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Could you compare loss of developer talent, througput, and a huge stack of debt cost to empowering devs to succeed?
if you care about your customers experience, Why don’t you care about the employees experience who create it?
changing dev experience requires change - a move away from the status quo. It will probably come at the expense of biz features, so I guess it was a tough sell
Biz features without a strong change muscles are destined for irrelevancy
Ok so day 1 was great for your biz feature, whats day 2 look like? 6 months later - why are we keeping this?
Some days I feel like we’re impeding when we make mistakes, most days I say we’re actively empowering IMHO.
I think if you are even asking the question you are more than half way there
Asking the right questions is just as important as solving the right problems
Too right @chill9, asking great questions can unlock so much, being vulnerable enough to try a question and not have it be quite right but you've opened up the channel of conversation is a big step for some people...
"You can't just take the unicorn playbook and become a unicorn overnight." Well said, @chris552!
That cycle is the lifecycle of every enterprise system/process I have ever used!
It's important to acknowledge that the new thing we are building is built on the bones of what died before us and to learn from that. I've turned to Inner Source as a techniques to break the cycle of governance and neglect. I'll have to wait for another year or so to know if it's worked.
I fully agree, transformation usually doesn’t give fruit to those who started it :(
What kind of pushback did you get when you talked to the “customers” about the need to pay down debt and how did you deal with that?
If they are incentivized by features and sexy, why even acknowledge the debt?
Tons of push back, but warmed up with being able to articulate cost of delay
bad feedback! Love it, I do the same. The good feedback is warm and fuzzy but the learning is in the feedback that makes you uncomfortable.
I used to want to find out who wrote it and beef up the chest, but I realize perception is gold no matter who it comes from
If you can flip a team culture so bad feedback is a (constructive) norm, especially upwards, then you're really rolling
Great point, also good to look within, do your leaders accept bad feedback for themselves?
collective ownership sounds good, however at some point decisions have to be made and accountability is important...how has that been handled?
Good q - is blame an important thing to reconcile? Or can accountability be shared?
and it is not about blame it is about owing the end to end experience at a stakeholder level...
If something goes wrong and we’re all the same soup, don’t you think the biggest impacted person/team would be incentivized to fix/revert/etc? It’s a challenge and at the end of the day there are shoulders which it could fall on if the first question is “why didn’t they team take care of that” - it might be the wrong question... and to back up. “Why didn’t we catch this before the problem?”, “how can we be empowered to help more?” Incidents are not always a bad thing if you’re able to change because of them and get a ROI
Oh, wow. I worked on a similar project a few years ago. Most of the monolith is really in the minds. It's not even the monolith per se, it's a lack of expression of intent, understanding of the real functionality, and no doubt, lack of meaningful automated tests. Ok, I may be projecting here (ha!) but I'm betting it's not too far. Best of luck and thanks for the talk!
Come join us in chasing :unicorn_face:! https://www.tmobile.careers/job-details/information-technology/150182BR-manager-product--technology-dallas-multiple-openings
Really appreciate the focused points on onboarding and focusing on making a positive developer experience.
Disruptive change in the automotive industry -> i love how this fits to the project to product book at bmw :D
me speaking way too fast in 3..2..1, but don't be afraid. I wrote a blog post with a lot of further references here: https://pickl.eu/blog/are-we-really-moving-faster-how-visualizing-flow-changed-the-way-we-work/
there's also a prequel: https://pickl.eu/blog/getting-out-of-quicksand-with-devops/
This is a nice deep dive from @mik’s keynote this morning. Nice to hear from others in the "planes - trains - automobiles" industry, this is a really disruptive idea in industries used to cycle times measured in years not days.
So true Paula - we really have to fight hard to be a software company supplying our products to automotive rather than an automotive company doing software.
