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Good morning, everyone! Looking forward to the morning plenary talks — starting in 17 minutes! 🎉
ℹ️ For all of you looking for the countdown timer in the “Watch” window, we had some… I believe the technical term is “glitches”… this morning with the video streams. We’re ready to start right at 8:30am CST as planned, though! We just don’t have the countdown timer to watch leading up to that 🙂 ⏳
Re: Glitches. We now have music! Condition Green! 😂 🎉 Talks start in 7 minutes! — Your Timer
Socks of Extreme Entropy Reduction +7 worked, I think. d20 saving roll made! 🎉
Although, wearing two right socks might change it to only +6 modifier?
@mring It was actually @jeff.gallimore who pointed out to me that they were supposed to be worn Maxine/Unicorn!
@genek I had to switch it up today. Still got these at DOES so it counts. 😆 +8 moonshot goal achievability
“No shortages of achievements within this community!” +100!
Reminder: Check out a couple new features for our Slack workspace to help us and to help this community. If you put the 🔖 emoji on a message in Slack, that message will get re-posted in #recommended-resources We’re creating a one-stop shop for all the terrific links and resources you’re sharing. So much to learn out there! And if you put the 🆘 emoji on a message, that message will get re-posted to #help-needed We’ll have a single place for all the help members of this community need — and that we might be able to provide. The asks for help and the inevitable help that follows is what makes this community so special!
Good morning, @paul.gaffney, whose work I so much admire!
PS: when I heard that all the action was happening in the Home Depot “equipment rental” department, my first reaction was, “I’m sorry, what?” 😂
People need the attention was one of my first observation when I started my current role.
“Quiet contemplation and reflection.” <-- I hope you’re enjoying life, post CTO of Kohl’s!
I heard Dr. Bill Lattin, one of early Intel people say how Andy Grove said the same thing: “just when you get tired say something is only when people are starting to get it.”
I've heard it said "If you're not over communicating, you aren't communicating enough." But I like this quote as reassurance for myself, when I start to get frustrated 🙂 Onto the Quote-Wall it goes! 🙂
One of the big takeaways from DevOps Enterprise Summit Las Vegas was that “fun” is no-kidding an important indicator of effectiveness — which collapses so many dimensions of work. And for that matter, play.
“understand what business you’re in and what the idealized software expression of that business is.” 🔥
Fun is definitely a no kidding super important measure of whether you have a productive environment
and it’s so refreshing to hear that come from a senior leader.
i.e., Fun is nearly on the opposite side of spectrum of boring, unpleasant, horrible, etc.
Having fun often comes with having a scenius alongside you. Its a long road to drive cultural change if you are going at it alone.
I only like looking up prices in 8 different systems if each of those systems is operating at less than 90% CPU utilization.
“The outcomes of decades of the (short-term) annual project pageant” — what could go wrong.
The company is the result of the patchwork or cumulative consequences of the annual project pageant :thinking_face:
@paul.gaffney you are dropping some big truths on us in this talk. it’s awesome.
I was marveling again yesterday at the American Airlines presentation from @ross.clanton410 @steven.leist and Julie Rath — and how they so clearly talk about mission and purpose: “Caring for people on life’s journey — all decisions we make is guided by that purpose.” Seems to me that these enduring principles create the opposite of serial project pageants.
(Dealing with Dana in the war room is the opposite of fun.)
How many of us are thinking about the Chris’s and Dana’s in our work lives?
I think the leadership challenge is to take care of people and the company simultaneously. A critical ingredient is ensuring that all of the people understand how the company makes (or loses) money
I'm thinking of how rewarding it is when you've finally gotten Dana to rethink they way they are working and Dana becomes Chris
@paul.gaffney Next time we hang out, I’d love to share with you some of my observations and reflections of how universal your claim is — I’ve had the privilege of talking with people who were a part of the Team of Teams story, and the similarities are uncanny. To the point that my claim is: they’re not uncanny similarities, they are actually identical principles at work. And it’s “uncanny” only because it’s a necessary prerequisite of great performance. (which was the gist of the @steve773 /Gene presentation.)
i love this “paint department in the store” and “20 different ways to look up a price” story. so clear… once you say it that way.
