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#ask-the-speaker-track-1
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2020-06-25
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Darryl Brown09:06:05

@mik and @genek is it possible that because of the pace of technology we are in both the end of the transition of the information age and in the installation phase of the digital age?

Darryl Brown09:06:05

@mik and @genek is it possible that because of the pace of technology we are in both the end of the transition of the information age and in the installation phase of the digital age?

Jeffrey Fredrick, Author-Agile Conversations09:06:23

FYI, most of the talk is in #ask-the-speaker-keynote

Darryl Brown09:06:35

Thank you, I realized that right after I posted πŸ˜…

inactive10:06:32

The Perez book makes it clear that the ICT Age (which @mik wonderfully renamed Age of Software and Data) began in 1970s. So it’s all really one age. Her assertion is that we’re in the middle of the Turning Point. Prediction is that 20-50 years of prosperity associated with the Deployment Period is next. I’d check out the Jerry Neumann blog post and podcast.

Jess Meyer - IT Revolution (she/her)09:06:26

Engage with @mik and @genek101 in #ask-the-speaker-keynote!

Jess Meyer - IT Revolution (she/her)10:06:51

After break, welcome @natasha.anderson for Q&A!

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Natasha Anderson10:06:11

@jessicam Thanks Jess!

Natasha Anderson10:06:41

Really an honour to share with you guys today!

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Matt McKee10:06:16

@natasha.anderson how did you differentiate between the the practice view with that of the customer/product teams?

Matt McKee10:06:16

@natasha.anderson how did you differentiate between the the practice view with that of the customer/product teams?

Natasha Anderson10:06:21

Hi Matt, over simplified, the practice is responsible for defining what good is, creating platforms for the product teams to share and work with each other. The product teams, constructed of feature and system teams, are responsible for delivery.

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Natasha Anderson10:06:48

We also have the responsibility of defining the Engineering Standards for the Group

Matt McKee10:06:42

Thank you would you also sometimes help in the building of those capabilities? Also where applicable helping to enable the outcomes through organization conversations

Natasha Anderson10:06:04

Yes we do, my team are technical coaches, we either engage adhoc on short term quick consultations, or longer 10week deep dives

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Matt McKee10:06:24

Brilliant @deepanshu.chauhan @mark.rendell

Deep Chauhan11:06:09

That’s pretty much we have in Nationwide; WoW playing the role of practice and then we got Squads responsible for their products. We deliver the CI/CD Pathfinder MVP which runs upto10 to 12 weeks, depending on VSM and outcome.

Duena Blomstrom, Psychological Safety Dashboard CEO, Author PeopleBeforeTech10:06:28

gosh yes! The amount of β€œare we done yet with all this uncomfortable β€œPeople Practice” obsession of yours now then?!” We get every week:joy:

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Duena Blomstrom, Psychological Safety Dashboard CEO, Author PeopleBeforeTech10:06:32

@8mckeem8 Team leaders that get in our Dashboard then glare β€œl tried but it wasn’t like an Apple product, looked like l had to do work on that data. Then some work again after”

Duena Blomstrom, Psychological Safety Dashboard CEO, Author PeopleBeforeTech10:06:32

@8mckeem8 Team leaders that get in our Dashboard then glare β€œl tried but it wasn’t like an Apple product, looked like l had to do work on that data. Then some work again after”

Matt McKee10:06:15

How do you prevent yourselves becoming another oversight team?

Matt McKee10:06:43

Rather than letting the product teams demonstrate their own competence

Natasha Anderson10:06:45

oh man! that was my biggest fear! how not to be an ivory tower

Duena Blomstrom, Psychological Safety Dashboard CEO, Author PeopleBeforeTech10:06:59

No one but the team sees it - Bubble level only in out case

Duena Blomstrom, Psychological Safety Dashboard CEO, Author PeopleBeforeTech10:06:08

@natasha.anderson let’s do a show me your call - can’t see if you measure Psychological Safety but dashboard and measurements comparing alone should be fun

Natasha Anderson10:06:09

is about creating communities and connections. I also spend alot of time establishing working groups

Duena Blomstrom, Psychological Safety Dashboard CEO, Author PeopleBeforeTech10:06:31

*show me yours-l’ll show you mine that is (mustn’t multitask:see_no_evil:)

