So what happens when you're brought in to a team and asked to "introduce a metrics culture" or "measure all the things?" This talk will cover just that: how to assess the state of affairs in your team or organization regarding measurement, how to decide what things to measure for maximum impact, and how to best communicate and iterate those measurements throughout the journey. The talk will cover these topics using my own journey at Chef as well as journeys I see at other companies that I meet and consult with.
Some of us may be surprised to hear that DevOps and Continuous Delivery are not necessarily an IT auditor's nightmare. In fact, reducing organizational risk a the primary goal that is shared between GRC and delivery teams using DevOps and Continuous Delivery. In this session, Joanne will walk you through the things you should be doing and thinking about as a delivery team to demonstrate to GRC and audit teams that this is a better way to work to reduce overall organizational risk.
Enterprises can sprawl across many different verticals, with unique challenges such as compliance, seasonal demand and sudden market shifts. Under these challenges however are some commonalities that enable the creation of a broader community which can unify them.
I will share my experiences with helping to build DevOps cultures and principles in ten business units and how building a broader community helped to bring them together. Looking at culture, process and tools I will share the approaches that enabled higher levels of engagement and support for all involved.
LEAN concepts have penetrated all layers of business over the last 30 years, particularly: PDCA, Kaizen, Continuous Improvement, and Continuous Learning. These 4 things are in fact one in the same, but they are often seperated and confused by different groups. Those from the world of frameworks, best practice, and compliance see PDCA as a project management tool. DevOps champions the Retrospective as a means for Continious Learning and Improvement. The LEAN and Six Sigma purists invoke Kaizen as a "events" in which improvement can be sought out.
Sadly few practitioners have ever looked deeply at the practices of Toyota and the philosophies which lead to their great achievements which came to be known in America as "LEAN". In this talk we'll peer deeply into the greatest power tool available to practitioners and managers alike, the A3 Report, which has the extraordinary power to clarify, organize, and execute on the problems that you face day to day.
Whether your bedroom is a mess or your Operations team seems to be running in circles, the simple power of A3 Thinking can provide the framework you need to stop trying and start doing.
If you work at a small, cool company, you can skip this talk. The rest of us in large, slow moving companies that rely on meetings, email, and inbox 2,000 to get the daily work done need some therapy and advice for thriving in big, “dumb” companies. I’ve worked in such companies and figured out how to thrive in the “back to back meetings” world we’re taught to avoid. I’ll tell you my tactics. Ideally, you’d adapt the no manager GitHub dream, adapt the Spotify and Netflix cultures of awesomeness. Indeed. However, oftentimes there are good reasons to stay in the relatively dysfunctional companies you’re at. They’re big, slow moving, and seem to use Microsoft Office as their core innovation engine. If people at your work always talk about “aircraft carriers” this is the talk for you. For whatever reasons you’re there, why not make the best of it and learn how to get along and even thrive instead of letting your head explode in rage. This talk will go over what I’ve learned working in large companies from my strange adventure working with a bunch of MBAs in corporate strategy at Dell, to working with large companies as an industry analyst, to working with marketing and product people at large companies.
Have you heard of TDD? Well, many teams struggle with CDD: Chaos-Driven Delivery. That is, teams struggle with how to handle the constant onslaught of overwhelming amounts of work and begin to lose hope. The good news is that if you understand operating systems, you already know a great deal about how to tame the chaos!
This is a touchy subject but if only the NBA had been employing some DevOps principles, perhaps Seattle would still have a basketball team. Failed communication? Huge silos unwilling to work together? No empathy? Holes in the culture? Seattle team leadership and the community had a lack of collaboration, resulting in no new plans for a stadium and an eventual relocation. A hungry buyer wanting a team in OKC saw the opportunity, snatched them up and moved them. It sounds like the SuperSonics had a few issues that might have been helped by DevOps concepts. In this talk, I’ll look at how these principles have helped other area sports teams (ex. Sounders) and how they can ensure your team doesn’t suffer the same outcome.
I’d like to give some advice on how to deal with conferences as an introvert. Over the last couple years I’ve grown and learned to engage with the tech community in ways that an introvert would find challenging. This talk will hopefully help the audience avoid some of the landmines that I have stepped on.