Something I’ve stopped actually worrying about, but this presentation makes me think about again: does Dana recognize themselves when they hear this presentation? (I used to wonder about whether people ever actually identify themselves as Sarah in Phoenix Project — especially the person who Sarah is modeled on. 🙂
:man-raising-hand: I’m a recovering Dana. This community played a big role in moving me toward being an evolving Chris.
I think some percentage of the Dana population (maybe 40%) are inclined to revisit their own beliefs. Unfortunately perhaps 60% are not.
Hmmm... making me think that the project approach implicitly leads to win-lose negotiation instead of win-win :thinking_face:
@paul.gaffney Your guess on what % of Danas during this presentation would think, “holy cow, that’s me?”
Strange unsettling realization just now: when it came to product roadmap during my days at Tripwire 15 years ago, I was a Dana. “I know” which feature is most important — anyone who didn’t “know” that were infuriating troublemakers.
And if you were right at one time then it would tend to reinforce the inner Dana…
I don't fully understand product v project. Particularly in an IT consulting org. It's more than just how an effort is funded, right? Where do I go to learn/read/watch more?
@ryanewtaylor a super resource is here: https://devopsenterprise.slack.com/archives/C015DQFEGMT/p1670427304302629
1or a book from Mik Kresten https://www.amazon.com/Project-Product-Survive-Disruption-Framework/dp/1942788398
1“Internal customer crap” :rolling_on_the_floor_laughing: :rolling_on_the_floor_laughing: great conversation starter
(And of course, watching customers use our software was horrifying, and without a doubt, put into a glaring harsh light that I actually new anything.)
I think Dana definitely learned to work that way. As we know, “unlearning” is a real technique and can be quite effective with some portion of the Dana population.
Agreed. I think that, assuming that Dana isn't just out for themselves, teaching them that win-loss is leading to the group failing can really move them fairly quickly.
It might be that the attitude is what allowed the Dana to succeed. So why change?
Hypothesis: when it comes to engineered products we need hierarchy, which is why modularity is so important. Not sure how it results to Aristotle, but filing away to process.
Hierarchy is our “learned” way to associate with each other (Aristotle). It is actual contrary to human nature however and must be fought (Rousseau).
Rousseau basically says: Aristotle observed things accurately but took effect (hierarchy) for cause. Cause is some unnatural self subjugation (capitulation) to “how things are.”
Recently started reading the book "Thinking in Promises" by Mark Burges. So much of this resonates with the ideas of promise theory.
@paul.gaffney You mentioned in your interview of @ckissler that this community should focus on “doing your bosses job” — can you say more on that, and advice you’d give?
That is a somewhat long discussion on the tendency I have observed among technology folks where many people are in fact doing their subordinates (in the org chart sense not in the Aristotelian sense) jobs. To correct that, people should start thinking about “how can I be doing what my boss is doing” therefore enabling everyone in the leadership chain to increase their leverage.
Thank you, Paul!!! Let’s continue this discussion for sure, as I think this is so important for us to get from “here to there!”
What I worry about is that even if I persevere, experience and inertia for projects will build faster than I can build experience with collaboration.
I really think we need to do less, we have a thick process, IMHO. We should chat offline next week!
Yes, please reach out to @paul.gaffney and share any relevant stories — I think his work is so important!!
move from being a technologist to a trusted voice at the table - Amen 🙏
Thank you, @paul.gaffney!!! I so much appreciate you sharing your learnings — I look forward to what you’ll be teaching us next! 🎉
Sorry — no planned Q&A today. That was from Vegas. Sorry for confusion!
Slight correction: from @mik “the leftovers are often the most important, because they’re the platforms that enable.”
If you’re on the journey of turning into a tech company, today’s left overs should definitely be tomorrow’s main course! JML put it best here, noting that 50% of your R&D spend should be on ‘leftovers’ (ie, platforms): https://projecttoproduct.org/podcast/jean-michel-lemieux/
Wow... Paul are you suggesting we take refuge in technology, pipelines, platforms, etc because it's easier than confronting the harder problems of leadership, how our companies make money, our actual purpose, etc? 👀That hits. Touche. Especially considering we can be so arrogant about how hard technology is and how special we are for being so technical 😉
One of my fave quotes is “the work I’m doing solves my boss’s boss’s biggest problem.”
