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2021-10-06
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Reminder: Day 2 is starting now – opening remarks and then plenary talks! Join the conversation in #ask-the-speaker-plenary.
⭐ And now, let's welcome @stephan.stapel here today to present, Measuring for DevOps Success ⭐
Agile Principle 8: promote sustainable development. ...able to maintain a constant pace indefinitely 👍
"Make transparent, share in the pain together" - create shared understanding in the system of work
“Find a pace you can work with and don’t go faster” - absolutely agree with this. I see so many teams complain that security slows them down. So I assert that we should work on making security more efficient, not bypass it
For most of the time I agree. But sometimes it's really hard to understand the(ir) requirements :)
If the "two month rolling median" should be hard to understand: the median for 01/21 is the median of all features we finished in 12/20 + 01/21 etc.
@stephan.stapel - have you worked out the standard deviation to understand your statistical control boundaries before and after the start of the migration?
@jonathansmart1 his comment there about a horse reminds me of your quote in SSH about putting a 1950s tractor engine in a racecar (I believe when talking about doing a cloud migration just for the sake of doing a cloud migration)
Cloud migration: like putting an F1 engine in the 1950s tractor of an organisation and throttling it back to 5 mph
Equipping the horse with wheels and an engine and then going at horse pace 🙂
Also reminds me of another quote (although I cannot remember where I heard / read it), if you’d asked someone in 1900 how we could travel faster, they’d answer “faster horses”
I had the quote backwards - tractor engine into a racecar vs. a racecar engine into a 1950s tractor - In the book Jon didnt mention the brand of tractor - it may have been a ford....
"with more mature solutions, teams concentrate on value: frequency drops". This is gold. It's not all about velocity! Making the wrong thing faster makes you wronger.
In order to measure the improvement of the system - you need the Key Result of improve outcome from X to Y... OKNOTOKOKR
And also stories are a form of data! “Here’s our state now, told as a story and a reflection of current tooling. Here’s what we’re going for…”
@stephan.stapel - you mention the conversations about happiness matter. This slide mentions how your analyses allow you to connect with the teams. Are you saying metrics over conversation or conversation before metrics? I have a really exceptional engineering leader struggling with 50ish teams, and I’m nervous about only connecting him with teams through metrics, especially since our agile coaches intimately know the problems these 50ish teams face. Advice?
That is a good question. I'm responsible for/ serving 12 teams and cannot be everywhere and be in close contact to everybody at the same time. The metrics help my management time and me to understand the trends and then to find the times that really need support and dedication. For those teams that are doing well, the metrics help me to acknowledge that they are doing well.
Statistical analysis is such an underrated discipline. There’s so much we can learn about our organisations from the data that sits in our systems.
I can only agree. Speaking only about myself, I find statistics to be really hard. Average, median and standard deviation is fine but there is so much more that's possible. I'm so glad we have good data engineers and data scientists in our company that can help out!
✨ More from Discover with @prajakta.yerpude95 and @shivanianand, here to present Cloud Data Journey: Story Of Adopting Cloud Technology and Modernization of Data Pipeline ✨
We're starting to hear the term "DataOps" a lot more these days, especially in the analytics space. We could use a regular user group...do any exist?
how do you determine which data should remain on-prem and which data are good candidates to move to the cloud?
Hey Sujay, it depends on the business use cases and their requirements wrt technologies.
i think you mentioned PII/sensitive data remaining on-prem but im wondering if even that may get moved to the cloud in the future
We are starting to move data to Cloud/ADLS and wanted to understand the reasons why some data was left On Prem
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Excited for @jmrichardson1’s workshop after yesterday's inspiring plenary session!
1https://devopsenterprise.slack.com/archives/C02G27WSQ3Z/p1633544531018700
G’day folks! Warming up the #ask-the-speaker-track-2 slack channel for my session “Avoiding Goodhart’s law - Use SLO’s as Tools not Cudgels”. Loooooove questions so ask them here!
📣 And now we welcome @marco.coulter who will present, Avoiding Goodhart’s law - Use SLO’s as Tools not Cudgels 📣
I love the talk about Goodhearts Law! Definitely cheating and gaming the system!