The typical cycle time in aviation is 8 years. Not a typo. I don't know what it is in the auto industry, but by guess the same. And yet how much code runs trains-planes-automobiles these days? millions. Its a hard culture shift
If you like playing around: https://github.com/rompic/Smashing-Flowboard
@roman @manja.lohse Now that you've increased your build frequency, how are you meeting the need to test your apps more frequently?
we are investing in test hardware and making testing easier. at the same time we invest heavily in simulators / virtualisation.. because we will never have enough hw
gary gruver discusses this in the hp firmware story. he said that there will never be enough printers to test everything 😄
This is so true. Especially in the physical world. Even if you can test, machining a test part costs major $$ and time. Its painful enough there's a bit of a culture not to do it too much (my experience). And sometimes you can't replicate a 20 year old machine...
well, basically we are still stuck with yearly budgeting cycles that give us little flexibility to react to changes in the market... so we bet on each of our products at some point in time rather than acting in an agile way
I'm searching for a better model to propose that supports enterprise agile / value stream flow, but also gives feeling of control/reassurance to senior leadership
we are actually currently working on a proposal that does exactly what you are looking for as well
unfortunately we don't have anything yet that I could claim will most likely work for us
Any other recommendations of dashboard software others used in financial industry going through tech transformation
do you mean general dashboard frameworks? I'm afraid most open source solutions are in a rather sorry state as the dashboard craze seemed over.
We can talk about measuring PS, to get benchmarks for culture. (if that is helpful)
we currently use the westrum model to measure it quarterly in my team. and ENPS
So I work at a place that makes a product that evaluates PS over time - I took the final slide as you wanting to do more in that area. Could also be me misreading 😄
As in if you're happy with what you've got, I won't be a pest.
Hi everyone! Thanks for joining our session - looking forward to engaging with you all!
Looking forward to the Cox Automotive conversation @nazia.ali and @dan.sloan!
@dan.sloan keeps inspiring me about what's possible in big enterprises. We met last year to discuss how to approach DevOps for Salesforce. If anyone else has questions about working with Salesforce feel free to DM me
Thank you Andrew for your contributions! We have made so much progress in our Salesforce space. Appreciate you!
We use Open Space Technology (OST) a lot at Cox Automotive to enable empowered problem-solving at large scale. Would love to learn from others who use OST in their organizations.
@dan.sloan - how do you create the time/space for all the learning for your engineers?
Hi Misty! Time/space varies based on local context; however, we have incorporated learning into our planning model. For example, when we got the pilot areas onto the DevOps journey, we planned for 10-15% of dedicated learning, so our team members would have the space to balance learning with delivery.
We haven't put a % on it, but we carve off Fridays for my organization and have deemed them #futurefridays, our teams have even changed the 3 questions they ask on Fridays to be around learning 1. What learning did I accomplish this week? 2. How do I believe that will help me contribute more broadly to the team? 3. What learning am I committing to for the next week? This shows we are willing to invest the time to foster learning, but also helps align learning to the team needs.
I love how you all have reframed the questions in a learning context. That's a great idea!
Was thinking about AA's keynote yesterday and your organization's approach to investment decisioning - that's how we've approached DevOps in this space. When we started the Engineering Capability Model pilot a year ago, we proposed it to our senior leadership team in 'investment terms', which is what led us to be explicit about dedicating 10-15% over 12 months for training, practices adoption & growth, so our senior team could make balanced investment choices without compromising the space/time/sustainable-work-pace for DevOps adoption.
Really impressive, multi-pronged approach to improving the organization over several years. Grateful to get all these details, including the pointers to good further reading materials
Here's the link to @jonathansmart1’s report on Business agility in retail banking https://www2.deloitte.com/content/campaigns/uk/banking/business-agility/business-agility-in-retail-banking.html
@nazia.ali Impressive journey! I was driving while listening and almost wanted to pull over. Is there a sample of the Outcomes Dashboard that can help inspire us to focus on what really matters?
@nazia.ali are you all working on any tools to help people participate remotely in conferences from the comfort of their autonomous vehicles? 😉
@fernando.b.rodriguez. - Yes! We have a sample in the presentation and happy to provide additional context! @abd3721 - love it!
Mary! Wow, so awesome to see you here! Thank you so much for attending. Hope you're enjoying DOES20!