Gotta love a good industry-wide call to action for some honest self reflection. #DOES22 can be so therapeutic. :woman_in_lotus_position:🙏
For completeness I think it important to note that this “retreat” is as much an understandable reaction to a strong hierarchy that focuses on the subordination of “tech” to “the business.” When people are not treated as equal participants in the overall enterprise, these “retreats into specialization” are understandable. I think the important message however is that even though this is common none of it is “natural” or right. In fact this superior-subordinate stacking of disciplines is a huge source, though often not identified as such, of unhappiness and no fun.
(This was one of my questions to @georgekraniotis: how did you end up managing the “leftovers” problem — was it because of something bad you did in the past, or did you volunteer, and if so, why? 😆
Haha. Nothing bad (at least I don’t think so!). I had the hypothesis that we could push the leftovers into product teams…just didn’t know how. As a result, I was tapped to lead the group.
“50% of applications had no business owner.” 🤯 That’s really incredible.
The system was owned by a technology team….but not a business owner
What if you have the opposite problem - owned by a business team, but no (longer) a tech team? Asking for a friend.
There are people who would scream if you threaten to shut it down, but they are all business people
The problem was "solved" by giving it to a tech team that worked on a similar product written in a completely different tech stack.
ah, that’s a different problem then that requires leadership support. If it’s important to customers, it has to be supported by a tech team.
Thanks... this is all validating my take on this situation 🙂
This is every company I’ve worked at: a “feature factory” without ownership of the customer experience.
I wonder how the autonomous model at Discover compares with AWS :thinking_face:
Now that I think about this, this is also a consequence of the “annual project pageant” — it leads to “leftovers” that have no enduring value, and no business owner.
There was a question earlier about product vs project (with some excellent replies). This issue of features/systems with no owner is an artifact of project. Product by definition embeds known, durable owners. In project everyone keeps moving on to the “next thing.”
(But I’m massively oversimplifying — what till you hear @georgekraniotis describe some of the mission critical systems that were in the “leftovers” bucket. So, not as simple as I just stated!)
I love the approach of framing the customer journey, and then using that to frame the most critical products.
“allow customers to log in” “send notifications to customers” “change card” All in Leftovers!!! Login! 😆 So good!!!
This illustrates well that some of the leftover aspects are so because they aren't "exciting"
Conjecture: And some are exciting and important, but too complicated to disposition/describe/unwieldy/entangled to call a product on its own.
I also wonder if some are outside of the wheelhouse of the product team. Logging in is a very technical subject. If the product team is mostly marketing, they might not think of it or if they do don't feel comfortable owning it.
IMHO - if it touches a customer, either through a customer journey or a platform capability, it must be owned by a product team. Sure, there some product teams may require a more technical one, but everything is owned
I love these concrete details, @georgekraniotis — thank you!
One of the things I love about what @georgekraniotis talks about: these are mission critical, and strategic capabilities for Discover, but were built in a way that came from “project pageant”. 8 customer journeys entangled in 1 app. (And so it was categorized as a Leftover!) 🤯
This sounds like “refactoring the feature factory.” That would need a lot of buy-in, I’d think!
By this I mean, courage to overcome silos and convince stakeholders that it’s a value add to have product teams own all the aspects.
@georgekraniotis ok, gotta ask: what did you call these “leftovers” internally? (it’s so pithy, but has obvious negative connotations, which you just listed out.)
No, we definitely did not call them leftovers internally. We referenced them as the teams formerly known as “shared services”
The name challenge is a real one. I had a similar situation on my previous project where our team was responsible for the Metagame and all the "not fun" functions of the game. They were not fun, but mission critical.
“You build it, you run it” is a very effective quality process.
Especially since it also reduces the tendency to make the same mistake over and over again.
I worked with someone who preached this and wanted to augment the saying: “you build it, you run it, you document it” because of builder churn. But, yes I agree. Keep It Simple and Supportable!
Yes! Optimize for onboarding. If you can onboard quickly, you have an easy-to-support product.
“some teams constantly paged in middle of night” but issues never fixed. But now fixed / ameliorated! Because it finally got the attention it deserved.
