About Motivation in DevOps Culture
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This document discusses how the company DreamLab phased out their traditional motivational systems and moved to a DevOps culture with different approaches to motivation. It provides the following key points: - DreamLab transitioned from waterfall to agile to DevOps approaches over 2011-2014, and found their previous motivational systems no longer fit the new work environment. - Research shows incentive structures affect how teams collaborate and share information. DreamLab aimed to create an environment that motivates in a DevOps culture without financial incentives. - Their new approach focuses on self-determination theory and intrinsic motivation factors like autonomy, mastery, purpose and relatedness, removing money as a motivator and ensuring those intrinsic factors through
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DevOps: A Culture Transformation, More than Technology
DevOps: A Culture Transformation, More than Technology
Four pillars of DevOps - John Shaw - Agile Cambridge 2014
Four pillars of DevOps - John Shaw - Agile Cambridge 2014
How We Do DevOps at Walmart: OneOps OSS Application Lifecycle Management Plat...
How We Do DevOps at Walmart: OneOps OSS Application Lifecycle Management Plat...
DOES15 - Ernest Mueller - DevOps Transformations At National Instruments and...
DOES15 - Ernest Mueller - DevOps Transformations At National Instruments and...
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DevOps
The document discusses the roles and relationships between development (Dev) and operations (Ops) teams, and introduces the DevOps approach. It notes that traditionally there has been a disconnect between Devs and Ops that results in inefficiencies. DevOps aims to bridge this gap through a collaborative mindset and practices like automating infrastructure provisioning and deployments, implementing continuous integration/delivery, monitoring metrics, and breaking down silos between teams. Specific tools mentioned that support DevOps include Puppet for configuration management and Autobahn for continuous deployment.
(re)building an engineering culture: DevOps@TGT
Title: (re)building an engineering culture: DevOps@TGT
Speakers: Heather Mickman, Ross Clanton
Venue: Velocity 2015, Santa Clara, CA
This talk will largely be a reflection on the DevOps journey at Target and the focus on (re)building an engineering culture. In the DevOps community, you hear a lot of talk about whether you should drive DevOps into an organization from the top-down or from the bottom-up. At Target we did a hybrid of both.
It definitely started as a grassroots movement in a few small teams, and gained broader grassroots momentum when we kicked off our first internal DevOps Days in February 2014. This enabled us to start engaging a community, finding out who had passion for this across our IT organization, and providing them a forum to connect, share, and learn about DevOps awesomeness.
We fostered and grew this community by leveraging social media and guerilla marketing to start driving the conversation across our organization, as well as demonstrating the success that teams were having. We then leveraged some of this early energy to engage more leader champions to start building the top-down support for DevOps. Now, having completed four DevOps Days conferences at Target, we will share more details on our approach, results, speakers, and topics.
We did much more than just host DevOps Days. We tapped into the growing community to start testing and learning different approaches. We have lots to share, both in terms of results we’ve achieved and how we’re focusing on changing culture and mindsets. From a technology perspective, we will discuss how we rapidly drove momentum on our automation toolchain across our IT organization. Our vision was to enable and empower all technologists to automate the things they were accountable for. We pursued this vision in many ways, including automation hackathons; establishing an embedding/coaching model for our deep SMEs to help teach; opened labs; developed community-based support; and even brainstormed some creative work models that we will share.
The end result of these various activities is driving full-stack ownership that will ultimately enable the expansion of CI/CD across our enterprise. This is the overarching theme, and next step in our enterprise transformation. It is through this foundation that we are building culture, tooling, and collaborative and flexible work models that will enable our acceleration in 2015. We are leveraging these learnings to shift to more of a full-stack product model for our technology delivery and management. We’re also transforming infrastructure from a model based on technology silos, to an end-to-end infrastructure service model focused on enabling business agility.
These changes haven’t been easy. In fact, we’ve already had a lot of learnings on our journey. We will share some of those key challenges and lessons learned, specifically on talent, culture, and leadership.
What Does DevOps Culture Feel Like?
In this webinar we'll explore what is DevOps culture, why it's important, and how it differs from many typical organisational cultures and why. We'll see some simple things we can do to help nurture a DevOps culture within our organisations, and investigate some collaboration and team patterns which can help to change behaviour to encourage DevOps to flourish.
