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Hi folks! I'll be speaking in Chelsea tomorrow about Not dead just resting! How to win at maintenance mode. Looking forward to all the conversations during and after the session, in person or here in Slack 👋
Super jealous I'm not there right now 😢 . My wife is in Israel for some work and fatherly duties took precedence. I hope everyone has a fantastic time, makes lots of connections, and makes the most of the best DOES programming yet. Cant wait for the videos to come out!
Same here. The FOMO is palpable and I’m jealous of the excitement all the in-person attendees will be participating in. 🔥 💥 :unicorn_face:
Welcome to the excitement and adventure that is the DevOps enterprise summit!!
getting together with talented people to get 🚀 done! #prod-or-it-didnt-happen
Agree… Check out our talk later today: https://doeslasvegas2023.sched.com/event/1PxP2/from-insights-to-progress-utilizing-compliance-as-code-to-optimize-deployment-practices
Excited to see @genek delivering the opening and @jeff.gallimore greeting and orienting us to the DOES scenius
Go rock it Gene. Thanks for all the ❤️ ✨ you have given this commumity . Hats off!
3rd time attending, first-time speaker, Looking forward to sharing our DevOps experiences.
Was based on networking conversation that I had last year and was just sharing what we were doing and a lot of people liked it. So thought this year why not send in a presentation proposal and apperently the committee thought it was boring enough to bring in :)
The useful info link with everything Jeff just mentioned—wifi, slack, schedule, etc. https://itrevolution.com/lv23-info
Already learning a lot. Cannot agree more that you learn the most from experiences!!!
Very happy to be here for the first time!!!:male-technologist::skin-tone-2:
First time attendee and speaker and on top of that first time in Las Vegas. Excited to be here!
You can get a free copy of The Checkbox Project paper that Gene just mentioned here: https://itrevolution.com/product/the-devops-enterprise-journal-fall-2023/
Great intro to the summit from Gene and Jeff 👏 - inspired to be a part of the scenius
A warm welcome to Amy Willard, IT Director, Global IT Strategy & Transformation, John Deere and Matt Ring, Sr. Product & Engineering Coach, John Deere
1“Is what we are doing delivering the most value?” Might be the most important question for all of us
And how do we gather information about that and validate our conclusions?
LOVE the value conversation! Outcomes and impacts are what we care about, not just output. #business-value
"even our traditionally shared services organization". 😆
Output (generates when used by customers) Outcomes (generates) Impact - Oh yes baby!
"No regret skills" — foundational skills that are valuable regardless of which area of business they work in. Nice.
There are @nickeggleston - we can’t share them fully but could talk thru it with you if interested
“We are using concepts and ideas from Investments Unlimited and putting those into practice!” 👏
I was going to list the author names, but that would have put us way over time @jason.cox. 😉
Short answer - happy to talk more @char. Moving products to new product families that they now better align too, splitting products, merging products, retiring products, adding products and the like are examples.
@willardamyl & @mring what aspects of the existing Deere corporate culture was a “tailwind” making it easy for you to lean into ValueMax as the North Star and what parts of the culture did you have to redirect? Asking because I suspect many people find themselves wanting to focus on value but being in a culture that focuses on output rather than outcomes - stick in achieving “false certainty” rather than placing value creating bets and reacting to the performance of those bets
Love the question @paul.gaffney - we have work to do still. But, we do have cultural tailwinds around measuring outcomes/impact and driving efficiencies - partially born of us being a cyclical business. But what I think has been most beneficial in the conversation is the visual we showed about the journey from output to outcome to impact and asking people to reflect on where they are and where they want to be - and supporting the growth with coaching. Also the focus on shifting investments to higher value has really been a catalyst that has motivated people to be able to talk about value their investments provide (or are betting it will provide)
I love the "becoming transformative" theme as opposed to "transformation" as a goal.
Your people have to be considered first class citizens in your transformational DNA. How collaborate collaborate, learn and achieve continuous delivery all starts with your people - all of them!
“Incentivize over inflict” would like to hear more about this in regard to disruption!
@andresb we took this concept from @jonathansmart1. He talks a bit about this in his book and Twitter.