I’d much rather be woken up early than woken up for an L3 call.
Ah right, @bryan.finster486 — because handling middle of night pages was sent to an external. Nice, @georgekraniotis!
Say “let’s shut it down”, and see what happens! 😂 “Hang on a second!” (That got their attention!)
We nearly did that and the entire executive management team understood the criticality of our services, AT LAST 😄
Guess how much I care about effective testing when I own the operational consequences. 😄
This is exactly what I was talking about in https://videos.itrevolution.com/watch/778246010/ 🙂
Thank you so much, @georgekraniotis!! (And I love these LinkedIn QR codes!!!)
Up next: @nathen.harvey and @amandalewis on State of DevOps (and the astonishing tale of two cities!)
I’m taking a poll….would you download an audio-only version of the Accelerate State of DevOps report narrated by….me?!
By you and @amandalewis together, and I'm in. This presentation is awesome.
Can you all believe it's only been 1 year since log4shell? Feels like a lifetime ago to me. not sure what that says
@nathen.harvey is that an avocado hat to match your shirt?
Tell me quality is suspect: “#NoDeployFridays”
“There are scenes of log4j that are explicit, uses adult language, describes emotions, CVEs, and actual vulnerabilities. If you are prone to flashbacks, please turn off the stream.”
And here I was yesterday at the conference worried about OOMs and now I have SBOMs
Someone should maintain a document of acronyms just for the conference. I bet @sblue will know what to do!
It's definitely something that the DOES community could start up on Stack Overflow!
"we paid for functionality... not for knowledge, or documentation." 👏 👏 👏
(Before I forget — there is a remarkable experience report from Morgan Stanley from Distinguished Engineer @paul.d.foxon their 2+ month log4j remediation effort here — it’s remarkable on so many dimensions: https://videos.itrevolution.com/watch/707884331/)
@nathen.harvey can you contribute this to http://ScaledAgileDevOps.com?
Write it up and you can be a SAD Accredited Facilitator.
“not the likelihood of failure — it’s actual failures. everytime we updated it, something broke.” 😆
“we update one microservice at a time” (and if tightly coupled, each time we changed one component, it broke everything!).
“We don’t need CD. Our customers don’t want change that frequently.” Let’s talk about that later today. 🙂
Want more stories around addressing Log4J/Log4Shell? Check out this amazing free guidance paper: Responding to Novel Security Vulnerabilities. 🔖 https://itrevolution.com/product/responding-to-novel-security-vulnerabilities-learning-from-log4shell-log4j/
1“hold off deploying until things stabilize, and do it in one big release.” (in this case, very good advice!)
Also, check out the book Investments Unlimited. Fun fact: Log4J/Log4Shell hit right during the writing of the book and was hugely influential in a lot of the scenes and experiences in the book.
in a tightly coupled system, where any local failures causes global catastrophe, I think it makes sense to change it in larger batches, to contain the effects, yes?
oh man i joined late - started listening and reading - really thought our standards started going down hill. You guys all had me worried there for a bit lol.
👆New synonym for monolith added to my vocabulary
“Service001”, “Service002" <-- This is a real thing I’ve really had to support.
“each of the three systems could be independently tested and deployed” (YES!)
this is just making me sad because its all too familiar. new team i joined literally has multiple microservices that they require we e2e test all together every time and to save duplication they made one pipeline that deploys all of them at the same time. You know - to be more efficient
But at least they have “microservices”. :rolling_on_the_floor_laughing:
In addition to 1 pipeline, they could make 1 build, 1 repo etc. to make it a reall monlith 😄
But microservices!! :rolling_on_the_floor_laughing:
no, @ryan.savage, as we said at the beginning…this is a fictional story 😂 😢
No, @ryan.savage — this is just entertainment, not a documentary! 😆
i reference DORA, Accelerate, and SODR at least weekly. Often much more frequently than that.
@jeff.gallimore how do you ensure people do not ignore you with that kind of repetition (seriously)?