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Matt McKee10:06:47

How did you manage to get the buy in from product teams (which I assume had embedded engineers from your practice)

George M10:06:01

@natasha.anderson so refreshing to hear on your transformation. Banks especially in Africa are considered dinosaurs when it comes to technology

George M10:06:01

@natasha.anderson so refreshing to hear on your transformation. Banks especially in Africa are considered dinosaurs when it comes to technology

Natasha Anderson10:06:58

πŸ™‚ but ours is different πŸ™‚

George M10:06:13

I am from Cellulant and work with banks across the continent on payment aggregation. I cannot tell you how good it feels to hear about your journey

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Natasha Anderson10:06:06

its very high levl here, if you would like to see a bit more let me know, we are only to happy to share

George M10:06:30

Yeah I would. Especially where you started coz you must have a large Dev team and lots of apps

George M10:06:27

Cool have sent you a request in LinkedIn

Joachim10:06:09

@natasha.anderson Who is sponsoring your practice - CIO(s)?

Joachim10:06:09

@natasha.anderson Who is sponsoring your practice - CIO(s)?

Natasha Anderson10:06:10

Its defined as part of the organisational architecture and we are part of the Group's CTO

Atul Bhovan10:06:15

@natasha.anderson... it makes me proud to see you representing the Bank so positively! I have seen first-hand how the Bank has led the DevOps movement in South Africa. Even more so, you had the courage to move to a growth mindset and be led by metrics and culture. Your leadership team has been exemplary.

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Atul Bhovan10:06:15

@natasha.anderson... it makes me proud to see you representing the Bank so positively! I have seen first-hand how the Bank has led the DevOps movement in South Africa. Even more so, you had the courage to move to a growth mindset and be led by metrics and culture. Your leadership team has been exemplary.

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Natasha Anderson10:06:02

Hey Atul! Your encouragement always energises me

Pete Nuwayser - IBM10:06:16

"you get what you deserve" ouch - so true

Pete Nuwayser - IBM10:06:16

"you get what you deserve" ouch - so true

Natasha Anderson10:06:17

toughest leadership lesson i ever learnt

Pete Nuwayser - IBM10:06:40

see also "leadership is about how you make people feel" from Jon Smart's talk

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Szabolcs TΓ³th10:06:07

@natasha.anderson May I ask you that, why did you choose Bamboo and Nexus?

Szabolcs TΓ³th10:06:07

@natasha.anderson May I ask you that, why did you choose Bamboo and Nexus?

Natasha Anderson10:06:13

Hi, i will have to get some history on you for that. it was part of the journey before i got there. We do have a mixed bag of tools so right now while we have Bamboo, we also have Azure DevOps

Pete Nuwayser - IBM10:06:57

@natasha.anderson by the way, I really love your choice of a Black mural artist at work for your background image on Leadership

Pete Nuwayser - IBM10:06:57

@natasha.anderson by the way, I really love your choice of a Black mural artist at work for your background image on Leadership

Natasha Anderson10:06:40

John Adams is phenomenal! Have one of his in my study πŸ™‚ Let me share

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Pete Nuwayser - IBM10:06:46

Please do! May I also recommend Sonia Jones? She's a former colleague and has done a couple of murals in DC recently. https://www.instagram.com/soniajonestheartist/

Natasha Anderson10:06:32

Gonna go check her out

John Willis10:06:55

Love me some sam....

John Willis10:06:11

oops wrong track..

Pete Nuwayser - IBM10:06:07

thank you Natasha πŸ‘ well done

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Karl Marfitt10:06:15

At my company we've had a 40 hour mandated minimum target for career learning and development called 'Think 40' and we reward learners for exceeding that target. These last three days here have been some of the most important and influential I've ever learned from in my multi-decade career so far, so thanks to my boss and colleagues for enabling me to attend. Many thanks @natasha.anderson for sharing a truly inspirational presentation πŸ™‚

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Natasha Anderson10:06:18

Thanks Everyone for Joining me

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Matthew Joyner10:06:23

Thanks @natasha.anderson - that was very inspiring and relatable. Thanks for sharing πŸ‘

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Joachim10:06:29

Great talk! βœ”οΈ Thank You!

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George M10:06:44

@natasha.anderson Great talk and valuable lessons for leaders and all DevOps enthusiasts

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Suzette Johnson10:06:11

Really enjoyed the talk!