The short answer - don't inflict your change onto people. Invite or incentivize them to be part of the change (even if they don't really have a choice), allowing them to give feedback and inform the path forward. People don't resist change. They resist being changed.
"aligning upskilling to desired outcomes" - who/how were you determining the upskilling value? A lot of times I find that you need to learn a large number of items to determine the correct path forward
100% @ross.everett - for us, it’s not a one time and done list. It moves as tech moves and it has a lens of what helps people be great today in current roles, and also what they should get exposure to so they can better prepare to use tech in ways they haven’t even thought of yet
🎉 Let's welcome Shaun Norris, Director - Cloud Platform Services - Databases, JPMorgan Chase & Co.
@mring I’d love to connect and hear more about the specifics of how you execute on the Digital Mastery leap. Details about your CoPs and low-friction training formats.
possibly controversial view: there is no way any enterprise can make effective use of that many developers
@shaunnorris Love to hear more about your digital nomad journey and why you were eventually attracted to return back to jpmc
:thinking_face: 15 production deploys a week. If a regulated and risk adverse industry like financial services can do it. What’s stopping you from reducing the time between please and thank you?
Working in the regulated finance industry it can, and should be done. We have around 50-80 deploys to prodiction per day on our Microservice platform and it is spreading to other areas.
Listen more of our journey, https://doeslasvegas2023.sched.com/event/1PxP2/from-insights-to-progress-utilizing-compliance-as-code-to-optimize-deployment-practices
A culture where the status quo is good enough for most. 😞
But you can change Culture (good enough, automated testing, process office, etc)… it is hard, but can be done!
Cultural change is possible if you can convince the execs to change, that's the hard part :D
I suppose alternatively you could go skunkworks if you're okay with the possible backlash
@ross.everett Will there ever be enough automated testing? I’ve seen QA teams pushing for investment for decades, always struggling to get the surge in investment they want. Taking a page from Charity Majors, https://www.honeycomb.io/blog/testing-in-production, optimize for responding to change?
You're not wrong @colin864, and thanks for the link, I'll give that a read! Maybe I'll be able to formulate better arguments to the worried folks after reading it
Agreed and different people use the same words to mean different things at different times
Heritage got us to where we are today… both the good outcomes and the bad.
It’s interesting that “legacy” as a noun is a positive, but as an adjective and in the context of technology, not positive.
I'm on the fence on this one. Heritage sounds like we're going out of our way to support something even more fragile or unique.
That's why I love studying the impact of language on our tech industry.. we use language in very loose sense but it also helps most folks to relate to concepts (sometimes even wrong) 😀
We're not really doing Continuous Delivery or IaC , w/o also delivering the/to the DB!
Using modern database platforms reduced production outages by 82%
This is what makes it so special.. real talk... no fluff, just stuff 👍hard thing about hard thing.. separating content feom container.. separation of concerns at scale
Automating and abstracting controls away from our product teams promotes our ability to continuously deliver more value 🦾
The best way to waste time is to create multiple teams, that need multiple tickets, to get any single thing done.
I've even seen automation behind a ticket create more tickets to assign to more teams!
“apply configuration management principles to deal complexity including Database” mark the ropes!
Decision filters are the easiest automation for governance
Have you had to migrate cloud providers? What drove the switch and did it result in the benefits you expected?
Cross-cloud vs multi-cloud... @jason.cox I recall you did a study related to that... can you share any learnings?
How does the cloud specifically help you manage database (i.e. stateful) instance lifecycle more so than on-site?
How much of the $15B does JPMC invest in open source and how?
Building and automating compliance into product development and the path to production…that’s so crazy, it just might work! 🤯
🎉 Up next, Uma Vandegrift, Vice President, Engineering Shared Services, and Jason Cowdy, Principal Engineer, Engineering Shared Services, from Northwestern Mutual
I like kicking off with the yearly “check in” and progress reports from previous speakers. Demonstrates how we should all be seeking to continuously improve and how we’re never “done” transforming our ways of working.