@vladyslav.ukis interesting question. i guess i have this mindset about repetition… 1. the repetition might eventually get through. if so, we’re now in a place we can drive more change. ironically, that just happened with someone today. 2. if the repetition makes someone tune out, maybe we’re not in the right place or this isn’t the right time or this isn’t the right fit. time to try something else or go somewhere else…
A fantastic resource for all the things: https://www.devops-research.com/research.html
Come learn about last year’s conference project: http://MinimumCD.org https://doesus2022.sched.com/event/1ENu6/minimum-viable-continuous-delivery?iframe=yes&w=100%&sidebar=yes&bg=no
CI is SO foundational to improving the entire organization.
You can generate an sbom for container images using https://github.com/anchore/syft - (we used this effectively during the log4shell cves) which now seems to be incorporated into the https://docs.docker.com/engine/sbom/ as well.
I need to show DORA to NWS Operations. I have an NWS story for those interested
We have moved our next discussion to December 15th, instead of the 12th. We hope you can all join us!
Absolutely loved this presentation format. You nailed it. Very enjoyable, informative. At points it had a very "adam ruins everything" vibe and I am here for it.
Thank you, @nathen.harvey and @amandalewis!!!!! Brilliantly done!!! Bravo! 🎉
https://dora.community is a site…there’s a mailing list, we have some community meetings, and more things coming
1Great time for a break, I would not want to directly follow up that presentation 🤐
And congrats on the new role as Engineering Director at Amazon Music, @michael_winslow!!!
We’d love to come share more about the research and learn from you and your team!
Thank you for all the feedback and apologies for any nightmares our story had your reliving
Thank you, all the morning presenters! Catch you all later in the day, and here for the awesome afternoon plenary talks!!!! 🎉
PS: utterly brilliant use of the medium, @nathen.harvey and @amandalewis!
3As @paul.gaffney said earlier: https://devopsenterprise.slack.com/archives/C015DQFEGMT/p1670510345195789
The practices and capabilities your team uses to accelerate software delivery are also used to improve your response to security vulnerabilities. Let your leadership invest in whichever of those two they prefer and then it’s our job to ensure we are improving the capabilities that matter.
Reminder: The action has moved to the breakouts! Join the following channels to interact with speakers live while their talks air: #discussion-track-1 #discussion-track-2 #discussion-track-3 #discussion-track-4
Just a reminder for anyone wanting to join the DevOps and outsourcing workshop, this is the zoom link - https://us02web.zoom.us/j/2206711315?pwd=NXF5Y1MvakZsK05NNjhiUG9sMFJrdz09
Reminder: The final plenary sessions are starting again in 5 minutes. Start making your way back to your browser. https://devopsenterprise.slack.com/files/UATE4LJ94/F04DG604H1C/image.png
Who is interested in networking after the formal talks for #happy-hour at the bar in Gather? https://app.gather.town/app/kATASYhmxzaVMLO8/DevOps%20Enterprise%20Summit. (center of the virtual room)
For a short time, but I'm out this evening, sadly. Hoping that #C015FGB49UK has events throughout the year, because I'd love to stay connected to this community between now and the next DOES
I’m so delighted that up next are @douglas.murphy and @raquel.kusters from Daimler Truck, North America!! 🎉 🎉
(Loving the videos this week that show the higher purpose of organizations — Daimler and John Deere. So good!)
@raquel.kusters Hey, that was Saajan at the end of that video, wasn’t it?!?
“Our goal is to take Daimler Truck to the next level of leading our industry from trucking solution provider to game change” (!!)
“One of our first analytics use cases was using streaming telematics, rrom connected Freightliner Cascadias operating out in the real world, this laid the foundation for our iot analytics data lake in the cloud” (!!)
(It was mind-blowing to hear about the impacts of supply chain disruption to the transportation business, especially around replacement parts, and what they’re doing about to ameliorate it!)
Is this video going to be available in the Video Library? I'm not seeing it in there today. cc @alex @annp
“I’m proud that my team is highly networked across the organization” — this was so great to see, and obvious at Data Day, where all the different business units congregated around how they were using data to solve big problems!
“billions of miles, 100Ks of trucks, 10Ks of fleets” (!!!). 1 year of GPS data!
“reverse geocoding; start and end cities; most traveled routes” like air traffic control, but for trucks; elevation changes, straightness. So cool!!!
