Any suggestions on finding that balance?

@andy.hinton many thoughts… a lot of times, i think teams feel like it’s hard to use the “corporate standard”. so making “the right way the easy way” is helpful. another is taking a “platform teams” approach as described in the book Team Topologies is useful. Finally, take a look at this talk from Target about how to crowdsource decisions to create goodness and buy-in — particularly dan cundiff’s part: https://videolibrary.doesvirtual.com/?video=524020857

Of course the legacy cabinet solutions are tough, we were concentrating on virtualized solutions

Sometimes fixing other problems makes me feel like I'm not working on the actual constraint, when I'm going to just get stuck waiting on that hardware to get better.

Luckily the old switch hw is fading away with 2G switch offs and the soon starting 3G switch offs

Probably will take it up with ETSI, and as always it will take years and heavy disagreements between various vendors

😩

I know the feeling 😁 Other option is very heavy advocate work through CSPs

Thanks for the presentation! What kind of software did you develop? Software in the trucks, in the factories and/or for PLM/CAD etc in truck devopment?

Hello Johan! We developed the whole stack. All the way to the embedded software in the truck. The CI practices was also true for the embeded software but the majority of those 30+ delployments were coming from the backend and frontend services.

Hello Anders! Thanks for sharing the information, very interesting!

The key movement was to reduce the size of QA and distribute the testers to the teams. Also “rebrand” the QA-team to “Delivery Engineering” where I was present during 2014-2018.

Technical - Yes. But the reality was that when there was an echosystem with languages, frameworks and tools that many teams already used, others tend to use the same. Version Control was standadized. Architecture - No, not fully. Common things like integration patterns, authentication, UX was “decided” on high level.

Thank you Chris 🙏

From our definition of deployment (“move binaries to prod servers”) - Yes. There can be many reasons why business want to hold a release.

Tack Rikard 🙏!

Hello Christian! Thank you so much 🙏. I assure the effort you make to share your story is worth the effort. 💪

I am afraid that the next story i can share will be one of “Yeah, we are stuck in the middle because of … ” or something like that 🙈

But it may help someone in the end 🙂

I think that “stuck in the middle” would be awesome to share. And honestly, everyone (including us) almost always feels that they are stucked in the middle. Improvement work does never end.

You are right. I will take that thought and work on that a bit. Maybe DOES in autumn or ADDO or something will be my stage 😮

:thumbsup: - I’m eager to hear that and will likely continue to have high interest in DOES content the coming years.

Since “pending code in git” always was very close to a few check-ins. The code in git was the code in production.

Eventually this slide (that I had no time to show) cloud give some inspiration.

Great - thank you.

A great answer @anders.lundsgard thank you. There's more to life than feature branching, if you want to deliver at pace 👏

John Lewis & Partners, HMRC, and other clients I've worked with all have a similar approach here

at first I could smell the marker

😄

absolutely - it takes more work to get the people talking

In some cases, we had to really work for it. That's where the video played a huge role. We also would alternate our facilitator if needed to drive that engagement.

As long as the group wants to change it’s possible to get the interaction. It is really hard if they don’t want to change

Oh, yes. Why am I sitting in this workshop? Good question.

Also, don't be afraid to call people out on the webex. Like when we were in a room, that direct dialog sometimes can spur the others

I am very good at calling people out, so it did help

We had to do more recaps and updates to start the sessions between each one. We also kept the board so we could go back to it for the recap

Sell sponsor of the effort on the need for continuity. If a key person wasn't attending the second session, inquire on their availability or if they will be joining us.

Ah, so you just dealt with the fact that attendence differed from session to session. That requires keeping good overview. Well done 👍

And as Rosalind said, having that previous board proved huge!

One thing we tried as well, was providing value in each session so people would want to return as well

Yes, I can understand that, when it's about a key person. They need to be aware that it's important for that person to be there.

Yes, and people might "infect" eachother with positive stories I assume. Thanks a lot!

It's amazing when you inquire ... they too have their slack and will reach out.

yes, we did get people coming because they missed something good the time before 🙂

Sounds good, it's constant learning for all of us...

We have had sessions where we didn't go as fast as we planned but if we get the client exploring and understanding their own, I consider it a success

evening for most of the audience 🙂

So true!

Hard to be "customer centric/focused", if we're not able to deal with your internal customers, where you can get more feedback and communication is easier?

internal customers can sometimes even be harder because there is bias

but these are my favorite questions for internal service providers: • What is your product? • Who is your customer? • How do you know you're doing it right? There are other questions we ask, but those are our top 3 favs

Good checklist, which is not a given sometime...

And regarding customer experience, I like the "eat your own dog food" as well. If we're not comfortable with using for ourselves the service we provide, why should we inflict this to other teams and make them miserables

I've also see dogfooding with "admin rights" or some custom experience for us but not for them

100% allocation is always a recipe for getting none of it done IMHO 🙂

extra capacity can make for happier employees is my experience as well

Just by reducing capacity we're finding increased flow as well

I guess I'll channel my inner Eliyahu in this, but thats the theory of constraints and small batches at play

makes sense! I was referring to teams way over capacity

Distributed across the states mostly close to our office locations

Thats awesome numbers then

Thank you! It has been really cool to help to build this development team.

agreed

this comment will age well

Talks about it here. Very timely and relevant in increased remote world https://www.youtube.com/watch?v=k3bDMtKDmr0

@dominica is a big inspiration 🙂

@chris552 There's little she can't teach us about better working and living!

he's inspiring in more way than one

same here

Help an employee find purpose in the work they will consider meaningful, helping them continue to stretch their skills and they are willing to invest too

Yes, reduce cognitive load so they can focus on what matters... I was speaking more generally, that attracting talents is sometime used as a buzzword, but without much substance behind in searching to effectively attract, develop, keep... talents. Glad to see the alliance of HR and tech in this talk!

I agree! Attracting and developing talent requires strong program support and culture. Stepping up the training and giving creative license AND time to build skills and then the place to use it seems to be making a difference for us. I’m excited to see what’s next and have been really proud of what our team has built together. It’s frankly been one of the best partnerships with tech and I feel lucky to play a part in it.

It is really important in an organization that is changing to make sure you keep a pulse on what the developers want. It is certainly not an easy task but an important one

I like that quote "pulse on what the developers want". Will pass that on to our people ops teams. Great stuff again!

Thank you it was great to be here!