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Lindy Quick10:06:40

Excited for @suzette.johnson5 and @robin.yeman presentation!

Jess Meyer - IT Revolution (she/her)10:06:08

Thank you @natasha.anderson! Welcome @suzette.johnson5 and @robinyeman!

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Jess Meyer - IT Revolution (she/her)10:06:08

Thank you @natasha.anderson! Welcome @suzette.johnson5 and @robinyeman!

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Natasha Anderson10:06:14

Pleasure, thank you all! i'll be off but feel free to contact me on LinkedIn https://www.linkedin.com/in/n-natasha-anderson-a4a0222b/

JohannT10:06:20

F35 ! saw that at the airshow last year. Was that 8 million lines of code true?

Suzette Johnson10:06:50

Hi Lindy! Good to "see" you

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Robin Yeman10:06:52

I loved Natasha’s talk, hope we keep track 1 on a high note

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Todd Brooks11:06:14

I like that quote on Architecture. Who said that again?

Suzette Johnson11:06:30

She is quoted in Team Topologies.

Suzette Johnson11:06:37

Similar ideas with what we have been discovering.

Simon Rohrer, [Sooner Safer Happier contributor] Saxo Bank, Head of EA and DevEx11:06:10

(CC @genek101 - Ruth Malan would be an incredible speaker for DOES some time)

Todd Brooks11:06:32

Thank you, now you've given me a whole new track of learning...

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Lindy Quick11:06:25

Culture change can be slow. Where did you start when changing the culture and why?

Rob Falla11:06:04

I’ve seen something like these slides before

Richard Herrett11:06:26

erm... I just taught from SAFe slides that look spookily similar 4 weeks ago πŸ˜‚

Ciaran Byrne11:06:15

@robin.yeman, @suzette.johnson5 "The context of the system is amplified in when you consider culture" - v useful!

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Robin Yeman11:06:56

Harry keohnmann is on our team in building the paper and isa SAFe Fellow

Suzette Johnson11:06:09

WRT culture I use a couple change models as a foundation as I put together the cultural roadmap; such as ADKAR and John Kotter @linyd

Robin Yeman11:06:11

Is a SAFe Fellow

Richard Herrett11:06:33

ah, that answers it - These are already embedded in SAFe 5.0 training

Robin Yeman11:06:14

Yes we have also been working with SAFe on their upcoming Agile for hardware class

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Richard Herrett11:06:59

Now I know where Terrific Transport comes from 😁

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Suzette Johnson11:06:09

Yes. understanding the value stream is important in understanding flow and where or how can remove dependencies

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Suzette Johnson11:06:38

Circular discussions 😊

Suzette Johnson11:06:34

Lindy, our culture roadmap example addresses your question

Lindy Quick11:06:53

@suzette.johnson5 - Thanks!

Duncan Lawie11:06:05

I really like the explicit approach to addressing Culture using the tools like roadmaps that we already know

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Szilard Szell (Eficode)11:06:54

@suzette.johnson5 is the standard Value Stream Identification toolkit of safe enough or needs more tools to address the cultural aspect?

Suzette Johnson11:06:22

We start with the VS identification and to your point we then elaborate and dig deeper into VSM

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Richard Herrett11:06:46

Thank you @suzette.johnson5 and @robin.yeman - great talk πŸ‘

Suzette Johnson11:06:47

We have a strong lean foundation that we can build from

Matthew Joyner11:06:02

Thank you !! πŸ‘

Szilard Szell (Eficode)11:06:03

Great talk! Thank you

Lindy Quick11:06:07

@suzette.johnson5 and @robin.yeman - Great presentation thank you so much!

Robin Yeman11:06:09

Agree we have more to do in the Value Stream

Ciaran Byrne11:06:16

Thank you @robin.yeman and @suzette.johnson5 - it was very good to hear about how devops approaches can be used in systems that span hardware and software, and which have safety critical elements - v useful! πŸ‘πŸ‘

Craig Cook - IBM11:06:25

Great talk. Thanks. Culture is hard

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Duncan Lawie11:06:39

Interesting to see the connection to the physical

Suzette Johnson11:06:47

Thank you for hanging out with us!

Rosalind11:06:54

Great talk, as always. thank you for your continued insights.