Yeah I'm geeking out on this also.. 🤓
Endlessly fascinating. Do you have data on what sort of cargo the truck is moving? Perhaps getting a milk truck moving is more urgent than a load of bricks.
This was amazing to hear — current and upcoming regulations have huge impact for manufacturers of trucks/cars, the fleets that employ them. Driving so much investment and so much CapEx!
Absolutely. California is setting aggressive timelines for phase out of diesel-powered commercial vehicles, and many states are following.
I mean, holy cow, talk about a huge bet, and how important data is on how much to spend, where, density needed, etc. Charging infrastructure!
“not a resourcing problem… it becomes a prioritization problem” so much truth here.
The part about duplicative efforts across the org struck home — especially when the need for data analytics is so high, and number of people with the appetite to solve the problem !
Another great thing about Data Data: the day before was training, both on statistics, but also on tools that are favored by Doug and Raquel’s group!
“40 hour effort: just needs a conversation, let’s go! 200 hour effort: more conversation largest use cases: business case, and let’s get financial controllers involved, too!”
@douglas.murphy what were some of the other prioritization criteria? i can imagine some of the ideas were high risk/high reward and uncertain at the start.
Early on, yes we tried to take on some big bets that supported building our newer platform. Over time we’ve tried to keep a mix of those and the smaller, low risk initiatives. Also aiming for a blend of revenue enhancement and soft benefits in our total portfolio.
1Doug, thank you so much for that amazing presentation and these even more amazing explanations!!
We had plenty of bloopers in our John Deere talk. @annp @alex @genek that might be a fun addition... A blooper reel to show that speakers don't do it perfect in one take. 😁
Thanks for presenting @raquel.kusters and @douglas.murphy! That's a talk I'm going to need to re-watch a couple times to fully absorb!
There are so many I need to re-watch -- especially when I am not multitasking
Doug / Raquel, you can find @mring and @willardamyl amazing presentation from Day 1 here! https://videos.itrevolution.com/watch/778295505/
“We should be somewhat surprised that there are winners and losers in commercial competition…”
“same inputs, same environment of which they compete, same knowledge. but drastically different outputs”
Moving the Couch... PIVOT!!!
We planned to move a couch, but discovered when we got there it was a pull-out couch... 😦
What did you do for a week together in Boston, @steve773 and @genek? Is there video?
Trapped ourselves in a conference room for 4.5 days, with promise that we wouldn’t leave until we have manuscript shape.. shaped.
i hope Steve and Gene painted some small sample slabs of each sample color in each room, showed it to Mariam and Margueritte for feedback, before they moved any furniture
Instructions unclear, painted couches in all apartments and moved couches outside
A surprising insight: by stealing people from one team to help another team, problems start cascading and rippling out. breaking the promises of modularity.
Is this a Rabinow's Law talk...? 😉
“Bosses, Margueritte and Miriam” - never gets old. 😆
Of course, it turns out there's a homeless sheter nearby so there's lots of people outside...
Therefore a neighbor starts a Movers and Painters certification program
@mvk842 - if there is a dud at the top....
What should be made even clearer in v2 of this: all the talented movers and painters were trapped in the system that Steve and Gene created. And unleashed in the second system that Steve and Gene created.
Amount of communication and coordination goes down. And yet quality of that communication/coordination is far higher. Instead of communication/coordination, they are collaborating.
I'm just here for @mvk842’s roasting... 🍿
Seems like our global moving in the office 🙂 Some people didn't get the memo saying you are moving today .
P.S. Margueritte's Lightning Talk from Vegas not yet being up on the Video Library is a crime against conference organizers everywhere. 😁
Believe me. This is fodder for next year’s Lightning Talk. Publishing the content: a tale of three breakouts.
Wait.. what? I had to miss Vegas in person... where is this lightning talk video of which you speak??
Not secret! We are just still (!!!) working with the vendor. It’s coming.
The two systems are absolutely identical, except for how Steve and Gene configured the system.
With the low coupling teams, you've created a problem. What happens if two teams get into conflict over where to store furniture? BOth want to use the whole basement. Perhaps Gene and Steve spend their time resolving that conflict over a shared resource.
Risks are high when you’re in production. (Tentatively called “the danger zone”)
Far better when you’re in a more forgiving when you’re in planning/preparation — when you can contemplate, a think through a reconfiguration of the system.