5 Best Practices DevOps Culture
The document discusses best practices for DevOps culture. It outlines 5 topics: 1) Train everyone on new DevOps tools and workflows, 2) Share and speak openly about projects, 3) Collaborate between development and operations teams and automate processes, 4) Prioritize building trust between teams with a focus on business services, and 5) Build a diverse project team with different skills including development, deployment, and testing. The document provides an overview of DevOps and examples of how companies like Amazon, Facebook, and Etsy implement DevOps practices.
111 Thesen zur digitaler Kultur und Bildung
Prof. Dr. Benjamin Jörissen Lehrstuhl für Pädagogik mit dem Schwerpunkt Kultur, ästhetische Bildung und Erziehung
Building a Successful Cloud and Mobility Practice
In this prescriptive breakout session learn what successful Solution Providers are doing to build their Cloud/Mobility business. This workshop is designed for Solution Provider new to cloud/mobility marketplace or have not yet seen success. Success in the new marketplace starts with a Practice Statement, entails new ideas on building marketing savvy and better sales execution. We will cover a variety of tools, tips and techniques partners are using to drive Cloud /Mobility success.
Topics:
• Why you need to create a Practice Statement
• Aligning your marketing message to fit your Cloud strategy
• Building your Cloud marketing program that is unique and is active
• Creating a sales mentality and compensation program that works
• Developing a Business Guidance sales mentality
http://www.ingrammicrocloud.com
DevOps-driving-blind
The document discusses how DevOps can help transform enterprises from traditional slow and siloed software development processes to more agile and collaborative processes. It introduces a "Sonar model" to visualize how DevOps establishes feedback loops between development, testing, operations, and business users to continuously improve products and give businesses a competitive advantage. The model shows how Agile development, DevOps practices like continuous integration and delivery, and incorporating long-term business feedback can work together to achieve project, product, and business goals.
ITSM mit Open Source
Technischer Vortrag anläßlich der Open Rhein Ruhr am 08.11.1009. Im Vortrag werden verschiedene Tools für IT Servicemanagement vorgestellt, u.a. Assetmanagement, Ticket-/Incidentsysteme, Monitoring Tools, etc. Bei den Tools handelt es sich u.a. OpenOffice g, Nagios, OTRS, i-DoIT, OCS Inventory, Subversion,.
DevOps - Successful Patterns
Alex Vinyar is an enterprise architect with 18 years of automation experience who provides on-site consulting engagements to help companies assess their infrastructure and workflows, implement DevOps practices, and train teams. He has worked with many large companies to help them start their DevOps journeys. Some key lessons he has learned include getting executive sponsorship to provide resources and protection for changes, starting with a small initial project, controlling the impact of changes, appointing internal champions, using metrics to prove value, taking care of employees, understanding that culture change takes time, and regularly demoing successes and failures to build community.
Tracking DevOps Changes In the Enterprise @paulpeissner
DevOps - Train and Rails theme
Questions to consider when exploring, adopting or scaling DevOps in the Enterprise.
Hybrid models are the "only" option for organizations with legacy business models they must support, while they search for the right balance and strategies to enable DevOps to co-exist with legacy practices.
from 0 to continuous delivery in 30 minutes
In this session we will explore the full continuous delivery cycle from check-in to production using set of popular tools. During the session the attendees will be introduced to a set of tools and practices that enable continuous delivery from the technical point of view.
he 7 habits of Highly Effective Organization that Embraced DevOps - Oded Tamir
Adopting DevOps will have major impacts on many organization aspects since DevOps is not only technical but mainly Business, Organizational and Cultural oriented initiative.
This is the reason why the success factors of DevOps implementation should be measured by business KPIs such as ROI (Return On Investment), TTM (Time To Market), OTC (Order To Cash) or others business parameters.
“The 7 habits of Highly Effective Organization that Embraced DevOps” presentation will help organizations to better understand the habits they need to adopt while implementing DevOps in order to achieve the business goals.
DevOps Summit 2015 Presentation: Continuous Testing At the Speed of DevOps
Continuous delivery is frightening to enterprise IT managers who see each new private, public or hybrid cloud infrastructure software change potentially causing service outages or security concerns.
