly regulated business, like healthcare, 99% of seemingly unnecessary practices there I believe is to prevent really rare cases that happens 1 of 10,000 times, but still can really hurt, so while they might be willing to move, this could bring some intertion

it's like microsoft excel still having 1900 a leap year (while it's not) for a backward compatibility with lotus 1-2-3 from 80s

good point. I remember conversations with healthcare colleagues that weren't able to step from cvs to subversion because of regulations. Glad to work in a deregulated business. I guess the path is far harder.

we'll use that in our next presentations. Great! Thanks!

We have in our presentations too. I quote him constantly. You get the best quotes from DevHops sessions. 😂

So right, I already make a notice for the next presentation 🙂

Thanks

It might be weird to say, but I can feel the honesty and hard work through the presentation.