When researching it, I found another similar Law (or Effect) that was really helpful @marco.coulter! I'll wait to type it just in case it spoils something you are about to mention! 🙂
We've had many internal discussions with references to Goodharts law, but usually it ends with a conclusion that goes something like "how do we prevent execs from misusing this measure as a target?" - I feel like that's an unsophisticated treatment of the problem.
mostly talking about metrics related to agile outcomes, rather than feature SLOs
I look for ways of adding an alternate measure (e.g. that will maintain quality) as a balancing measure.
I'd love to see a talk about creating effective orthogonal metrics for this purpose
tension metrics. love them. The DORA metrics are that. On a service desk, balancing NPS vs call handle time.
Look for a session from me on ‘effective orthogonal tension metrics’ at the next DOES! 😉
One thing I've found is that when I set an SLA (what to do when budget runs out), everyone agrees until the budget is exceeded, then business pressures show up. For example, product is not willing to pause on feature dev to address breaking an error budget. Any tips?
@dvancouvering Immediate reaction is to change the SLA outcome to being budget contribution by business! (easier said than done
"budget contribution by business"? not sure what this means?
basically that when the error budget is burned up, and they are pushing for more change, the SLA agrees they have to show up with more money to fund things. Or am I misunderstanding the challenge?
wait, the budget running out is the error budget - doh! Just caught on.
Hey, my daughter needed a ride (kids) so I had to step out... Yes I meant the error budget.
The challenge is you say "ok, we have exceeded our budget so we need to take <action>" and they say "yea, no"
Usually it's like "yea, I see that's really important, but we committed to get Feature X done and you're asking us to take two resources out to fix this problem, but it's just not as high a priority"
It's the same problem I see as setting a WIP limit, which is like another budget if you think of it. When you actually try to enforce the limit, unless you have solid commitment and support from leadership, it gets overridden
Toughest conversation to have - it is why I learned to ensure the ‘signoff’ on the SLA (even if just an email). Dependent on personality you can try the ‘We agreed to this. We set this budget because going beyond it could put our entire business/organization at risk. Are you saying this feature is so critical that you will be responsible for risking our entire business/organization to get it in before the error budget is reset?’
Haha that's quite a threat, but yea I see what you mean
you are right about the commitment needed - this is where the negotiation skills come in!
Yea, which is why having SLOs related to actual business needs is so important
(the other thing is the set the expectation as the error budget depletes - do not let it be a surprise)
Rats, I was going to connect with you on LinkedIn but I guess I am not allowed. Not sure how that works
@dvancouvering - not sure why LI blocked you, just tried to connect to you - let’s see if that works.
Love it! SLAs have been around for so long and pretty ineffective by themselves. The way you describe SLIs and SLOs allow you to have these conversations much earlier in the process than the concrete SLAs.
Love that! It doesn’t need to be “as fast as possible”, just “as fast as necessary”.
@michael_winslow yes! Basically, how soon can you start talking about SLI’s…
I found bringing a leader from another part of the org as a facilitator made me some great supporters!
So simple, yet I've never thought of that! Bring in someone from another part of the company! What a way to remove some bias and be inclusive.
So glad I did this session. I am getting so much from the feedback!!
negotiation skills is good for life and devops - love it!
Ah missed your twitter, could you add it here again, @marco.coulter?
•https://en.wikipedia.org/wiki/Goodhart%27s_law - Goodhart’s Law •https://bit.ly/slowisnewoutage - Slowdown in the New Outage •https://landing.google.com/sre/sre-book/chapters/monitoring-distributed-systems/ - Golden Signals •http://www.tech-whisperer.com My website •https://www.linkedin.com/in/marcocoulter My LinkedIn •https://twitter.com/marcocoulter My twitter
Thanks to all for the active conversation and feeback!!!
I had to step out, but thank you @marco.coulter for the very interesting talk and discussion
Reminder: The plenary sessions are starting again in 5 minutes. Start making your way back to your browser and join us in #ask-the-speaker-plenary to interact live with the speakers and other attendees. https://devopsenterprise.slack.com/files/UATE4LJ94/F01D34MC2KS/image.png