Thank you everyone! So appreciate you all engaging in our session. Happy to continue the conversation on our journey. Looking forward to exchanging experiences with others.
@nazia.ali & @dan.sloan - great to see your continued progress and success. Congrats!
Thank you so much Bryan! Hope you're doing well. Cox Auto misses you for sure! Thank you for your contributions and thought leadership. Much appreciated!
Thanks for carrying the torch and pushing the envelope! I'm glad to see you sharing your journey, it's inspiring and impressive!
Thank you all! As Dan mentioned, looking forward to continuing the conversation and exchanging insights!
Talking next on Value Stream Mapping - and as promised as part of the interactive part, I am sharing two handouts on waste and countermeasures
Yes! The purpose of VS map is to come up with counter-measures to help you go faster, find bottlenecks. @paula.thrasher
Making Value Streams Visible 💪
I have to give a shout out here to @damon who was the facilitator of the value stream I am sharing here and the person who introduced me to this concept ❤️
Shout out to @chris656 who introduced me to VSM. And @damon for all the additional support 😉
To measure the Four days - we took the artifacts that we used and looked at the time stamp, and determined that it took ~ 4 days. The 12 minutes - after automation this was the average run time, same process.
@paula.thrasher just the people that built or people using too?
(The specific process, was deploy the "Code complete" build package from dev to staging)
"Chance to complain" <-- big brain move right there
I think I have one that was 60 days to minutes... Searching...
Another team that I worked with was 2 weeks to ~ 3 hours (Around security reviews)
1. Request access to Cloud subscription via manual Jira to spin up experimental infra 2. Get an email asking how many VMs I want.... 3. :man-facepalming:
Love the way @paula.thrasher Brings visibility to manual steps vs automated steps in the VS.
step by step? THANKS @paula.thrasher. I dont see anyone doing VSM in some of the orgs I work with even though we talk about transformation the whole time. This is definitely giving me the tools to explain why and how, so they dont see me as the annoying architect who wants to do some thinking before getting to "transformation action"
Related thought on trust: I suggest watching the breakout talk “Making Change Painfully with Conversational Dojos” with Douglas Squirrel and Jeffrey Frederick if you need to coach on how to have high trust, collaborative conversations. Great tips there
Awesome!! I love "The Most Annoying Waste Award!!" @paula.thrasher
@paula.thrasher - any more tips on making "The Conversation" step effective?
A precondition to "the conversation" is probably trust and psychological safety. But.... I think other lean tools are good here too. Five whys, etc are good.
it is! the whole process is hard. But don't let perfect be the enemy of the good.
@paula.thrasher Do you see value in doing a VSM exercise for teams that don't necessarily have flow optimization as an immediate goal? For example, a team that is mainly struggling with production stability issues - would they benefit from a VSM or should they focus on something else?
Yes! I think I have an example later (I can't remember) where the goal was quality/defect escape. Though turns out the side effect is usually better efficiency either way.
@aasantos They might benefit more from a problem management discussion that delves more deeply into why they have stability issues... but the part of value stream mapping that talks about evaluating options that could eliminate the stability issues would definitely apply
@paula.thrasher @denee.ferguson Thanks for the input! In my org there have been some heated discussions on whether VSM should be applied only where time to market has been explicitly identified as a source of dissatisfaction, or more broadly as a tool to build a common understanding of processes, stimulate conversation and improve collaboration. It seems the latter woult better align to your comments. Really appreciate it!
@paula.thrasher Curiously the process was not unfamiliar to me... a previous VP was a big fan of "The Goal" and had us all map out a process and find the bottlenecks and identify ways to optimize it.... I just didn't know that was what value stream mapping meant....
It's a great tool, but I've been seeing some resistance to do it because it is seen as complex and expensive activity, as you need to have many people in the room for several hours. So I'm trying to articulate benefits beyond waste reduction in order to garner some more buy in.
@aasantos Consider having a small subset of folks work on drafting the flow chart in advance. Leverage the bigger session to get feedback on accuracy/missed items. That can reduce the time required... I've found the process flow to be eye opening for senior leadership - they don't always understand the pain their teams deal with to get things done.