This presentation by Marc Hornbeek, first shared at the DevOps Summit 2015 in London, explains Spirent’s comprehensive Clear DevOps Solution to support:
- Rapid paced continuous testing without compromising coverage or service quality
- Orchestration of service deployments over physical and virtual infrastructures
- Best practices for integrating continuous testing into CI infrastructures
- How to use continuous testing analytics for deployment decisions
Enabling Enterprises Adopt DevOps
We at Whitehedge help you build better systems. Systems which help you accelerate and scale your business. DevOps adoption is very specific to each business case. It is important to align your business vision with DevOps vision.
DevOps: IT Operations as a Strategic Weapon
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
DevOps Roadtrip Final Speaking Deck
Jason Hand - DevOps Evangelist at VictorOps
Matt Augustine - CTO & Co-Founder at PlayFab
Courtney Kissler - VP of Retail at Starbucks
Monitoring Attack Surface to Secure DevOps Pipelines
A web application’s attack surface is the combination of URLs it will respond to as well as the inputs to those URLs that can change the behavior of the application. Understanding an application’s attack surface is critical to being able to provide sufficient security test coverage, and by watching an application’s attack surface change over time security and development teams can help target and optimize testing activities. This presentation looks at methods of calculating web application attack surface and tracking the evolution of attack surface over time. In addition, it looks at metrics and thresholds that can be used to craft policies for integrating different testing activities into Continuous Integration / Continuous Delivery (CI/CD) pipelines for teams integrating security into their DevOps practices.
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Without Self-Service Operations, the Cloud is Just Expensive Hosting 2.0 - (a...
The document discusses how without self-service operations, the cloud becomes expensive hosting 2.0. It argues that conventional cloud wisdom about time and cost savings may not be realized due to legacy processes and tooling that prevent organizations from fully taking advantage of cloud capabilities. It advocates for cross-functional delivery teams, turning information flow into artifact flow to reduce handoffs, and inserting verification points to drive feedback loops and continuous delivery.
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1. The company phased out traditional motivational systems like bonuses for projects in favor of a DevOps culture that emphasizes autonomy, purpose, and mastery over financial incentives.
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3. They ensured mastery through recognition and feedback. And they ensured relatedness through team goals, communities, and celebrations. Removing financial focus and ensuring these factors in a learning culture helped motivate teams.
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When many people think about DevOps transformations within an enterprise the first thing that comes to mind is a technology overhaul. It turns out one of the most challenging aspects of a successful DevOps transformation is changing how people work together within the organization. It’s about culture. In our working with dozens of clients over the years, and seeing many successful DevOps transformations, along with some not so successful transformations, we’ve come to understand that DevOps transformation is a great deal about people, too. Join us in this webinar to learn what we’ve learned about successfully building and sustaining a DevOps culture.
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3 6 I E E E S O F T W A R E P u b l i s h e d b y t h e I .docx
3 6 I E E E S O F T W A R E P u b l i s h e d b y t h e I E E E C o m p u t e r S o c i e t y 0 7 4 0 - 7 4 5 9 / 0 5 / $ 2 0 . 0 0 © 2 0 0 5 I E E E
Adopting agile practices is a process of con-
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velopment might provide the answer.
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People assume that a company that designs
and builds project management software has
all the knowledge and tools necessary to con-
tinuously perform software development flaw-
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Primavera has its roots in construction and
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on time.
Primavera’s project managers typically used
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people, usually those farthest from the action,
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more, relationships between the development
team and other departments began to deterio-
rate because expectations were seldom ful-
focus 1
Primavera Gets Agile:
A Successful Transition to Agile
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P
rimavera Systems provides enterprise project portfolio manage-
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Primavera’s
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processes. Learn
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quality software
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filled. So, in conjunction with a leadership
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3 6 I E E E S O F T W A R E P u b l i s h e d b y t h e I .docx
3 6 I E E E S O F T W A R E P u b l i s h e d b y t h e I E E E C o m p u t e r S o c i e t y 0 7 4 0 - 7 4 5 9 / 0 5 / $ 2 0 . 0 0 © 2 0 0 5 I E E E
Adopting agile practices is a process of con-
tinuous learning and improvement. The tran-
sition required hard work, intense focus, and
strict discipline. As a team, we discovered
many things about ourselves, our process, and
our products. Every discovery revealed a bet-
ter understanding of what it takes to success-
fully deliver software at a sustainable pace.