I want to help out my fellow introverts to realize that it’s OK to be an introvert at big conferences. We can enjoy them too.
We have been on a journey to transition to a modern tech stack for our customer-facing product teams. I will share how we are evolving our culture, mindsets, behaviors, processes, and technology to achieve the outcome of increased speed to value.
There are distinctive patterns in the errors that all of us make. Systematic mistakes known as biases, along with impressions and thoughts, form within our conscious experience. This occurs naturally without us knowing they are even there or how they came about. The mental work that produces these impressions, intuitions, and decisions takes place silently within our mind. However, mistakes recur predictably under particular circumstances. Those circumstances are what we’ll focus on in this talk. Heuristics, (or mental shortcuts), are an intuitive judgements based on experiences and impressions from our past. We rely on those heuristics to approach problem solving, and especially within the context of decision making under uncertainty. Such as dealing with service disruptions or some other incident related to availability. Reliance on those heuristics often cause predictable errors in our reasoning, decision making, predictions and any common puzzle. We are often extremely confident even when we are blatantly wrong. When the constraints and pressures of “Time To Repair” influence our cognitive efforts, systematic errors are introduced into our judgements and choices. Our minds are easily susceptible to bias, and considerations of efficiency over thoroughness can amplify these errors even more. The goal of this talk is to improve the ability to identify and understand errors in judgement and choice. Through a deeper understanding of heuristics and of the biases to which they lead, improvements in judgement and decision-making under situations of uncertainty, such as a system-wide outage should be gained.
One of the core principles of the project is that it decouples operations and operations roles via abstraction layers that enable specialization and focus that both reduces the cost of operations as well as increasing the quality.
The Big Data hype is over and it’s time to actually get results. Not easy when Big Data has been so overhyped, Berkeley University compiled a list of 40 competing, contradictory definitions. But to those who really understand Big Data, it’s a competitive advantage on par with computers or the internet itself. The key is to understand that Big Data is really a collection of different technologies all vaguely clumped together by those who either don't know better or vendors who thinks ambiguity helps sales. As Thomas Davenport said, "Vendors and consultants will take any new, hot term and apply it to their existing offerings…and that has already happened in spades with Big Data." In this talk, Big Nimble founder Michael Kauffman cuts through the techno-babble and marketing fog to explain what Big Data actually is and how to use it.
Expedia Local Expert started with no API over 3 years ago and a very small web footprint, however in the last few years we’ve created a development and operations organization which runs on the fuel of the DevOps fundamentals. This has allowed our business to grow at a phenomenally rate and redefine IT in the Expedia culture and share that with the community
Excluding weekends from your metrics reports may sound appealing when the goal is to reduce lead-time and/or cycle-time in your workflow. From a reporting perspective, it’s nice to show improvement, so why not exclude times when people aren’t thought to be working? This strongly opinionated ignite talk exposes three serious reasons why excluding weekends from time metrics reporting can get you into deep kimchi.
Disclosure: I am an organizer for Devopsdays Seattle and therefore ineligible to participate in the discussion or voting of this proposed ignite talk.
In this talk we’ll discuss our own journey at Columbia Sportswear including: * Overcoming the “yeah windows can already do everything you want us to do” * Overcoming the “we don’t run Linux and this can’t work here” * Getting Engineers to buy in that they current skillset will not sustain them * Finding a couple of early adopters * Finding allies (peers) in the organization * Using a series of experiments to incrementally converge on version control, exposing work, kanbans, demos, etc. * Optimizing the automation to be as inviting as possible (yes we did some hard coding at times) * Starting the organization on the path to becoming a learning organization * Tempering enthusiasm to keep the entire team moving forward
I was the regular enterprise sysadmin: network administrator & datacenter systems engineer in an ISP, IT operation support administrator in a retail company and IT systems engineer in a software development company. I spent time on choosing cool names for my servers. I knew the exact location of a server in the datacenter. I felt sad when their lights stopped blinking. I felt more sad it that happened on a weekend night.
And then I joined a team adopting the DevOps mindset. Let me be honest: change was scary! But it was also a great learning experience. This talk will share what was challenging and what worked for me in my transition from being a regular sysadmin to living and breathing DevOps.