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Up next is @jonathan.lelous and @alexandre.barbier for their talk, "Industrial Digital Transformation at Airbus Helicopters"
The current slide the upper right corner is covered by your faces...what word is under there?
I think I have missed this, why did you choose openshift over kubernetes?
ah ok, so openshift would manage all k8s updates and there is less maintenance on airbus?
Also because of the size of the project, Airbus needed platform fully supported and compliant with Airbus internal policy in term of support and hardening
Thanks @annp for organizing this session and Does program committee members for selecting our talk 🙂
Welcome, @krishnakanth_bn , @alok_kumar18 and Ramesh G to present: "Proactive, Predictable and Enhanced Value Delivery Through Sentient DevSecOps Ecosystem"
Thank you so much for presenting, @krishnakanth_bn @alok_kumar18, the innovation work being done within Infosys IT!
@krishnakanth_bn what were the biggest struggles in onboarding the teams to the platform?
@jeff.gallimore Thanks for your question Jeff. The idea of the platform is to actually ease the DevOps onboarding process. We used the platform to templatize pipelines for all technologies. Tools were mandated, pipeline structures were defined and gating criteria was set at portfolio levels and the teams did not have to write any script or know about DevOps much. The platform gave a self service model for teams to onboard themselves without depending on a dedicated DevOps team. However, supporting new tools, technologies in the platform required plugins to be written and this too was not much of a task since the platform is fully extensible. Other than these, following can be classified as onboarding struggles. • Defining pipeline templates for different types of releases • Challenges in getting people who were used to Waterfall model to adapt to DevOps practices • Awareness issues amongst developer community about the platform, leading to complaints and chaos for delays in deployment and delivery occasionally
1excellent insights. many of us can identify with the struggles on similar efforts.
@krishnakanth_bn what are the “live enterprise” principles? is there a reference?
@jeff.gallimore Thanks for your question. You can refer to the links given below to know more about Live Enteprise. https://www.linkedin.com/pulse/responsive-value-chains-sentience-species-jeff-kavanaugh https://www.infosys.com/global-resource/documents/live-enterprise-suite-flyer.pdf
1This is great — who were the first adopters of this platform within Infosys IT, and what drew them to it? @krishnakanth_bn
Core team did the POCs before getting app teams to start using the platform. In our case, dog-fooding the platform within InfosysIT was a key strategy for us to take the platform to the market and hence it was a mandate from the leadership @genek
Can you share the nature of the apps that were the first adopters? externally facing, internally facing, high profile, etc? Thx!
Internally facing apps requiring on-prem deployments were taken up first than those which required cloud deployments
Did I hear that correctly? 200 apps, 50K automated tests! Fantastic!
Did I hear that correctly? 200 apps, 50K automated tests! Fantastic!
50K automated tests, 1000+ pipelines and 200 applications actually! Thanks! @genek
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Please welcome @davidanderson393, @mark.mccann and @mjj.oreilly here to present, "Mapping the Value Flywheel Effect"
Greetings @davidanderson393, @mark.mccann and @mjj.oreilly. Just wanted to share that I am enjoying your book.
2Congratulations on the fantastic book, @davidanderson393, and thank you for presenting this @mark.mccann @mjj.oreilly !!!!! 🎉
Don’t miss your chance to get The Value Flywheel Effect e-book for free (while supplies last), thanks to Tasktop! Grab your copy from their booth in Gather or in Solutions Hub: https://members.itrevolution.com/live/expo
And now, another beloved IT Revolution author, @dominica here to present, "Emerging Patterns in Value Stream Management"
What is a realistic range for an accurate flow efficiency in software?
As a customer, we expect teams to work nonstop. As a team member, we all know that 100% Flow Efficiency is unattainable!
Unrealistic FE happens for a couple reasons: Insufficient wait states & process not followed are two.
It's interesting to say that the wait/work state changes depending on the perspective. The designer is in work state during preparation but wait during implementation.
Improve Flow Efficiency metrics by Regularly checking work in active states to expose idleness. If idle, find a way to implement a process to flag/tag work items to indicate wait time.
"Evaluation" work item types... Interesting. I've wondered similarly related to "Discovery" work.
I could see value in flow distribution to understand how much of our capacity is going to discovery experiments vs. delivery features, defects, debt, etc.
Is your product structure designed to see insights?
How do you measure performance at the collaborator level in this format? A lot of the value stream metrics are more influenced by leadership, it seems.
How do you measure performance at the collaborator level in this format? A lot of the value stream metrics are more influenced by leadership, it seems.
It's useful when practitioners can see how what they do contributes to biz value.
So it's more about driving engagement by showing how their collaboration contributed to outcomes?
@marc.poulin This is where measuring at different levels helps. B/c Leadership wants high level view and teams want their team level view.
Hopefully, there is some measure at the team level though that encourages practitioners to care abt the big picture.
we use business results (KRs) to show the impact of the work the team is doing
Making Work Visible is available as a free e-book, sponsored by LaunchDarkly (while supplies last). Grab your copy from their booth in Gather or in Solutions Hub: https://members.itrevolution.com/live/expo
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