So I absolutely have experienced the push back you have about this being a big expensive tool. I was at a large manufacturing firm where this was a three day minimum exercise. To my point on the magic middle ground: If you give people homework/prep time, you can have a good and effective conversation in 2-4 hrs. Thats a much easier sell.
To answer the question on when its not the right tool - this isn't for newly created/re-organized teams. There is not enough forming - storming - norming yet to map in that case. Second, if you have a glaring hole you don't necessarily need VSM to find it. That said - sometimes you need the visual and "the conversation" to get consensus.
@paula.thrasher How to ensure ppl have autonomy over the scope of their VS improvements?
I think this is why I ask teams to gage the broadness of the improvement before addressing it. ideally its single team but if its multiple teams the owner has to be higher in the organization? if that makes sense?
Like a Product Owner in a Product VS?
@paula.thrasher What collaboration tools have you used to facilitate VSMs remotely?
I have also heard some good things about Lucidchart but I've never used it. Keep the tool ideas coming - I'm open to learning too!!
Thanks. Have tried Lucid Chart and it has some good capabilities. Haven't tried Miro. Keeping teams engaged on remote VSMs can be challenging
I've used google drawings, powerpoint, http://draw.io, keynote, lucidchart, Google sheets, Miro and Mural, and my favourite is Mural easily
The advantage of the collaborative whiteboard is having everyone inside the meeting and contributing, and mixing collaborative input, voting, brainstorming etc drives engagement
Great segway @rhaas! I use mural. Here is an example Mural board being used for a fictional value stream mapping session. Go ahead and play around (add stories, zoom, etc) so you can get a feel for one way of mapping in a virtual world https://app.mural.co/t/thrasher2413/m/thrasher2413/1600105518418/eb373840c41ec8d4c77e8c2805cec253ea15282c
Thanks for sharing Paula! I use Mural as well and love it (along with the teams I work with - they all start using it for most meetings after our sessions)
We don't tool shame here 💪, anything collaborative will work really well, and I still get the same outcomes with a screenshare (with some extra engagement effort)
Given the Business a tangible artifact after a conversation cements credibility.
If you have no one with VSM experience, is it effective to attempt the mapping internally or should someone seek out external expertise?
I think the one skill you may want to tap is a good facilitator. That can be an existing facilitator (agile coach, etc). But otherwise - I mean you have to start somewhere so find a starter project and try
Listened to examples from @paula.thrasher @chawkladyand an article from Microsoft.
Failure in this context was that it felt ineffective the first time. So, we value stream mapped our process for creating improvement playbooks. Ate our own dog food and did instant retro as we did it. We were better the next time. We continue to refine it.
Thanks this give me the courage to "try this at home"
@kim.darzi @dmaillet63 I truly hope this helps you run your own session. My goal is to make this a more common practice! Feel free to use/reuse the handouts and slides and I am happy to talk more if you have questions.
I can attest that it's a really powerful tool that teams always appreciate.
@paula.thrasher Great overview of VSMs and very pragmatic tips!
@paula.thrasher Great presentation! I've heard the term value stream mapping before, but didn't really understand what it was.
Most often there isn't one, but it's a natural match for business analysts, scrum facilitators and even product owners. Some leading organizations have a role like the value stream architect and dojo staff like Walmart, but it's rare at the moment.
Whatever facilitator you have available? I don't have a single answer there. I've done them with outside facilitators, with agile coaches as facilitators, I've done it (but not for my own team), I had the HR team facilitate once (No really! they were great!)... I think the key is to have someone neutral do the Socratic method thing and ask questions, and also to mediate conflicts. Just not someone on the team because (1) you can't facilitate and participate at the same time effectively and (2) you can't mediate conflict if you are a stakeholder
Yes 100% this ☝️ Psychological safety and facilitating skills are more important than understanding the domain or context. The team brings that and uncovers it during the process.