I’ve heard Steve say: in production, you’re at gross cognitive disadvantage — environment controls you, and you cannot control the environment.
That insight: allowing “stealing people from other rooms to help” couples the rooms together, causing problems to escape and spread.
The opposite condition: having some spare capacity (e.g., having person on bench, unallocated) that can jump and help, which stabilize, without impacting other rooms.
Planning and preparation: example: Colonel John Boyd: where he created the fighter playbook, inventorying all the moves and countermoves, allowing pilots in production (combat) to react faster and win (something like 100:1 or undefeated record in mock air combat) I love this interpretation of OODA loop.
sed 's/winners/successful companies/g'; sed 's/losers/unsuccessful companies/g', please? Sounds less personal.
Point of harnessing brainpower and coordination not lost, though. And great narrative.
shaping space: creating modular structures by eliminating dependencies between them shaping time: creating modularity characteristics, even in interdependent steps (more on this to come)
For me, the problems when you have three interdependent steps of “move paint move” divided into two parties can be super, super huge, and look exactly what happens in devops.
Every time Gene is on camera I'm tempted to screenshot and try to read the book titles - I always need more for my queue. Any chance you could post a photo of your bookshelf?
Is it hard to find a particular book @genek? My daughter organizes her phone apps purely based on the color of the icon (so "purple" folder, "blue" folder, etc.). I can't find anything and it drives me crazy!
I did just that yesterday :rolling_on_the_floor_laughing: Could only make out 9 titles 😆
Actually, can you make a video where you mention each book and what you learned from it? @genek (sincere request)
4,500 Andon cord pulls per day. Average worker will pull Andon cord every 40 minutes!! (!!!)
i.e., you can create a system that can do 4500 Andon cord pulls per day in the Move/Paint example, by putting in a floor lead, whose job is to help rooms when they need help. If that person becomes overwhelmed, add more floor leads (or better yet, put those people in the room teams.)
Hmm... Thinking of this from an org structure lens as well... Orgs focusing on fewer managers and more engineers, but possibly stretching managers / leads too thin...
Fewer layers is one thing. Fewer managers overall is different... manager-team ratio...
Connected, though. If you have more managers, then the managers' bosses have more people reporting to them.
Interesting... So it's then a matter of, "what (and who) are optimizing for?"
"Optimizing for ___________ also means sub-optimizing for _____________."
This has been the primary area of discussion since Vegas: coherence. “teams can work independently” --> “teams are coherent, form a coherent whole”
In the first scenario, the system was only coherent at the highest level, at the level above Steve and Gene — everything was coupled together. In contrast, in second scenario, each room team was a coherent whole, able to work independently.
when work is smeared across too many teams, it is coupled, and requires so much “leadership oversight” to keep work moving.
in CPU, functions are given a chunk of real estate on chip, and don’t share with anyone — enforcing modular boundaries, keeping them decoupled of each other.
life would be very different if we had to share chairs between dining room, living room, and all the bedrooms.
Also an argument for not making code too DRY, some duplication is ok, if it keeps a copy close to where it's needed, and where it can evolve separately.
shared resources: makes it more difficult in design, and more fragile in operations.
This is where I first learned of @forrestbrazeal! You’ve made learning fun from acloud.guru on!
So I am actually in the process of giving the old FaaS and Furious resource hub a much-needed facelift - you can get a secret sneak peek of the new site at https://goodtechthings.com!
1"If you want to change into a butterfly, you gotta break down into goop and die!" :rolling_on_the_floor_laughing:
Now can we get @forrestbrazeal and https://www.youtube.com/watch?v=17o1OlroNSE to collaborate?
There's also a "studio" version of it here (but the live version is about 60bpm faster! adrenaline!) https://www.youtube.com/watch?v=yDcaRklX7q4&lc=UgxoIUV9_woNieSAr_R4AaABAg
So glad you had an opportunity to do this live @forrestbrazeal and feed off the energy in the room!
@forrestbrazeal @mvk842 and me the night before Day 1 — before he started inspecting the piano, shortly after they moved it onto the stage. 😆 (Like pilot walking around the plane before flight. 🙂
This record-skipping bit was great!
