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⚡ And now @tabrez.muhammad, @musthafa.s, @tm.manikandan.b are here from Tata Consultancy Services, here to present TCS Enterprise Agile - Largest Transformation to Business Agility ⚡
Thanks @annp, @genek for this opportunity. We are excited and looking forward to it
Thanks @annp @genek for the opportunity. We are here to answer any questions listeners may have
What was your model of agility? I think you said you tried a few, didn't like them, and made your own program?
@philipday - we were talking about models for cultural mindset change. We tried usual certifications, training, games, etc. While people understood the concepts through these, their behavior didnt change in the real workplace. That's where we went for LivingAgile, a real time project that elicit core legacy behaviors, diagnose them, and help them see it for themselves
@philipday LivingAgile is explained in the book https://www.amazon.com/gp/product/B083C4JYJJ
Did you have an Agile Centre of Excellence or something similar coordinating all the content / training and mobilising the Agile Coaches? Would be very interested in the Games - was this self-built or brought in from external providers?
@moira.cheng - We did start with Agile CoE but it was percieved as a bureaucratic process police in ivy tower. So, we moved to a neighborhood model (with core transformation and network).
Thanks @musthafa.s can you explain the neighborhood model (just so i'm sure i understand it?)
That is coming up. We can also connect offline and provide more material to you
We built OneClickAgile that had the CEO elaborating the vision at the top (visualizing a day in future) all the way down to all assets of Agile/ DevOps within TCS
@moira.cheng - Games didnt work 🙂 So we followed LivingAgile. That technique is explained in the book https://www.amazon.com/gp/product/B083C4JYJJ
I’m so glad you’re presenting, @musthafa.s — @ben.grinnell and I talked quite a bit about your submission and presentation! Ben is giving a talk on DevOps client/outsourcers tomorrow, which highlights some areas we want to explore further in years to come. 🙏
@genek - You are an inspiration for many things we did in our company. We would like to continue to learn from you. Thank you.
This is so exciting to hear, and I think you’re on frontier of something very important!
✨ And now, @stoiovici, Managing Principal / Head of Scaled Engineering Delivery at Capco, will present, How to Upskill Your Teams to Increase DevOps Maturity ✨
…sorry, I had to step out for a second. “Revenue went up 4x.” Holy cow, that caught my attention!!
Fantastic talk thanks @musthafa.s @tm.manikandan.b @tabrez.muhammad! The scale of that is 🤯 !
love the bb king quote
Is "Standardisation" really a DevOps Driver? Think the DevOps Teams shall pick what suits them best (of course not unlimited). But DeVOps in my opinion is not for performing a standardization.
The point here is about business and technology standardisation in a big corporate environment, where some level of control and governance is required. For example - one team is using AppDynamics, one stream is using Grafana.
Without a certain level of standardization there is no economy of scale, which is also required.
In your upskilling plan, notice that it's largely technical competencies. Nothing really on Culture - or is that covered under Organization Transformation of DevOps Operating Models?
Thank You @stoiovici some super key things for us to think about for re-skilling. Thanks for sharing
@christianhans.knuth - that's we thought as well originally (no standardization). But things went out of visibility and mobility of people of knowledge became a problem during scaling. Then we realized, we should avoid mindless standardization but should promote patterns.
Regarding up-skill framework, do you consider coding and conception practices such as DDD, TDD ... ?
Yes, we do. We focus on modern best practices across the stack - ways of working, Engineering, DevOps etc. I'm a big fan of pair programming, TDD, BDD
Thanks I also do believe that those best practicies are needed for fast flow engineering.
You mentioned a recent drop from 10-15 to 5 year lifecycle of skills before in the talk. How often do you think that upskilling should be implemented? Every 4-5 years or even more often?
Agree with continuously getting feedback. I need to find the resource for this, but the half-life of technology skills is on average 3 years.
IBM did research on this https://www.ibm.com/blogs/ibm-training/skills-transformation-2021-workplace/#:~:text=Research%20suggests%20that%20skills%20generally,skilling%20effort%20to%20stay%20relevant. > https://www.ibm.com/downloads/cas/EPYMNBJA suggests that skills generally have a “half-life” of about five years, with more technical skills at just two and a half years. The short shelf-life of technical skills requires a continuous re-skilling effort to stay relevant
Continuosly would be the ideal situation, I agree 100%, but sometimes it is easier said than done.
Agree is easier said that done, but one can start super small and build from there. In my experience in technology "Are you learning?" is the same as "Are you happy at work?" or "Are you likely to stay working in this organisation?"
But in the end, it will always be worth it, instilling growth mindset is one of most important goals for any organization.
It's more than one of the goals it's THE goal? Being a learning organisation (learning about customers / learning new ways to delight them / having people that value personal learning etc) is THE end state
And from my personal experience, starting from yourself and spreading awareness to coleagues is best way to do it if you aren't in a managerial position and then try to form a framework inside organization. Leading by example is always the best way to start the change.
Cool talk, thanks. What would you say is a healthy weekly time everyone should spend on continuous learning/reskilling?
Yes, of course, but how to find a good balance? 1 day a fortnight sounds reasonable.
I also think it moves people towards a good place in terms of queue theory and cognitive load. i.e. 80-90% delivery utilisation
I think the trick here is to make it part of daily work. 10% seems reasonable but it depends on your business context - if you are fighting to release the next product because otherwise the competitors will and you will be out of business, maybe you want to reduce that.
the idea is to make it a sustainable effort and it needs top-down direction
I agree, thanks for confirming my feeling on that! 🙂
That sounds right, but there is an argument that trying to keep people 100% utilised is like trying to keep a freeway 100% utilised with cars bumper to bumper at all times. At what point do you need to go slower to go faster?
hi, love your presentation. would love to have a chat. will reach out via linked in.
Thank you @stoiovici - good to see some evidence that upskilling works with the right investment
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⚓ It's an honor to introduce @jmrichardson1 and @emily356 who are presenting a special workshop – Leader Development Workshop: Connections, Character, Competence. Moving over to the #richardson-bassett-workshop channel for questions and discussion ⚓
Hello, Admiral John Richardson @jmr and Captain @emily356 !!!
Apparently, not recording something is a core competency of mine...
Slack for this session: https://devopsenterprise.slack.com/archives/C02G27WSQ3Z
It’s an interesting choice to use a feather as a symbol of connectivity. In the UK, the white feather in relation to armed services represents cowardice. Yet in the USA, I believe it represents extraordinary bravery. https://en.wikipedia.org/wiki/White_feather
@eliza.kruszelnicka429 this is a special session with a discussion in #richardson-bassett-workshop if you’d like to post there 🙂
The Navy explaining leadership through Mickey Mouse and a wand. Not your average conference speech. Good stuff 😄
@emily356: Loved reading "Never Split the Difference". one thing that conflicts my view was his overall assertion (and the title of the book) that win-win is not a good outcome doesn’t agree with my personal opinion. :-)...
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