I built out a partial VSM from build cut in dev to in the hands of our customers. I did this by reaching out and talking to everyone involved and sketching it out on my own. I then had a call with all the people I spoke with to make sure I mapped things out right and we had a good conversation on the flow of it and items to tackle.
This is an awesome way to get started without higher level buy-in or a dedicated effort, it pays off in the short term via better self understanding but also gives you an awesome artifact to share with others and spark some progress
@paula.thrasher it adds a lot that you are interacting while presentation is running
Thanks! There are things to like about the virtual conference format that I can't do in person 😀
it is defiantly one of the positive aspect that came out from do everything virtually. I think it will be interesting to see how we as a community will adopt to this new environment and how much we will keep future interactions
Virtual facilitation is a new skill we're all learning. We've had some awesome luck with Retro's by going around the "room" for each person's input, interpreted by the facilitator, and once we've got around once, people THEN can just add additional ideas to the shared document. This helps cut down on group think as they can work on their own separately before we go around the "room". I'm going to have to give some thought to how our group might do a VSM exercise with Mural, but they are already pretty big Mural fans
Great presentation @paula.thrasher thank you! Understanding your Value Stream is one of the 3 predictors of an agile organisation (the other 2 being Relentless Improvement and Funding Models - see the Business Agility Institue's annual survey report 2020 just released https://www.teamform.co/research or I can send you a copy). Visualising the flow of work is critical to making the right decisions as to what to start, stop and identify what is slowing an organisation down!
Anyone who wants to talk more about VSM – there is a lean coffee led by @steveelsewhere on Thursday, October 14 at 2:50 - 3:50 PT.
Yes!! Thank you Paula and thank you for your excellent talk!
@paula.thrasher Awesome presentation! VSM is "specialized" in our org...meaning there is only a few of us that provide/facilitate (or feel comfortable providing) VSM. Recently a colleague of mine proposed a deep-dive serious on "getting started with VSM" and me and her hosted the first session at our last monthly learning event. I'd love to spend 15-30 mins with you, her and me to showcase what she put together and get your feedback. Let me know if that is something you'd be open to.
I would love this. I learn something new with each group I talk to. https://calendly.com/paula-thrasher and lets find a time to chat!
Great, I'll schedule some time for me and Ashley to meet with you. Thanks!
👋 happy to answer questions about our talk From One API Deployment to Thousands, the Journey of an Innersource CI/CD Framework, @roderick.randolph and I are both here 😄
And for anyone who wants to talk more or has more questions I would love to connect --> https://calendly.com/paula-thrasher
Hello everyone! 👋
that's what's missing in any transformation 🙂
That was another system that was built separately, but integrating with it was a huge win for our framework
hmm I see job postings for it, so I guess it's not a secret haha. We use ServiceNow and there's a completely custom tool that integrates with it
it's an API layer on top of ServiceNow and CI/CD frameworks can integrate into it
this is one of those undifferentiated heavy lifting that every org is doing, but hasn't been solved by any one org for everyone yet
it's mostly based around Jenkins
I’m wearing my “bingo” shirt today :)
is your CI/CD Framework open sourced? Trying to kick off something similar, would love to build on top instead of reinventing the wheel
It's currently an internal product - we're hopeful it could become an open source product 🤞
any chances to share with a fellow practitioner? If not, maybe the architecture diagrams and overview of what composes the architecture so I can build on top of that?
I can say that we use a lot of open source tools (including terraform, ansible, docker, etc) 😄 - let's connect on http://linkedin.com/in/roderickrandolph to keep this discussion doing
taking you on the offer @roderick.randolph, just sent you an invite 😉
Hi @roderick.randolph @arthur.maltson I've been fascinated by the Capitol One story over the last few years. I even created our own version of the software clean room pipeline model (CD Control Framework) inspired by @tapabrata.pal and his presentation. Is this CI/CD framework a descendent of that work or something new out of the new studio?
