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Ann Perry - IT Revolution11:05:00

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

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Manikandan Balasubramanian11:05:35

Thanks @annp, @genek for this opportunity. We are excited and looking forward to it

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Musthafa Soukathali11:05:04

Thanks @annp @genek for the opportunity. We are here to answer any questions listeners may have

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Philip Day12:05:50

2,500 agile coaches!

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Philip Day12:05:38

What was your model of agility? I think you said you tried a few, didn't like them, and made your own program?

Manikandan Balasubramanian12:05:42

Yes, 2500+ agile coaches @philipday and it is still growing

Musthafa Soukathali12:05:45

@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

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Manikandan Balasubramanian12:05:44

@philipday LivingAgile is explained in the book

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Moira Cheng12:05:34

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?

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Musthafa Soukathali12:05:02

@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).

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Moira Cheng12:05:41

Thanks @musthafa.s can you explain the neighborhood model (just so i'm sure i understand it?)

Musthafa Soukathali12:05:38

That is coming up. We can also connect offline and provide more material to you

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Moira Cheng12:05:13

Also very interested in knowing about your Value Log tool!

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Vlad Ukis12:05:54

Also, very interested in more details about this!

Philip Day12:05:47

Some strong outcomes here

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Musthafa Soukathali12:05:51

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

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Musthafa Soukathali12:05:44

@moira.cheng - Games didnt work 🙂 So we followed LivingAgile. That technique is explained in the book

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Gene Kim, ITREV, Program Chair12:05:19

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. 🙏

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Musthafa Soukathali12:05:04

@genek - You are an inspiration for many things we did in our company. We would like to continue to learn from you. Thank you.

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Gene Kim, ITREV, Program Chair12:05:44

This is so exciting to hear, and I think you’re on frontier of something very important!

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Ann Perry - IT Revolution12:05:00

And now, @stoiovici, Managing Principal / Head of Scaled Engineering Delivery at Capco, will present, How to Upskill Your Teams to Increase DevOps Maturity

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Catalin Stoiovici12:05:04

I'm here for any questions 🙂

Gene Kim, ITREV, Program Chair12:05:51

…sorry, I had to step out for a second. “Revenue went up 4x.” Holy cow, that caught my attention!!

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Gene Kim, ITREV, Program Chair12:05:52

Help they are looking for!

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Philip Day12:05:59

Fantastic talk thanks @musthafa.s @tm.manikandan.b @tabrez.muhammad! The scale of that is 🤯 !

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Moira Cheng12:05:54

Love that "Human Transformation is critical for Digital Transformation"

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Christian Knuth12:05:02

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.

Catalin Stoiovici12:05:41

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.

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Christian Knuth12:05:41

With you when talking about platforms!

Vlad Ukis12:05:41

Without a certain level of standardization there is no economy of scale, which is also required.

Moira Cheng12:05:46

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?

Catalin Stoiovici12:05:34

Wait for it 🙂

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Catalin Stoiovici12:05:09

Culture is super important ❤️

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Moira Cheng13:05:38

Thank You @stoiovici some super key things for us to think about for re-skilling. Thanks for sharing

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Musthafa Soukathali12:05:20

@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.

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Hubert Jacquin12:05:35

Regarding up-skill framework, do you consider coding and conception practices such as DDD, TDD ... ?

Catalin Stoiovici12:05:14

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

Catalin Stoiovici12:05:52

They are the "details" of the upskilling framework

Hubert Jacquin12:05:07

Thanks I also do believe that those best practicies are needed for fast flow engineering.

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Boris Martinovic12:05:36

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?

Catalin Stoiovici12:05:59

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.

Catalin Stoiovici12:05:01

IBM did research on this,skilling%20effort%20to%20stay%20relevant. > 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

Boris Martinovic12:05:05

Continuosly would be the ideal situation, I agree 100%, but sometimes it is easier said than done.

Boris Martinovic12:05:34

Thank you for the article 🙂

Catalin Stoiovici12:05:40

It's always easier said than done, @boris.martinovic 🙂

Catalin Stoiovici12:05:01

change in culture and budgets is hard

Benedict Dodd12:05:26

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?"

Boris Martinovic12:05:28

But in the end, it will always be worth it, instilling growth mindset is one of most important goals for any organization.

Benedict Dodd12:05:05

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

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Boris Martinovic12:05:24

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.

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Sascha Schärich (DevOps Evangelist at Deutsche Telekom IT)12:05:18

Cool talk, thanks. What would you say is a healthy weekly time everyone should spend on continuous learning/reskilling?

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Benedict Dodd12:05:00

Build it into the daily work?

Benedict Dodd12:05:29

Otherwise, we have 1 day a fortnight for learning / growth

Sascha Schärich (DevOps Evangelist at Deutsche Telekom IT)12:05:03

Yes, of course, but how to find a good balance? 1 day a fortnight sounds reasonable.

Benedict Dodd12:05:29

I also think it moves people towards a good place in terms of queue theory and cognitive load. i.e. 80-90% delivery utilisation

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Catalin Stoiovici12:05:30

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.

Catalin Stoiovici12:05:00

the idea is to make it a sustainable effort and it needs top-down direction

Sascha Schärich (DevOps Evangelist at Deutsche Telekom IT)12:05:38

I agree, thanks for confirming my feeling on that! 🙂

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Benedict Dodd14:05:31

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?

Gene Kim, ITREV, Program Chair12:05:30

Thank you @stoiovici!

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Eliza Kruszelnicka12:05:58

hi, love your presentation. would love to have a chat. will reach out via linked in.

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Christian Knuth12:05:01

Nice Presentation! Liked it! Gave me lot of thinking and new ideas!

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Quinn Daley12:05:09

Thank you @stoiovici - good to see some evidence that upskilling works with the right investment

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Boris Martinovic12:05:42

Thank you for your talk!

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Benedict Dodd12:05:00

Thank you @stoiovici

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Alexander Tverdokhleb12:05:51

@stoiovici Thanks for a really motivating presentation

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Reminder: The breakout sessions are starting again in 5 minutes. Get in front of your browser and start navigating your way to whichever session you’re attending.

Ann Perry - IT Revolution13:05:09

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

Gene Kim, ITREV, Program Chair13:05:30

Hello, Admiral John Richardson @jmr and Captain @emily356 !!!

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Briny Deep13:05:49

Hi Gene!

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Gene Kim, ITREV, Program Chair13:05:58

Apparently, not recording something is a core competency of mine...

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Gene Kim, ITREV, Program Chair13:05:58

Moving to #richardson-bassett-workshop !!!

Mike Guiney13:05:40

Hello, where do we find the worksheet for this session?

Gene Kim, ITREV, Program Chair14:05:32

Head to #richardson-bassett-workshop ...

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Glenn Wilson, Author of DevSecOps14:05:38

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.

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Eliza Kruszelnicka14:05:12

that's a great point. really like that

Alex Broderick-Forster, IT Revolution, Event Staff14:05:39

@eliza.kruszelnicka429 this is a special session with a discussion in #richardson-bassett-workshop if you’d like to post there 🙂

Eliza Kruszelnicka14:05:30

how you want them to feel when you woke out

Ferrix Hovi - Head of DevOps - Siili14:05:29

The Navy explaining leadership through Mickey Mouse and a wand. Not your average conference speech. Good stuff 😄

bala gopal14:05:15

@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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