Todd Brooks11:06:18

Very good, thank you. πŸ‘

Szabolcs TΓ³th12:06:30

Such a great quality video @ track1. Good job Kira Barclay and John Deere!

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Craig Cook - IBM12:06:07

Is the Analytics group their own silo?

Richard Herrett12:06:13

I wanted more πŸ˜• it finish too soon!

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Todd Brooks12:06:21

Very good Thank you. πŸ‘

Matt Wheeler12:06:10

High quality talk done faster than expected. The John Deere story checks out πŸ™‚

Kasia Karpinska12:06:32

I love that there is a post-it board behind @dominica

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Kasia Karpinska12:06:32

I love that there is a post-it board behind @dominica

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Kurt A (Speaker) Blameless, SRE Architect12:06:49

I bet it's a kanban board πŸ™‚ Making Work Visible FTW

Andrew Salt12:06:30

@dominica is that mural board available?

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Joachim12:06:49

Mural killed the PPT - at least sometimes. πŸ™‚

Dominica DeGrandis, Author - Making Work Visible, Tasktop12:06:58

@andrew.salt - yes - will export the Mural board and pop it in this channel

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Simon Rohrer, [Sooner Safer Happier contributor] Saxo Bank, Head of EA and DevEx12:06:52

This bit of the Unicorn Project is my fave too: elevate the practice of improving daily work over daily work itself.

Simon Rohrer, [Sooner Safer Happier contributor] Saxo Bank, Head of EA and DevEx12:06:52

This bit of the Unicorn Project is my fave too: elevate the practice of improving daily work over daily work itself.

Matt Cobby (NAB)12:06:58

I believe this but yet find the ability to keep pushing back against the flood of external asks and management priorities.

Simon Rohrer, [Sooner Safer Happier contributor] Saxo Bank, Head of EA and DevEx13:06:36

Improvement (β€œdebt”) budget formally agreed at a high level and tracked as a balanced KPI to senior management, I think is the only way to manage the incentives. It’s the only one I’ve found.

Patrick Debois12:06:23

@dominica great to hear your voice again

Patrick Debois12:06:23

@dominica great to hear your voice again

Brian Martin12:06:09

Take time to sharpen the saw

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RenΓ© Lippert12:06:24

@dominica In Mural you have the Outline function. That helps to jump around in the Mural board by this you do not have to fight with the scroll and zoom.

RenΓ© Lippert12:06:24

@dominica In Mural you have the Outline function. That helps to jump around in the Mural board by this you do not have to fight with the scroll and zoom.

Brian Martin13:06:13

Anytime before your reservation at the Restaurant at the End of the Universe is later.

RenΓ© Lippert13:06:14

@dominica Do you suggest to have limits around groups like Debts, Defects? So if there are more than x amount of Depts you are not allowed to work on Features!

Ferrix Hovi - Head of DevOps - Siili13:06:27

The improving daily work and the reference to Risto Siilasmaa is interesting. Before being the chairman at Nokia he founded F-Secure. One of the original values of F-Secure that was never written in the corridor walls was something along the lines of "Instead of constantly asking for the time, build a clock so that anyone can see the time." The anti-malware industry has been heavy on automating for a long time. I find that one of the values in the DNA of F-Secure when I used to work there that drove it into a DevOps way of working as an early adopter... well, that found its way back home through the pen of @genek

Thomas Williams13:06:20

This is great. Thank you @dominica!

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Brian Martin13:06:49

@dominica do you have any data around the relationship between team size and unknown dependencies? Is it linear or exponential?

Philip Day13:06:05

@dominica on charting flow distribution, example over 30days, you said if they have that data in their toolsets they copy and paste it in... what if they don't? Do they typically just estimate the aggregate %s, or go and try to build it bottom up from each work item?

Philip Day13:06:05

@dominica on charting flow distribution, example over 30days, you said if they have that data in their toolsets they copy and paste it in... what if they don't? Do they typically just estimate the aggregate %s, or go and try to build it bottom up from each work item?

Dominica DeGrandis, Author - Making Work Visible, Tasktop13:06:44

If they don't have this data in their toolset (and most don't capture debt work), then I ask them to take their best guess.

Philip Day13:06:57

Thanks. Mik Kersten say he advocates just counting work items and "by the law of large numbers" that's an adequate proxy for effort, "it just works"... do you agree?