I'm sorry to say, but I actually haven't had a chance to watch @tapabrata.pal's session... is it online?
if he's online he can chime in, we work together now 😄
Yes. @matthew.cobby this is a part of the implementation of what I shared in terms of software clean room
@arthur.maltson The bingo logo/mascot is actually a great large enterprise adoption hack! When you have to reach a large number of people it helps to have an "advertisement". Love it.
I think it was one of the best things we did for the Innersource project hehe
and yeah for sure, can get a lot of designers or devs with a design bent engaged
Any insights on how you got that organic adoption? Was it just the results of the framework itself that teams saw the benefit and wanted to be involved?
Pretty much, but you'll see a bit later some of the things we did to try and help with the organic growth
What's up with Canadians being the ones wanting to improve so fast?
oh yeah? Very cool 😄! I'm in the Toronto area myself 🙂
I'm in Arkansas, but some of our highest performing teams are in Toronto. Must be the LaBatts
Hey @steveelsewhere !!
Hey Arthur! Thanks for once again repping the north with 🔥🔥 along with Roderick - it's so awesome to see you folks here, with so much progress every year
Haha thanks @steveelsewhere, thanks to you @roderick.randolph and I had our first duelling presentation :)
At WM, we control the platform, they control their configuration. I've no idea ow anyone could control them centrally.
We inject security scans and compliance rules. Don't want anyone to forget those. :)
We have a feudal system. Every Service Owner has and runs their own CI/CD. It's chaos at scale. We've been rolling out a common CI/CD pattern but it's still very distributed. One central Jenkins with central config is a definite anti-pattern
Same with us, mostly. Our China branch kind of control it centrally though. They basically give the standard pipeline script to all the teams, so basically everyone follow the exact same pipeline. I do believe each team can build on top of it and customize though...
We have something similar, basically the original incantation was Jenkins Shared Library that teams could put together as lego pieces to build their own pipeline. The above question about automating the change control, that helped focus the organization around a set of required stages that had to be run
so in order for teams to qualify for automatic change management and onboard to Continuous Delivery, they needed to conform to a certain set of stages
and yes, as Michael Pai said, that was the next iteration that fixed the stages and allows developers to configure the stages as needed. This allows us to ensure, to @bryan.finster's point, that certain security and other stages always run.
@matthew.cobby: we have a Jenkins as a Service. Basically we run a K8S cluster with one shared Jenkins for smaller teams and different namespaces for standalone Jenkins. We build the Masters from the same image, helm chart and jenkins configuration as code file, so every master in the cluster starts the same. Once the master is created we give a sub-set of the users admin rights (with limitations though, somethings we dont want them to change)
we did always generate a base
Jenkinsfile as part of the tooling, though many devs take it and run with it
@rodriguessemensati.e - A central operations teams for a Jenkins cluster is a good way but let the teams control their own abilities
we do, once we create the Master we give it to them (mostly, as I said somethings are mandated centrally, like security configs, IDP integrations, etc)
When you write code that you know someone else will read, you write better code!
and usually it's you that reads it haha
so often it's helping future Matt 🙂
💯 it bring more transparency to how the software actually works!
We innersourced our pipeline during covid. Great achievement
mobbing has been a huge benefit to onboard teams, expand knowledge, and solve complex problems.
many IDEs have pair programming feature built-in - super valuable in this virtual world!
Day 1 of covid guess who showed up in our dojo? Woody Zuill
Large scale bootcamp - standard workshops / curriculum that you gave everyone or a dojo (immersive) approach?
More of the former, I haven't seen Dojo as a concept yet at Capital One
our workshops would last for a couple days, but not an immersive multi-week Dojo
We've been doing the same as you. Engineering Bootcamp over 4 days. Day 1 is intro to basic tools, Day 2 is intro to app dev, Day 3 is hands on our microservice template, Day 4 is our UI application template
yes! So these bootcamps are a bit different, they were more around onboarding new teams to work with us on the CI/CD framework
to your point, I helped introduce a 5 day bootcamp in Canada for new hires that guides them through pretty much the same as you mention @matthew.cobby, good to hear we're approaching it the same way 😄
the first day actually spends time on getting new devs familiar with the business, how Capital One makes money, etc.
