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2020-06-24
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Yeah, it's like Nationwide earlier: incentivise rather than instruct (from memory!)
"Celebrate Success" I think this goes beyond security and into all aspects of our work.
5"Celebrate Success" I think this goes beyond security and into all aspects of our work.
5Absolutely, security is just notoriously bad at it. Security is naturally invisible - best case scenario is that nothing happens. So you have to explicitly make an effort to make noise (celebrate) when good things happen.
@guy do you think the existence of an infosec team hinders the mindset change needed by devs?
@guy do you think the existence of an infosec team hinders the mindset change needed by devs?
No, I don’t think so. I think you need experts to consult, and that infosec teams can do wonders to make it easy for developers to write more secure code. Furthermore, I think it’s important in an organisation that some people have an official, full time job related to security, to ensure it doesn’t get overlooked. Those teams just need to be empowering teams, not dictators.
thanks @guy, good insights! it is indeed a big pivot. We love to talk about evolutions and revolutions. evolution: cloud and container truly being a new area revolution: all practices and tools and mindset that need to change over time!
Thanks @guy great talk - security will be the new bottleneck. Love Snyk.
if your following track-4 right now, and you want to get a copy of the periodic table: https://digital.ai/periodic-table-of-devops-tools
thanks @guy got the team taking and thinking of how we can implement better security in our DevOps space.
thanks @guy got the team taking and thinking of how we can implement better security in our DevOps space.
Awesome. You can find some concrete practices we wrote at the DevSecOps Hub https://snyk.io/devsecops too. To be clear, the practices there aren’t Snyk solution related (though clearly Snyk is a great tool to embrace in such a motion)
@guy doesn't look like your slide deck is available on dropbox? any chance?
@guy doesn't look like your slide deck is available on dropbox? any chance?
Wasn’t intentional - maybe I forgot to send it to the DOES team. Will ping them now
I've got a talk in 2 weeks on sec/dev collaboration and I wanted to reference you if I can.
Feel free. Note the podcast with full transcripts can be found on https://www.mydevsecops.io/the-secure-developer-podcast
@mollyc still can't see Guy's slides in Dropbox? Pretty please?
@nick.jenkins Thanks for the heads up. I circled back with the team and will get you an update ASAP.
Good morning @nick.jenkins -- the breakout slides for Day 3 were posted just now: http://itrevolution.com/does20-db http://itrevolution.com/does20-git
Thanks. I see Guy's in yesterday's now too.
Amazing, insightful talks and a lot of your views align with what we recently found out in our DevSecOps survey. A big number of developers feel solely responsible for owning the security element. https://bit.ly/2YsLjLc
Finishing the first section question to <!here> : What are the tools you are using to plan and manage transformation? What are the instrument you use to align?
Finishing the first section question to <!here> : What are the tools you are using to plan and manage transformation? What are the instrument you use to align?
• Forcing functions (strong statements) • Value Stream Mappings • Wardley Maps • ... A collection really
Wardley Maps, discovered them only half a year ago, never used them, can you give a few concrete results/benefits it gave? His talks are great, and I’, curious to real life outputs
Slack is a great way to bring all your people and tools together to align, plan and transform your processes. I'd be interested in what people think?
that is an interesting thought @harriet to stay continuously up to date of what is happening in the space, and have accurate alerts/info coming in. How would you use Slack for planning?
Absolutely @andreas.prins. Also ad hoc brainstorming or periodically sharing what people are working on to prioritise resources etc I'd be curious to hear any more!
@andreas.prins your presentation is great! the tools you shared are very useful!
Thnks @bogdan.babalau-maghia this is the link to the Explorer maps: http://ryxz.nl
thank you! Are you applying any of these techniques?
Not quite, but we are at the precipice where we need to start rolling out beyond our own bubble and I think a lot of what you said will help us in being successful to start scaling.
anyone who have question about some of the automation tools under the hood to make this transformation journey happen, please join #xpo-digitalai to see when the demos will happen, or just to ask any question!
Hi everyone! I will be here to answer any questions during our session today which is starting soon. Thanks for watching!
@cdeardo how have the five flow metrics stood up over time as valuable vital signs? have you uncovered others that may be less impactful but are still relevant?
Awesome graphs!, how are you tying the buisness value and cost in the upper left corner? Is it related to the other graphs? is all this data manually entered or is there a way to collect this all automatically?
I think one thing we have seen (and will be discussing) is how the combination of some of these can uncover some of the time thieves that @dominica talks about. For example, Flow Load, Flow Velocity and Flow Time. Also the happiness of the team is a key measure because happy teams are productive and vice versa. Also it's a measure of psychological safety and the ability to experiment to improve flow.
Yes @jesse.cafarelli we do tie the business value because otherwise flow would be another proxy metric. Improving flow needs to drive generation (and protection) of business value. I mentioned happiness above but value, cost and quality are key here. For now, each team can enter these to track them. Also events (e.g. a process improvement, an experiment) can be noted on the graphs to show the impact of the change.
Another key is that there are external product teams and internal product teams and sometimes it's not as obvious how to measure value for internal teams. We have had many interesting discussions with folks about this.
Recommendations on how to deal with situations with conflicting priorities? - not always as easy a just saying no to limit WIP, and then we context switch?
Yes @andrew.salt that's a common situation as you know. I think one think we coach is to use the metrics to drive the right conversations. As @dominica teaches, saying yes to one thing is saying no to something else. By using the flow metrics and showing some of these details, we hope to have stakeholders understand the impacts of their decisions. We have a phrase of "Stop starting and start finishing". So we try to at least have product owners see the impact of unplanned work and conflicting priorities. Many times risk and debt get neglected which can create challenges down the road.
@johan.tegler the light colors represent wait times while the darker component is active times. So it shows how much of the total flow time is spent waiting which can mean that there's a roadblock lurking which is causing work to 'Pile up" like on a freeway before a bottleneck (i.e. construction).
@cdeardo "how do you deal with this" <-- curious about the specific roles - recalling @nicole.bryan's presentation at DOES London last year about Product Value Stream Lead
Great question @pnuwayser - we have written about a new role for a "Value Stream Architect" https://thenewstack.io/the-age-of-software-needs-value-stream-architects/
2Great question @pnuwayser - we have written about a new role for a "Value Stream Architect" https://thenewstack.io/the-age-of-software-needs-value-stream-architects/
2Many times this role is played by a tech lead, manager, scrum master or combination. There are also 2 levels to this. There is the team itself (e.g. a product team(s)) which is focused on improving their flow) but also a set of folks who can do Systems thinking which harvest results of teams to optimize the entire system (i.e. the First Way).
We also have (still) found that having a PVS Lead who sets the flow distribution to be incredibly valuable (because this person sees the broader picture of both the business, technology and product vision to understand the best distribution between flow item types)