By telling our story, we hope to help others
in the software industry successfully transition
to agile development. The time is right for the
software development community to improve
its historically low success rate, and agile de-
velopment might provide the answer.
Starting down the agile path
People assume that a company that designs
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tinuously perform software development flaw-
lessly. The truth is, we struggle just like every-
one else.
Primavera has its roots in construction and
engineering. Our culture supported the com-
monly used waterfall development approach,
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ble. The team followed the typical cycle,
which usually resulted in working late nights
and weekends in an attempt to finish projects
on time.
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more, relationships between the development
team and other departments began to deterio-
rate because expectations were seldom ful-
focus 1
Primavera Gets Agile:
A Successful Transition to Agile
Development
P
rimavera Systems provides enterprise project portfolio manage-
ment solutions that help customers manage their projects, pro-
grams, and resources. Our development organization employs 90
business analysts, programmers, testers, documenters, and project
managers. When we decided to improve how we build software and in-
crease the quality of life for everyone on the team, we found our answer in
agile software development.
adapting agility
Bob Schatz and Ibrahim Abdelshafi, Primavera Systems
Primavera’s
development team
is a model for
others looking
to adopt agile
processes. Learn
how to deliver high-
quality software
while improving
your team’s quality
of life.
filled. So, in conjunction with a leadership
change in 2001, we took a hard look at the
many issues we had to resolve with respect to
the organization, its people, and its processes.
In particular, we had to improve the com-
pany’s perceptions of its own development
team, and the team itself had to reduce its
deep-rooted dependency on the organizational
hierarchy and break down functional silos
with ...
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Termin „Continuous Integration” robi karierę. Wszyscy w IT używają go tak często, że powoli staje się pustym hasłem. W zderzeniu z praktyką jest jednak różnie, bo do gry włączają się przyzwyczajenia, drogi na skróty kuszą. Dzisiaj każdy może w mgnieniu oka postawić VM i całą infrastrukturę, ale jak przy tym zachować najwyższą jakość? Podczas prelekcji Piotr przybliżył rozwiązanie problemu w prywatnej chmurze DreamLabu przy pomocy Atlassiana. Opowiedział, w jaki sposób jego zespół przeprowadza testy, analizuje kod i monitoruje wdrożenia serwisów, z których korzysta 23 miliony użytkowników w Europie.
Gdy testy to za mało - Continuous Monitoring
Prezentacja przedstawiona przez Piotra Marczydło na Quality Meetup #13.
"Gdy mówimy o naszej pracy, myślimy głównie o testowaniu. Jednak wraz z rozwojem produktu, testy przestają wystarczać. Żeby odpowiadać na potrzeby naszych klientów i rozwiązywać ich problemy musimy iść krok dalej. Podejście znane jako Continuos Monitoring to niezastąpiona pomoc w tropieniu problemów w aplikacjach. W prezentacji opowiadam jak w moim Zespole Quality Assurance zorganizowaliśmy monitoring – co mierzymy, w jaki sposób to robimy i do czego wykorzystujemy zdobytą wiedzę. Przedstawiam też kilka krytycznych błędów, które udało się nam wykryć właśnie dzięki stałemu monitorowaniu serwisów.
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W razie pytań zapraszamy do kontaktu academy@dreamlab.pl
The presentation has been part of DreamLab Academy workshop on Redux. For more details get in touch - academy@dreamlab.pl
Continuous Integration w konfiguracji urządzeń sieciowych
Konfigurowanie urządzeń sieciowych można traktować jak pisanie kodu. To co programiści znają jako continous integration może być wykorzystane również w zarządzaniu siecią, nawet tak dużą jak w Grupie Onet-RAS Polska. Na PLNOG Piotr Pieprzycki przedstawilł model w jakim wprowadzamy w DreamLabie zmiany w naszym środowisku i z jakimi problemami zetknęliśmy się po drodze.
Real User Monitoring at Scale @ Atmosphere Conference 2016
This document summarizes a real user monitoring system at scale. The key points are:
1. The system monitors over 20 million real users, 7 million requests per minute, and 150 million daily page views across 3 data centers and 3,000 servers.