Thomas Williams13:06:08

Every dependency doubles the probability of staying late or finishing late.

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Matt Milton13:06:28

@dominica What is the best way to visualise the work of an expert who works across multiple product teams?Β  Currently this person has their own Kanban board where their work is visualised.Β This seems wrong to me as I think it encourages siloed thinking and inhibits collaboration. Long term, I want this expert to shadow others to help teams develop the capabilities themselves.Β But until then, what’s the best way to visualise this persons work?Β Is it by including it on the product teams Kanban Boards?Β Or is there a better way? πŸ™‚

Matt Milton13:06:28

@dominica What is the best way to visualise the work of an expert who works across multiple product teams?Β  Currently this person has their own Kanban board where their work is visualised.Β This seems wrong to me as I think it encourages siloed thinking and inhibits collaboration. Long term, I want this expert to shadow others to help teams develop the capabilities themselves.Β But until then, what’s the best way to visualise this persons work?Β Is it by including it on the product teams Kanban Boards?Β Or is there a better way? πŸ™‚

Rui Pedro Saraiva13:06:30

it’s Brent! (from phoenix project :))

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Ferrix Hovi - Head of DevOps - Siili13:06:30

What makes this across multiple teams mode of working more desirable than the context switching caused?

Ferrix Hovi - Head of DevOps - Siili13:06:40

What do you gain through the visualisation?

Ferrix Hovi - Head of DevOps - Siili13:06:08

Is the work similar enough with the product teams' work to follow the same WIP limits?

Matt Milton13:06:11

@ferrix The across multiple teams mode is certainly not something we see as desireable. The problem is as this person is the only one who can perform a particular task, he is very much in demand by multiple product teams.

Matt Milton13:06:43

@ferrix We want to visualise his work because as with all the work we visualise, we want to see where it gets stuck, where there might be dependencies, conflicting priorities etc.

Ferrix Hovi - Head of DevOps - Siili13:06:41

Does the person know without visualisation or with their own Kanban where they get stuck?

RenΓ© Lippert13:06:14

@dominica Do you recomend to differentiate in the dependency excersise between technical/software dependencies and team/personal dependencies?

RenΓ© Lippert13:06:14

@dominica Do you recomend to differentiate in the dependency excersise between technical/software dependencies and team/personal dependencies?

Dominica DeGrandis, Author - Making Work Visible, Tasktop13:06:24

The dependency matrix exercise can be done with roles, skillsets, or architecture code components.

Dominica DeGrandis, Author - Making Work Visible, Tasktop13:06:03

I like to do roles or skillsets when teams have long wait times between different roles/skillsets.

Matthew Joyner13:06:12

Thanks @dominica πŸ‘

Joachim13:06:25

βš‘πŸ‘

Malte HarrishΓΈj13:06:32

Thank you, @dominica

Ann Marie Fred - IBM13:06:37

@dominica Thank you so much for the PDF - I’m going to give this a try!

Dominica DeGrandis, Author - Making Work Visible, Tasktop13:06:40

Thanks for all your great questions - I will be doing a Q&A session over zoom in 30 minutes: https://virtualdevopsenterprisesumm.sched.com/event/cq99?iframe=no

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Ciaran Byrne13:06:44

Thank you @dominica πŸ‘πŸ‘

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chill13:06:09

hi

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Jess Meyer - IT Revolution (she/her)13:06:27

<!here> Join @dominica for Q&A during networking time! https://sched.co/cq99

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JiΕ™Γ­ Klouda13:06:49

So true about Onboarding.

JiΕ™Γ­ Klouda13:06:49

So true about Onboarding.

JiΕ™Γ­ Klouda13:06:07

β€’ We have mentors doing onboarding for new employees. this way onboarding process can be fixed by someone who knows how and who to ask for help. β€’ We provide one week of training about company and products. β€’ We got architecture sessions provided by the team that the engineer is being onboarded to. What are some of other ways you guys improve onboarding?

Szilard Szell (Eficode)13:06:51

Specially when you have 20 tools in a pipeline, and you need access for all of them, one-by-one. Good to have a centralized service for that

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Szilard Szell (Eficode)13:06:51

Specially when you have 20 tools in a pipeline, and you need access for all of them, one-by-one. Good to have a centralized service for that

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Ferrix Hovi - Head of DevOps - Siili13:06:57

And then somebody thought SSO is too expensive πŸ˜„

chill13:06:22

we'll just make people remember multiple passwords, that will work!

