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…if this were a theater, the crew is still making changes to the stage, lighting, audio… ignore the sounds of hammering, sawing, and electrical cables being run…. All under the watchful eye of the amazing @patrick.debois256, so we’re in good shape!
📺 There should now be a seeing a livestream - with a placeholder - if you don't see - reload the page in the browser Also unmute to listen to the audio if needed
<!here> If you can’t see the stream, here’s the direct link: https://player.vimeo.com/video/459028756
<!here> If you can’t see the stream, here’s the direct link: https://player.vimeo.com/video/459028756
Hello, all! I’ll be breaking in several times, where I’ll be asking @steve773 questions live. Feel free to ask him questions anytime!!!
Thanks for some very good episodes in the Idealcast with Steve Spear! In episode 5 you talk about the importance of learning, Toyota this one of many good examples. How do you know that the organisation is learning the right thing? During development and production, in mechanics and software etc. In 2019 Toyota donates some 20.000 patents for their hybrid systems. A nice gesture and you understand that the technology is rather complex. But in 2009 they hade the problem with unintended acceleration with several casualties and fines of 4.2 bn USD. Volkswagen are developing their new EV ID.3 but many serious difficulties.
The real DevOps drinking game is have a few at the bar after an allnighter in incident command.
"How many can you have before you or the bouncer call it a night?"
When the ship is a floating nuclear reactor, you really don't want the captain to be giving orders to the nuclear physicist too. 😄
I think the CI pipeline also streamlines the flow of messages in the collaboration
Yes, and reduces the number of necessary messages too.
And in a flash of insight, I’m grabbing my ipad pro so I can type in Slack without disrupting my vicdeo paleyr!
great to know - we’ll work that out for the next one. thanks for the feedback!
So, we have advanced from CIC to CICD. All those years.
"How do you want to run all these ships? We have no idea!" 😂😂😂
Or maybe concludes with "maybe Kubernetes wasn't the way to ship, after all."
When you use Kubernetes, all the turrets are pointed at your own foot.
The yearly schedule for those fleet problems is a slow pace. These "cloud problems" are like 5 minutes each until "I guess it'll be fine."
@davidstanke532 But with this YAML you can install a pod that counts the turrets.
Sour dough... I wish @jtf was here.
It has been proven that leadership doesn't need to do it... 🤡
Need one of these https://images-na.ssl-images-amazon.com/images/I/41ahQmmWwVL._AC_.jpg
PS: watching @steve773 record a couple of months ago was mind-expanding — the way he used the camera and the medium was so amazing.
I can see how @steve773 has loosened his style since the event. Maybe spice it up with a watch party hat.
Tune in and unmute! We just finished watching, and are with Gene and Steve now.
@steve773 any plans for audiobook version of your high velocity edge book?
During London I thought there was metaphor to be made but it seems to me that this Dr Spear is a naval warfare specialist 😄 So, this has nothing to do with DevOps, it's just a coincidence.
I wonder if any research has been done regarding budget allocation in funding the US Navy efforts to experiment. I'm just wondering how the heads of the US Navy communicated up the chain to secure the funds to support the experiments... or atleast what that would have looked like.
https://www.scaledagileframework.com/set-based-design/ https://sloanreview.mit.edu/article/toyotas-principles-of-setbased-concurrent-engineering/
I think to expand on the 3rd or 4th line leaders trying to get people to change, take that even deeper and what recommendation does he have for us peons down here in the weeds wanting to make this kind of change.
Acknowledge uncertainty in the solution, 'budget' time in solution development to account for this uncertainty (e.g. create research spikes to explore options )...
see those two links i posted re set based design. assuming your teams are agile? team knows best, and if they are uncertain, those stories features get sized to accomodate the uncertainty. and instead of feature dev stories they do https://www.scaledagileframework.com/spikes/ just enough to resolve the uncertainty such that commit-able stories can be created/sized with confidence. Good luck..
the term experiment may be scary or unwanted for a VP of something. so, while I love that, I am not sure if that sells to the non-R&D leader.
I have seen a lot of CD without CI lately. CE without CI/CD is lurking somewhere
How about CX? that's not like the totally most overloaded two letter acronym 😄
Not that I've been greatly successful in making that kind of pitch to VP level, but I've found the distinctions that the Cynefin framework's Complicated VS. Complex very compelling.
@phil.jochimsen That would be an eye-opener for the R&D-VP again.
(specifically: Complicated means it is Possible to know all the steps, might still be a lot of steps, Complex can not be known ahead of time, and is discovered through experimentation)
We've been talking Cynefin on some Scrum trainings and there is the cognitive load that does not help selling other ideas. some take it to their hearts but with a more businessy background it might be too far off from the day-to-day experience.
Not that I have given up to ease that thought into some leaders' active vocabulary.
The first chapter of this free-to-download book (or even the awesome diagram at the top) may be useful. It uses the phrases "Geometric Order" and "Living Order", and is reasonably easy to digest: https://wisc.pb.unizin.org/technicalpm/chapter/foundations-principles-concepts/
How do you separate what's important vs. what's not? How did the navy decide on the problem to solve?
Junior officers might have egos, too… how do you ensure that the learnings propagate upward free of bias or politics?
How do you know that the organisation is learning the right thing? During development and production, in mechanics and software etc. In 2019 Toyota donates some 20.000 patents for their hybrid systems. A nice gesture and you understand that the technology is rather complex. But in 2009 they hade the problem with unintended acceleration with several casualties and fines of 4.2 bn USD. Volkswagen are developing their new EV ID.3 but many serious difficulties.