2. Data is collected from over 40 teams and 250 daily deployments using script injection and sent to 3 data centers. It is ingested into Kafka and replicated for redundancy.
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在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
学校原件一模一样【微信：741003700 】《(Murdoch毕业证书)莫道克大学毕业证电子版成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样
学校原件一模一样【微信：741003700 】《(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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一比一原版(QU毕业证)皇后大学毕业证如何办理
QU本科学位证成绩单【微信95270640】《皇后大学毕业证书原版制作QU成绩单》【Q微信95270640】《仿制QU毕业证成绩单皇后大学学位证书pdf电子图》，A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
实体公司，专业可靠，办理加拿大毕业证|办美国成绩单|做德国文凭学历认证|办新西兰学位证，办澳洲文凭认证，办留信网认证（网上可查，实体公司，专业可靠）铸就十年品质！信誉！实体公司！
文凭办理流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：微信95270640我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
7完成交易删除客户资料
高精端提供以下服务：
一：皇后大学皇后大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
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在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样
学校原件一模一样【微信：741003700 】《(UVic毕业证书)维多利亚大学毕业证》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Sethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
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About Motivation in DevOps Culture
- 1. How we phased out motivational system About motivation in DevOps culture DevOps Days, Warsaw, 22nd-23rd November 2016 Sabina Staszczyk
- 2. A few words about Our team and challenges History 2
- 3. DreamLab ◉ Tech company creating the media future ◉ 23 mln users from CEE ◉ Over 300 DevOps ◉ 800 deployments daily 3
- 4. 4 Till 2011 Waterfall 2011-2014 Agile Since 2014 DevOps Bonus for timely completing the project Quarterly bonus for achieving the objectives in the desired style Work environment overruns our motivational system History: work and incentive systems
- 5. Incentive structures affect how team members process and share information, cooperate and collaborate. 2015 State of DevOps Report 5
- 7. Even with the best tools, DevOps is just another buzzword if you don't have the right culture. Rouan Wilsenach 7 Source: http://martinfowler.com/bliki/DevOpsCulture.html Dev & Ops Collaboration Shared responsibility Team culture Organizational culture
- 8. Dev &Ops Collaboration @DreamLab ◉ DevOps teams, roles ◉ Blameless postmortems ◉ Monitoring ◉ Feedback ◉ Continuous Delivery 8
- 9. Our approach to motivation How to create environment able to motivate in DevOps culture? 9
- 10. 10
- 11. 11 ◉ Self Determination Theory (Edward Deci & Richard Ryan) ◉ Motivation 3.0/Drive (Daniel Pink) Inspiration Competence Relatedness Purpose Autonomy
- 12. 12 Dennis Bakke If you treat people like adults, they will act like adults, but if you treat them like children, they will act like children.
- 13. Why? We want to work in a place which we have a real impact on, because our engagement is the most important condition of the company’s success 13
- 14. How? ◉ We experiment and take risks ◉ We make sure that our work brings value ◉ We build strong teams, based on mutual cooperation ◉ We enable the development of leaders 14
- 15. What? Imagine a place where you would like to work. Start to create it! ◉ We are publicising proven ideas ◉ We are experimenting with new ideas ◉ We change the game rules to make that possible 15
- 16. 1. Remove money out of sight ◉ Internal and external justice of salaries ◉ No financial punishment (expected bonuses) ◉ Reward for outstanding achievements 16 Source http://thefinancialphysician.com
- 17. 2. Ensure autonomy ◉ Fedex Day ◉ Time for development and process tasks ◉ Objectives with adequate deadline 17
- 18. 3. Ensure purpose ◉ DemoDays ◉ Roadmap ◉ Financial transparency 18
- 19. 4. Ensure mastery ◉ Recognition ◉ Formal and informal feedback 19
- 20. 5. Ensure relatedness ◉ Team goals ◉ Guilds ◉ Integration, celebration 20
- 21. What next? 21
- 22. (-) the best thing you can do for your products, your company and your people is institute a culture of experimentation and learning (-). 2016 State of DevOps Report 22
- 23. Measurement ◉ Culture transformation ◉ Employee engagement ◉ Realization of business goals 23
- 24. 24