Szilard Szell (Eficode)13:06:00

Oh, and add a few Bots to the picture, who I use to automate processes. They also need access rights πŸ™‚

chill13:06:14

nothing more motivating then working with a bot to try and get them to understand my request

Ferrix Hovi - Head of DevOps - Siili13:06:15

Real life problem: "accessing my password manager from the data center when the network is down is not possible"

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Szilard Szell (Eficode)13:06:28

Not AI bot, just a bot to do automatic steps, like creating a Jira ticket automatically, or send a Notification to Slack. Or a Test User. All need their own account...

Chris Leeworthy (he/him)13:06:29

because they need the money!

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Olivier Jacques, DXC13:06:38

Reminds me of the journey of Maxine / Unicorn Project

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Brandon Ferrari13:06:38

You've explained about every new position I've ever started πŸ˜‚

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Pete Nuwayser - IBM13:06:25

Try joining a US Federal project where it can take new developers as much as five months to start developing because they're waiting for clearances, badging and issuance of government-furnished laptops

Pete Nuwayser - IBM13:06:25

Try joining a US Federal project where it can take new developers as much as five months to start developing because they're waiting for clearances, badging and issuance of government-furnished laptops

chill13:06:58

five months? 😞

chill13:06:00

shoot me now

Pete Nuwayser - IBM13:06:11

tell me about it 😭

Bryan Finster - Walmart (Speaker)13:06:27

Happy devs deliver more secure, higher quality solutions!

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Bryan Finster - Walmart (Speaker)13:06:27

Happy devs deliver more secure, higher quality solutions!

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Pete Nuwayser - IBM13:06:55

Locality & Simplicity ➑️ Focus, Flow & Joy

Chris Leeworthy (he/him)13:06:30

Joking aside we all need to eat, folks will put up with sub par experience because they need to pay the bills

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Chris Leeworthy (he/him)13:06:30

Joking aside we all need to eat, folks will put up with sub par experience because they need to pay the bills

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chill13:06:16

we need to eat, but at what cost?

Tom Sheeran13:06:52

@chris.leeworthy Agree. But what happens is that we all become actively disengaged. Thats worse than if we just left.

Tom Sheeran13:06:52

@chris.leeworthy Agree. But what happens is that we all become actively disengaged. Thats worse than if we just left.

chill13:06:08

agree, and it's an agreement of tolerance... well you did the onboarding process so you must be patience enough to do the next crappy process. Slippery slope

chill13:06:31

it's ok, it won't change again

chill13:06:03

no, the other times didn't actually count

chill13:06:05

this time it's for real

Bryan Finster - Walmart (Speaker)13:06:28

That was just practice

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Chris Leeworthy (he/him)13:06:06

Absolutely true @tom.sheeran, I spent a lot of time working with folks who just wanted to get by until they retired, I left that job because I didn’t want to become one of those people

Chris Leeworthy (he/him)13:06:06

Absolutely true @tom.sheeran, I spent a lot of time working with folks who just wanted to get by until they retired, I left that job because I didn’t want to become one of those people

chill13:06:38

"coasters"

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chill13:06:58

how many times do "coasters" fit the bill for pushing the envelope and innovating?

Chris Leeworthy (he/him)13:06:09

very few, but sometimes you have to get them involved whether you (or they) like it or not!

Szilard Szell (Eficode)14:06:52

@chris.leeworthy did the same move 9 month ago. Leaving behind people that were afraid every day of being laid off. And life (well, work) is sooooo much better now πŸ™‚

Chris Leeworthy (he/him)14:06:49

It’s the same for me @szilard.szell, the folks at my new place have a passion and enthusiasm that has improved my work life hugely

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Szilard Szell (Eficode)14:06:43

It was scary after 19 years to leave the big boat, but so much better to work with like-minded people

Tom Sheeran13:06:11

Sorry for dumb question. What is this Unicorn status of which he speaks? I thought Unicorns were startups reaching $1B valuation... clearly not T Mobile

Tom Sheeran13:06:11

Sorry for dumb question. What is this Unicorn status of which he speaks? I thought Unicorns were startups reaching $1B valuation... clearly not T Mobile

chill13:06:40

I'm considering software unicorns at which T-Mobile is attempting to become.