Yes @roderick.randolph and @arthur.maltson are super cool. And how do I know them???? 😂
Being a financial sector, How are you very open to public cloud and new tools? You were successful not just bringing them into Financial sector but also implementing them successfully. What measures are you taking or risk factors are you considering in terms for being open to new tools/cloud/processes?
This really came from the top, our leadership recognized that technology is going to be a competitive advantage for us
then came the actual transformation, which was a huge amount of work on the dev side of course
but it really does require buy-in from leadership
it didn't start there though, I know that the org was dabbling with AWS much earlier. Regardless though, transformation at the entire org level requires CEO and exec buyin
I see why Capital one has the name "Tech Company" rather than "Financial Company". That's great to hear that leadership is with such great mindset
we're using Hygieia from capital one...please: share Bingo!!! sounds great
oh yeah? How are you finding it
I've been thinking of using that as well, but there's so much choice
yeah I remember using it back in my Angular days
Cookie Cutter looks pretty good too: https://github.com/cookiecutter/cookiecutter
ohhhh! I just listened to a Changelog podcast about Backstage, it sounds super interesting
yeah they have a fancy CLI UI 🙂
ahh that's your tool? Very nice
funny enough, we're using https://github.com/CITGuru/PyInquirer to do a very similar interaction 🙂
since you folks mentioned Hygieia! How difficult is to roll it out and start getting some benefits? This is also in our backlog, but we have not been able to prioritize it over other stuff yet. Any learnings to share?
Love CapOne’s contributions to this community. We’re featuring Hygieia in our bug bash (http://bugbash.muse.dev/) if you want a fun / easy way to get started contributing back.
Keeping documentation up to date is the endless task. Keep it next to the code is the only chance you have...
💯 agree - docs must evolve with the software
Having your documentation live with your code (and having your tooling publish it just like it builds-deploys your code) was a big value-add for us at CapitalOne...
GitHub Pages? or using another static site generator for software docs specifically?
It allows us to review content of docs side-by-side with code... e.g. PR comment: "You changed the way this works, but didn't update the docs!"
We use use vuepress with a company template and push to GitHub pages
(this is beyond just code-level doc gen, but more of the big-picture and support documentation)
we also included a PR review template that reminds you to update the documentation as you go 🙂
PR templates with a checklist are awesome 🙂 and yes @jeanetienne.lavallee I mean markdown files to generate documentation sites, similar to what GitHub does with their own documentation (which has been recently open sourced by the way)
I love the documentation mindset. Great conversation........thanks very much for the knowledge share
awesome presentation guys! Really really interesting
Here's the links in case you missed them 😄. Thank you everyone for listening and the organizers for having us! * Slides: https://bit.ly/innersource-journey-does-2020 * InnerSource Commons - a community that shares InnerSource practices: https://innersourcecommons.org * InnerSource Patterns, put a name on your practices: https://github.com/InnerSourceCommons/InnerSourcePatterns * Adopting InnerSource book: https://github.com/InnerSourceCommons/innersourcecommons.org/blob/master/assets/files/AdoptingInnerSource.pdf * Getting Started with InnerSource book: https://www.oreilly.com/programming/free/getting-started-with-innersource.csp
It was a pleasure speaking - feel free to hit me up on https://www.linkedin.com/in/roderickrandolph with any further questions! 🎉 Thank you for watching!
And you can reach me on https://www.linkedin.com/in/amaltson/ or https://twitter.com/amaltson for further questions. Or just DM me on this Slack while the conference is going on. Thanks again everyone! 🎉
I'd also like to second the value of Slack and custom SlackBots... As a dev-advocate and contrib to Bingo, when we deployed the "onboarding bot" we saw a major reduction in the typical "repeated issues" when users were onboarding a new project. Often the solution seems like a large effort in-and-of-itself... A bot that collected critical variables from the user and then triggered an onboarding job was an "easy button" with a big lift for our dev-users.
also full credit to @jeanetienne.lavallee for the "Bingo" logo 😄, he did a great job giving us a mascot 🎉