"We were able to recruit some of the most talented engineers across Northwestern Mutual" — I imagine that this is somewhat awkward when some of the best engineers keep jumping ship to the dev platform groups. 😆
A chance to make life better for others whom you have deep empathy is rewarding.
Making developers productive day 1 is so important. Post onboarding, shovel ready projects needs to be ready when you are interviewing.
Tech standards/principles are one of the most over looked areas in early transformations but so impactful to success
I’m from Kansas. We call golden paths yellow brick roads.
"You're going to ruin everything." "You're going to kill creativity" 😂
Would love to hear more success and war stories on Golden paths from all of you!
Come and listen on our journey: https://doeslasvegas2023.sched.com/event/1PxP2/from-insights-to-progress-utilizing-compliance-as-code-to-optimize-deployment-practices
"We need to partner with our engineers or our golden paths would be DOA :face_with_peeking_eye: "
168 hours to get something running in non-production environment. And 10 turns to actually get something running.
I sense a tinge of sarcasm from you, @paul.gaffney :rolling_on_the_floor_laughing:
Yes AND it is undeniable that there was a causal loop between that “need” for developer creativity and the cumbersome “pipelines” the fine NM folks had to clean up
Visualizing the problem with all the necessary 🧠’s on your path to prod makes it easier to shine the 💡 on knowns and novels in order to test and validate outcomes
Value Stream Mapping - to follow any map route, it’s more important to know where you start than where you want to end up
Learning from others, adapting it to their context. A real super power. 💙
Lead engineers, principal engineers, architects ---> ambassadors back to their groups
There were a number of things that leadership did to empower our rotational members and influencers. First, they made time for members to participate. I think this alone counted for a lot. Then, many members in leadership looked at rotations as a step up opportunity and something positive for end of year reviews. Last, the rotational team members had incredible visibility. They were everywhere - townhalls, all hands meetings, internal conferences, and videos. It was really good visibility and came with a lot of sponsorship. There are a few more things I can share, feel free to come find me live!
"50 smaller problems to solve to get to the golden path..." More like 5000 😅
Product management, user research, prototype testing as well as incremental and iterative delivery should not just be reserved for product development teams - shared services have users and customers too! 😉
Product management, user research, prototype testing as well as incremental and iterative delivery should not just be reserved for product development teams - shared services have users and customers too! 😉
Nice use of product management in make the dev experience top notch NM 👍
"Core projects now use our golden paths, because they're so important."
"New engineers deploy a working application on their first way." Wow!
I always called golden paths "happy paths". They make everyone involved happy 😀
In less time than it takes to order a cup of coffee they’re in production #preach
160 hours to 20 minutes: 97% reduction in cycle time “lead time from ~2 weeks to 2 hours” 🤯 🚀
"we listened to them, we included them in the process, and we (pause) actually helped" - quote of the day
"More funding. We've been given more challenges to solve. Put in forefront of generative AI". Woo!!!
Golden paths are one of the best solutions for technical debt (in the form of sprawl)
Golden Paths for Ops delivery and Ops automation services is viable and valuable also.
Test environment management and test data!! YES! Continues to be a huge pain point for us
Selfishly, hearing the inclusion of developer experience so heavily measured in the presented DevOps transformations makes me overjoyed.
Golden paths - once delivered and blessed, how are you tackling golden path sprawl? (Good problem to earn)
Shared services ARE products…. If it exchanges value from a producer to a consumer, it’s a product. You may not invest and support it exactly the same way you do for products that directly produce revenue, but that doesn’t mean you don’t need a product mindset
It's often the boring problems that become horribly complex at scale @robinyeman, don't you think?
And the most common... many organisations wrestle with zero demand services without realising that's what they're doing
I’m new to the role at Grainger, so the biggest focus for me has been to establish the fundamentals: Visualize the work Identify the lowest common denominator Scale by standard. We’re just beginning to define our YBIYRI strategy for our ops team, and the questions I’m focusing on are things like support and maintenance. How do we convince people who’ve never been primary on-call realize the benefits of troubleshooting their own stuff?