Bryan Finster - Walmart (Speaker)13:06:00

In this context it would be elite performing teams.

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chill13:06:01

good point though, a lot think we're already too big to fail from a business standpoint

Bryan Finster - Walmart (Speaker)13:06:31

Yes, just like Sears

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chill13:06:45

Barnes and Noble

chill13:06:52

JC Penny πŸ™‚

Szilard Szell (Eficode)13:06:34

Fear from failure is so deep in Telco. When you want five nine, and your bonus is based on fulfilling this!

Bryan Finster - Walmart (Speaker)13:06:47

Yep. We are not too big to fail.

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Matthew Joyner13:06:20

An excellent summary of the challenges to overcome

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Tom Sheeran13:06:48

GAWD!!! Automotive must have been painful (do I sound bitter?)

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Bryan Finster - Walmart (Speaker)13:06:57

@chill9 do you find it's typically a few passionate people holding up the transformation scaffolding?

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Bryan Finster - Walmart (Speaker)13:06:57

@chill9 do you find it's typically a few passionate people holding up the transformation scaffolding?

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chill13:06:37

rebellion!

Bryan Finster - Walmart (Speaker)13:06:12

Yes, but what happens when the rebels are lured away?

chill13:06:25

the group is constantly under pressure for retention

Bryan Finster - Walmart (Speaker)13:06:52

From a selfish POV, at least we have that going for us. πŸ™‚

chill13:06:05

You must serve better beer

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Bryan Finster - Walmart (Speaker)13:06:37

Well, more the fact that we are in demand. Helps overcome the fear of being crushed by the Empire. πŸ™‚

Bryan Finster - Walmart (Speaker)13:06:10

However, I want to find ways to highlight the risk of making your billion dollar enterprise's success depend on the passion of so few.

chill13:06:12

assuming your value is getting regularly articulated

Bryan Finster - Walmart (Speaker)13:06:29

Yes, I'm deliberate about that for my team.

Tom Sheeran13:06:22

Confused between five nines, and nine fives:joy:

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Tom Sheeran13:06:22

Confused between five nines, and nine fives:joy:

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chill13:06:39

unfortunately, yes

Bryan Finster - Walmart (Speaker)13:06:16

"Why not?" Yes, prove to me that you are special and none of this applies to you.

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Bryan Finster - Walmart (Speaker)13:06:16

"Why not?" Yes, prove to me that you are special and none of this applies to you.

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chill13:06:38

can everyone be a snowflake?

Bryan Finster - Walmart (Speaker)13:06:54

Everyone thinks they are. πŸ™‚

Bryan Finster - Walmart (Speaker)13:06:31

"TBD won't work for us. We are too complicated"

chill13:06:29

btw did you release the TBD checker? we came up with just looking at see how many unique commiters are on the source branch on average

chill13:06:53

teams average around 1 were TBD, teams averaging > 1.1 ish were almost almost git flow

Szilard Szell (Eficode)13:06:59

@chill9 do you also have DevOps on Core networks side? With Network function Virtualization the platform is given. How do you see this area?

Szilard Szell (Eficode)13:06:59

@chill9 do you also have DevOps on Core networks side? With Network function Virtualization the platform is given. How do you see this area?

chill13:06:29

it's an area I feel has always been left behind, but there are signals that there is significant improvement in the right direction. Updating network devices 100 times per day is foreign to a lot of firmware developers

Szilard Szell (Eficode)13:06:23

How about talking about Policy Based Network automation, to freak out some even more? πŸ™‚

Szilard Szell (Eficode)13:06:32

I still believe this is the time to start transformation on the network (and even Radio) side. Are you looking into that, too?

chill13:06:17

iterating very cautiously and slowly... it's never a network problem until ITS A FREAKIN NETWORK PROBLEM

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Szilard Szell (Eficode)13:06:31

Still it is a question if you want to deploy Network SW once a year, or maybe every 2 weeks, in collaboration with your multiple telco vendors, to provide fast feedback. Maybe deply to Lab is a good start first

Szilard Szell (Eficode)13:06:09

Process Automation, Multi vendor DevOps pipeline, collaborative culture, common goals. Like a few challenges to solve πŸ™‚

Tom Sheeran13:06:46

That answer applies generally to all XaaS. Unless you're AWS or Azure or Google

Tom Sheeran13:06:46

That answer applies generally to all XaaS. Unless you're AWS or Azure or Google

chill13:06:15

AWS fails at bringing something into CORE a lot of times, we typically mostly see the successes IMHO

Thomas Williams13:06:15

Great point "Core vs context"

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Bryan Finster - Walmart (Speaker)13:06:30

Building a broad base of allies who help promote the cause is so important. Elevating the success of others.