Curious proximity of McKinsey and Disney…. Saw this the other day:
Mentioned multiple times in the article @jason.cox mentioned: https://www.theverge.com/23495146/disney-ceo-bob-iger-julia-alexander-disney-plus-netflix-streaming-chapek-marvel-star-wars
Something amazing (and also a bit heartbreaking) — how much that song resonates with people. It’s amazing the read the replies to @forrestbrazeal’s tweet: https://twitter.com/forrestbrazeal/status/1577298602371809281
"You spell it with an eight?!"
@forrestbrazeal Yesterday was “JVM OOM” day — two talks on ameliorating slow starts and memory usage. 😆
tying the hood into the sewer system? hmmm… sounds like some system architectures i’ve seen, too…
Wait... did't we hear earlier this week about a supercomputer literally catching fire?
@forrestbrazeal were you at all surprised by how deeply these songs have resonated with the technology community?
It's become clear to me that we're all a lot more broken than I thought.
just met a Cloud Resume Challenger this week who's currently working underground fulltime doing construction in a mine - can't wait to share his story with you all at the next event!
1he has a better grasp of business continuity than I did as a filesystem QA at Sun, where I routinely kept crashing the NFS server, preventing 50 kernel devs from working.
Hahaha! Actually, that’s hilarious — this was the team that was working on the Sun fast fsck filesystem, and later bringing that to Solaris!!! (I was one of the first people to run a dev build of Solaris, which I thought was such an honor — only much later did I realize that it was because I wasn’t doing anything important enough to stay on SunOS. 😂
Reminder: Please submit your feedback for the talks you attended. It’s so valuable for us and the speakers. And after all, feedback is a gift and sharing is caring! Enter your feedback for those talks here: https://doesus2022.sched.com/ https://devopsenterprise.slack.com/files/UATE4LJ94/F04DG7DQMSS/image.png
"Let's not ask what's on his shirt" ... meanwhile, I couldn't stop worrying about what was on his face :face_vomiting:
@forrestbrazeal a case study of this team over time that has hired so many non-traditional folks would be interesting
(because it was kind of fun. but it explained to me how bad my judgement was… 🙂
(even though 80% of the tickets were created by people who have left the org. 😆
A model to develop talent like you're talking about would be great in tech. @forrestbrazeal
“everyone in this industry got here because someone, at some point in time, took a risk on you. how are you paying that forward?”
This is the best coda to a tech conference I’ve ever seen. But I have a question: how many companies still subscribe to the belief that completing a four-year college degree is a prerequisite to working in a corporate environment? With zero experience, that is what I was told that set me apart, in the early 90's. That now admittedly seems archaic.
And, that company really did teach me more on the job than I learned in my CS degree.
wonderful, meaningful call to action, @forrestbrazeal!
Who the hell is peeling onions over here?!
Thanks @genek for bringing @forrestbrazeal to the party and sharing his gifts and message
Thank you so much for listening and chiming in! Please reach out if there is anything I can do to help connect you with some of these awesome Cloud Resume Challengers.
Will you be around on Slack generally, or is there a different locus of activity for you?
If you mention me on this Slack I should get notified - but always feel free to email me at <mailto:forrest@goodtechthings.com|forrest@goodtechthings.com>
THANK YOU ALL for the great learnings and connections this week! And to all the organizers for another great conference!!! And to @genek, the Program Committee and organizers for the opportunity for @willardamyl and I to tell John Deere's story!
And as we all now (hopefully) #C015FGB49UK is best spent at the Bar on https://app.gather.town/app/kATASYhmxzaVMLO8/DevOps%20Enterprise%20Summit
Yes Yes Yes keep the spirit of the conference going throughout the year!
Thanks, @genek @annp @mvk842 @leahb and everyone else (I’m bad at names) from IT Rev for another inspiring event.
Still time to grab a free ebook on your way over to Gather! https://members.itrevolution.com/free-ebooks
I better go find some like minded friends at https://app.gather.town/app/kATASYhmxzaVMLO8/DevOps%20Enterprise%20Summit
*the official virtual bar of the DevOps Enterprise Summit. (hehe)
Thank you for all the organizer for this fantastic event @genek @annp @mvk842 @leahb