If you track me down I can give you a copy of the YBIYRI book
Or here's the PDF https://www.equalexperts.com/our-services/deliver/you-build-it-you-run-it/
I'm on the 3rd floor wandering around until 1640 then I'll be in Chelsea
Just want y’all to know that there’s a lot of pressure on my typing skills with that on-screen display. I’m nowhere near this articulate in real life.
“Zero-demand services at scale” - what a crazy thing to think about.
It's my job to think about hard scaling problems @jeff.gallimore! I'm surprised our competitors don't always pay them the same attention... our customers certainly appreciate it
Norwegian blue parrot 🐦 in monty python... not dead, just resting!
That's right! I visited Stockholm a few months ago to hear from Crisp about how Spotify handles scaling problems. Usually the answer was "add more money" but most of Equal Experts' customers don't have a billionaire founder (who I hear is a nice guy) How does Swedbank handle scaling problems like maintenance mode @markus.b.backman? 👂
Well not doing the Spotify model as it has proven not to work as the organization scales. And at the moment we are pushing the you build it, you run it. But fully knowing that it will cost more and some other drawbacks that you mentioned. We have proposed a similar setup with the multi product teams you proposed but so far not seeing any adoption on that yet. But sure it will come as there are more and more conversations about ability to move applications to other teams. And that comes often from the fact that it isn’t a differential application but still serve it purpose. I am totally against a full ops model for these applications.
The daily business.. helping firms with most important goal.. staying operational !
"There's no limit to zero-demand services that you can dump on Ops" 😂 So, what's the problem?
And you have zero business owners or you have many... bum fight!
It’s the worst case scenario of when DevOps is seen as a department and not a culture.
Often this model results in Tier 2 “application maintenance” team distinct from core Tier 1 ops.
External ops often means no visibility into relative priority or value, in either direction
Solution 2 also can create a department of boredom and stagnation with potential for chrun. The fun teams create flashy stuff and throw it over the wall once it's done. 😢
Were experimenting with automating our path-to-prod checklists. Not every metric is ready but we’re making progress. Would be happy to bounce around ideas if you’d like.
This model of periodic move from maintenance back to active development was typical for large enterprises pre-agile. My life 1998-2005.
"The Ops staff is permanently unhappy having to maintain all these apps. I feel so bad for them."
“You build it, you run it,” I would add “you demonstrate it,” so that tribal knowledge isn’t isolated. What do others think?
We are also seeing the terms “capability” or “value stream” at the product family level
If you use YBIYRI, how do you fulfill specialist skills - networking, security, DBAs? Do you run an internal consultancy? YOLOing it?
those must be assumed as available self-serve services already centrally managed and ready for your use. I hope.
Of interest perhaps https://www.forrester.com/blogs/expertise-and-the-shared-services-problem-a-conversation-with-don-reinertsen/
Hi Colin here's the Equal Experts answer. Let me know what you think https://www.equalexperts.com/blog/our-thinking/stop-trying-to-embed-specialists-in-every-product-team-2/
Are multi-product teams another term for value streams? There’s an interesting intersection with customer journey here
I have been thinking about this construct in terms of platform products. Shifting staffing models while retaining consistent ownership is a really critical need to evolve
It's about changing which team is accountable for the value stream, I think
“Apex decision-maker” :rolling_on_the_floor_laughing: ✅
Differentiated from Apex Predators
When you throw code over the wall, you lose crucial context needed for reliable design
🎉 Please welcome Admiral John Richardson, USN (Retired) and Captain Emily Bassett, Force Nuclear Propulsion Officer, Bremerton, WA, COMNAVAIRFOR
Hey @steve.smith can you link Sid in on the reply? One does crave to hear our local accent 😆
Hey Nick I pinged you a few minutes ago. Hoping to connect this week for sure. Love the picture. Reminds me if the “is it a duck or rabbit” conundrum (;
Me saying I can't talk about something vs. @jmr saying he can't talk about something... feels like his is way more critical...
I mean…but does he have a song about his org? Oh wait. 😉
I love stories about places and missions we can't tell you about @jmr
Petty Officer Williams intrinsic motivation to fix it and get it done
Leader = Humility, Focus on Goal, Respect to team , Inclusive, motivator
The framework has been our leadership go to ever since got to know about it on Idealcast.. gold !!