Bryan Finster - Walmart (Speaker)13:06:30

Building a broad base of allies who help promote the cause is so important. Elevating the success of others.

chill13:06:40

elevating can equal to negotiation and selling - which not all highly technical people are good at

Bryan Finster - Walmart (Speaker)13:06:14

It's a learned behavior, to be sure. I'm still learning it.

Bryan Finster - Walmart (Speaker)13:06:27

However, it's required for the mission.

Matt Cobby (NAB)13:06:49

There is much power to be had in giving recognition/kindness/empathy.

Nick Eggleston, IT Architect (open to offers)20:06:32

How do you learn and practice said skills?

Bryan Finster - Walmart (Speaker)21:06:59

Well, I failed a lot until I learned to listen to what people need. I still fail, but not as often.

Thomas Williams13:06:55

Still a problem where some of our leaders don't realize the cost of using Saas vs the cost of you maintaining it, or building it yourself.

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Thomas Williams13:06:55

Still a problem where some of our leaders don't realize the cost of using Saas vs the cost of you maintaining it, or building it yourself.

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Bryan Finster - Walmart (Speaker)13:06:22

Curious why they don't track that?

Bryan Finster - Walmart (Speaker)13:06:36

Isn't that what MBA degrees are for?

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Chris Leeworthy (he/him)13:06:10

I brought this up with a previous employer and their response was β€œWell we’re paying you already, why bother paying someone else to do it”. :man-facepalming:

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Szilard Szell (Eficode)13:06:21

We call this the DevOps tax: cost of maintaining the pipeline. Estimation it is 10% of your effort!

Tom Sheeran13:06:05

@tommy I have this argument frequently with my Auto OEM colleagues. They have these massive monuments to CIO ego called data centers and have very sophisticated analyses that they are better at running them than AWS or Azure or Google

Tom Sheeran13:06:05

@tommy I have this argument frequently with my Auto OEM colleagues. They have these massive monuments to CIO ego called data centers and have very sophisticated analyses that they are better at running them than AWS or Azure or Google

chill13:06:50

do the data centers have strong pioneer like names making them sound like they are indestructible

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Peter Maddison13:06:23

Kelsey Hightower uses a great analogy. It's like you go on a plane, love the speed and convenience in getting you to your destination then decide to bring the 747 home and park it in your driveway.

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Szilard Szell (Eficode)14:06:44

I have seen same analysis with my previous company πŸ™‚ However that was true we were heating a small town from the waste heat of our Test Laboratory

Pete Nuwayser - IBM13:06:57

@chill9 thank you very much πŸ‘

Matthew Joyner13:06:03

Thanks for sharing @chill9 - Very engaging πŸ‘

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Kenny Johnston - Gitlab13:06:11

πŸ‘ Great talk @chill9 - thanks!

Szilard Szell (Eficode)13:06:12

Thanks a lot! @chill9

chill13:06:21

thanks for watching

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Tom Sheeran13:06:26

Excellent Talk. Thanks @chill9

Chris Leeworthy (he/him)13:06:27

@chill9 good stuff Chris, thanks for that πŸ™‚

Bryan Finster - Walmart (Speaker)13:06:33

Yes! Cheers for @jessicam @annp @alex and everyone else on staff. Fantastic job

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Jason Yavorska13:06:37

Thanks @chill9!

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Neil Reilly13:06:05

@chill9 Awesome talk. I’ve no doubt you’ve won a lot of frustrated developers over as life long followers.

Neil Reilly13:06:05

@chill9 Awesome talk. I’ve no doubt you’ve won a lot of frustrated developers over as life long followers.

chill13:06:33

misery loves company? πŸ˜„

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Rui Marques16:06:31

I salute @pdmoore for a great talk.... well done sir.

Jeffrey Fredrick, Author-Agile Conversations16:06:55

See also #ask-the-speaker-keynote . Most of the comments on the talk are there.

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