So to approach my original question and expand more, how do you recommend this kind of approach of experimentation to be done for those of us working in the Healthcare industry, more specifically IT in a hospital?
Coupon = SPEARWATCHPARTY ($150 off your registration for DevOps Enterprise Summit Las Vegas - Virtual)
Thank you, <!here>! Hope that was as fun for you as it was for me!!! Please post any feedback! ❤️ ❤️
Was fun - wanted to stay in slack and watch but ended up with 2 windows Vimeo and Slack is there a way of one? Also what is cat?
that was a lot of fun. Thank you very much. Honestly, I really enjoyed the "realness" of the little bugs you were working out on the fly. Good culture of experimentation!
That was the "live show problem 1: muting and unmuting stuff"
I have to agree @ferrix. If there were DevOps lessons in that talk they were certainly buried. I'm a slow learner so I probably just didn't get it.
That was said jokingly. I think the whole complexity of the situation in any company of today is hectic enough that it cannot be solved by always consulting the leader.
Either it was "if you're in analysis paralysis just make a decision so you can learn" or it was "defer decisions until you learn first".
defer commitment to final point solution until you've resolve uncertainty via experimentation (via set based design )
see prior link posts.. at least that was my take. this was very much eliciting numerous of the principles in Scaled Agile. 1. Assume variability ; preserve options 2. decentralize decision making plus numerous others...
Agree @mark.noyce. I think another aphorism that applies is, "Strong opinions, loosely held." Make a decision and be confident in it, but be open to new points of view, interpretations of data, etc.
Cool, while I'll read up on those then. My company claims to have just switched to SAFe. They skipped any kind of training, so we're all kind of wandering around.
Also agree @bhaelochon , yes even after point solution is settled on, being open to pivoting early and often, like a gun turret 🙂 , when new facts emerge that either invalidate or help refine current approach. From Pillar 3 - Innovation ie.." pivot without mercy or guilt when the hypothesis needs to change" https://www.scaledagileframework.com/lean-agile-mindset/
@ejacobson Lots of reading on Scaled Agile Site but definitely recommend getting the teams trained to ensure all are at the same baseline. Start with the Lean Agile Leadership and Princples articles.
@ejacobson If you have audible, power through https://www.amazon.com/Lean-Startup-Entrepreneurs-Continuous-Innovation/dp/0307887898 it focuses on constantly getting feedback loops in your decision process. It ties into a lot of the process, although not as much into the cultural aspects like psychological safety and culture of experimentation that were touched on in the Midway example
that's hilarious. I read that book a couple years ago and didn't feel like it inspired me nearly as much as Accelerate and DevOps Handbook. Maybe I need to re-read it.
ya the lean startup focuses on the 3rd way: experimentation and learning, so coming back to it after reading Accelerate & The DevOps Handbook may inspire you to focus on that aspect
Thanks all for tuning in. Much appreciated. Any questions? Let @genek101 and me know.
Someone asked for a link to an audio version. I thought it was audible, but it’s google play. https://play.google.com/store/audiobooks/details?id=AQAAAEDM-Fq4hM&gl=US&hl=en-US&source=productsearch&utm_source=HA&utm_medium=SEM&utm_campaign=PLA&pcampaignid=MKT-FDR-na-us-1000189-Med-pla-bk-Evergreen-Jul1520-PLA-Audiobooks_Business_Economics&gclid=CjwKCAjwkoz7BRBPEiwAeKw3q6jikmGdq7SKRT3bsKQGbGexPtzFS4i16TMc8rfGOPPN8197DGX2MxoC3GQQAvD_BwE&gclsrc=aw.ds
@johan.tegler asked about sudden acceleration. Great question and gets to a point Gene and I discussed towards the end, about treating every program as an X-program. Truth is, there wasn’t a sudden acceleration problem. The first case was a tragic mis installation of a floor mat on a loaner car. The others, maybe brake-gas confusion. But the phenomenon of sudden acceleration wasn’t recreated. HOWEVER…that’s not how Toyota treated the situation. They did major recalls..the ratio of events: recalls for Toyota was like 10X what Ford did for bona fide tire failure and roll overs, a contemporaneous problem. Mr. Toyoda went to Capitol Hill and did a fall on his sword apology that whatever happened, it was his fault. (C-Span link, below). When I asked my Toyota friends why this ‘over reaction’ 🙂 especially compared towhat is typical evasion, blame shifting etc when a company has issues (J&J and Tylenol the often cited counter example), they said one, there was a genuine feeling of responsibility. People expected safety and didn’t get it, for whatever reason. The other purpose? To raise the anxiety and paranoia level. This are hugely beneficial products but they, the processes that make them and the processes that design them are fallible. They have to be treated as X-something, never routine. https://www.youtube.com/watch?v=ZZeiD2-Rbg4 @genek101
@josborne @ejacobson @adam Good reference to Lean Startup. No disagreement with the idea of experiment experiment experiment. The point we’re trying to is “experiment about everything all of the time by everyone.” It’s not a sacrosanct approach done sometimes by some people for some things. Rather, nothing is certain nor perfectly understood (actually, not even well understood). therefore, if we want greatness we have to keep rediscovering it.
I am starting to become more interested with integration of Chaos Engineering into the Agile Ecosystem as a critical part of Complex Adaptive Systems like organizations and people.
What is the connection to High Velocity Edge ideas and this of Blue Ocean Strategy?