Navy Leadership Development Framework - version 1.0 (implying there will be iterations), then version 2.0...
Rewarding values in action, making it a valued experience, creates a re-enforcing loop. Nice!
So much unexpected goodness comes out of the good folks in the military… the OODA loop, leadership is language (by L David Marquet), and the navy leadership framework. Thanks for your (unexpected) service
Is there a Help You Are Looking For channel on Slack? #C04E25MA5E0
Reminder: The breakout sessions are starting in 5 minutes. Start navigating your way to whichever session you’re attending. https://devopsenterprise.slack.com/files/UATE4LJ94/F05UG4ZGTLN/timer.png
@james047 - SLIDE question: how do you recommend gleaning Intent in an organization?
@james047 thanks. Really good presentation that put good context to the thing I have been moving towards without having the words for it!
Reminder: The breakout sessions are starting again in 5 minutes. Start navigating your way to whichever session you’re attending. https://devopsenterprise.slack.com/files/UATE4LJ94/F05UG4ZGTLN/timer.png
For those of you who were in the workshop with Admiral John Richardson ( @jmrichardson1 ) and Captain Emily Bassett, and you want to stay in contact, DM them your email address and they’ll add you to their mailing list. Thank you!!! 🎉 🎉
Reminder: The plenary sessions are starting again in 5 minutes. Start making your way back to Chelsea. https://devopsenterprise.slack.com/files/UATE4LJ94/F05UG4ZGTLN/timer.png
🎉 Let's welcome Chuck Lafferty, Senior Director – Application Development, ADP
PS: ChatGPT told me that as my intro was originally written, Chuck's talk wasn't actually metacircular. After my adjustments, it agreed that it was actually metacircular.
"When you enjoy something, but you're not actually good at it — that's called having a hobby."
I’m good at things that I don’t get paid for, but I enjoy: e.g., writing, singing. Such things can be signals on what direction what should take in one’s career.
7K business units; largest study showing link between employee engagement and profitability (and achieving revenue goals)
Quickly the boss is watching, better be engaged :rolling_on_the_floor_laughing:
If I read this correctly, teams are over 1000x to be fully engaged if their team leader is fully engaged. The authors' advice in their paper: "to increase engagement in the frontline workforce, focus on the frontline managers" (or something close to that)
I went from being half-asleep at the end of a long and full conference day to fully engaged in a matter of minutes. This is awesome @charles.lafferty!
And everyone staying behind remembers how you treat those that leave or talk about them after.
‘“We talk about it, but never do anything about it.” That’s your signal as a leader to move.’ 🔥
"Survey Roulette" — this is awesome. For all internal tools, there's an open text box, which is the input for dev survey roulette! Ha!
Fact: my last call with Chuck, he said, "I have to go. I have to do CSR observation." It's true: this guy loves watching his customers use his tools.
“Training is the last thing we do.” In favor of focusing on stability and usability.💡 in most companies, it’s the first and most prevalent tactic.
🎉 And now, let's welcome Dr. Nicole Forsgren, Partner, Microsoft Research
You can't ship AI capabilities if you can't ship software. Uh oh. Hahaha.
Reduce cognitive workload via Devex so that devs can focus on delivering business features
I'm so glad this is being said. Being a developer and hearing "it's just some simple code right?" is the worst.
Keeping developers in a state of flow is super important. All leaders should be enabling this.
This is bliss for a developer. For anyone at work, really: flying above friction to find flow!
We have a shortage of Devs, making them happy is a leading indicator for business success
I have always been impressed with @nicolefv ‘s commitment to showing the data. Social science powering insights that impact productivity and innovation.
Pulling devs out of flow state to tackle fire fighting from technical debt just adds to the technical debt.
Flow is how you’ll get all that new hotness out the door 🚀
“There will never be just one metric” 👏 👏 👏
I’m starting to see a picture of metrics that looks more like a causal graph network with weighting, where the categories seem like regions of the network- like a system diagram, because we have leading and lagging metrics, measuring progress towards outcomes and then the impacts of those outcomes that spark new effects