ChatOps as Change Agent
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The document discusses concepts related to DevOps including ChatOps, change agents, onboarding, and friction. It provides definitions for these terms and lists examples of how ChatOps can help with onboarding by reducing friction from issues like permissions, dependencies, training, context, timezones, organization structure, transparency, and guardrails. A quote indicates that Guido P. was very excited about the idea of ChatOps.
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by Nanda Lankalapalli32Copyright © 2018 - All rights are r.docx
by Nanda Lankalapalli
32
Copyright © 2018 - All rights are reserved by Power Agile Technologies Private Limited
Table of Contents
PERSONAL FULFILMENT 4
SCRUM VALUES 4
SCRUM, AGILE AND LEAN 6
ORIGINS OF LEAN THINKING 6
KAIZEN MINDSET 7
WASTE OF LEAN MANUFACTURING 8
LEAN CONCEPTS 9
LEAN AND AGILE ENGINEERING 11
AGILE FACILITATION 12
FACILITATING OPEN DISCUSSION 12
ALTERNATIVES TO OPEN DISCUSSION 12
SETTING THE FRAME 19
DEBRIEFING 19
VISUAL FACILITATION FOR COLLABORATION 22
FACILITATING REMOTE TEAMS 24
COACHING 26
COACHING AGREEMENT 26
COACHING ASSUMPTIONS 28
PSYCHOLOGICAL CONSIDERATIONS 29
SERVICE TO PRODUCT OWNER 33
PRODUCT VISION 33
STORY WRITING WORKSHOP 37
BUY A FEATURE 37
DESIGNING PRODUCT BACKLOG 38
SERVICE TO DEVELOPMENT TEAM 40
TEAM PERFORMANCE CURVE 40
FIVE DYSFUNCTIONS OF TEAM 41
STARTING NEW TEAM 49
KICK-OFF A NEW SCRUM TEAM - ROLE PLAY 51
SOFTWARE CRAFTSMANSHIP 52
SERVICE TO ORGANIZATION 58
COMPLEX SYSTEMS 58
SYSTEMS THINKING 61
ORGANIZATIONAL CHANGE 65
SCALING SCRUM 73
ORGANIZATIONAL DESIGN 73
ALIGNMENT VS AUTONOMY 75
SCALING PRODUCT OWNER 76
CROSS TEAM COLLABORATION 77
ENGINEERING PRACTICES FOR SCALING 79
APPENDIX 80
BRIEF HISTORY OF LEAN 80
READING LIST 83
Personal FulfilmentScrum Values
Mark on the below radar chart on the scale of 1 to 5 (1 is least and 5 is the best) on how do you rate yourself on Scrum values:
Openness
5
Courage
3
1Respect Focus
Commitment
Share your Analysis of how you improved on your Scrum Values over period. Also share two concrete examples where you have used these values.
Scrum, Agile and LeanOrigins of Lean Thinking
Identify and List the aspects of Lean Thinking
❖
❖
❖
❖
❖
Kaizen Mindset
Kaizen is the Japanese word for a “good change” (Kai = change, Zen = good). It means constant improvement of all company functions, at every hierarchical level, from CEO to the least paid employees. It doesn’t matter if the change happens one time or is constant, big or small, as long as it is a change for the better.
The result of Kaizen should be a better workplace, a safer environment, elimination of hard work, teaching people how to scientifically innovate and test new ideas, reducing waste, increasing productivity, optimizing the supply chain and sales channels, and so on.
You can always do it better, make it better, and improve it, even if things are not broken. In Kaizen, problems are seen as opportunities to improve.
Relate how Product and Process Kaizen happens in Scrum
Product Kaizen
Process Kaizen
Waste of Lean Manufacturing
Map wastes of Product Development to Wastes of Lean Manufacturing.
Wastes of Lean Manufacturing
Wastes of Product Development
Transportation
Unnecessary movement of the product that doesn’t add any value.
Inventory
Product or parts of the product that doesn’t yield any income yet.
Motion
Moving People and Equipment that produces the product.
Waiting
Waiting for next production step
Over-Production
Producing ahead of the demand
.
by Nanda Lankalapalli (32) (Copyright © 2018 - All right.docx
The document discusses various facilitation techniques for leading productive discussions and meetings. It describes open discussion and alternatives like structured go-arounds and small group work. It provides guidelines for facilitating activities like listing ideas, brainstorming, and setting an effective frame for discussions. The document aims to help facilitators design structured yet engaging processes for collaborative work.
by Nanda Lankalapalli (32) (Copyright © 2018 - All right
by Nanda Lankalapalli
(
32
) (
Copyright © 2018 - All rights are reserved by Power Agile Technologies Private Limited
)
Table of Contents
PERSONAL FULFILMENT 4
SCRUM VALUES 4
SCRUM, AGILE AND LEAN 6
ORIGINS OF LEAN THINKING 6
KAIZEN MINDSET 7
WASTE OF LEAN MANUFACTURING 8
LEAN CONCEPTS 9
LEAN AND AGILE ENGINEERING 11
AGILE FACILITATION 12
FACILITATING OPEN DISCUSSION 12
ALTERNATIVES TO OPEN DISCUSSION 12
SETTING THE FRAME 19
DEBRIEFING 19
VISUAL FACILITATION FOR COLLABORATION 22
FACILITATING REMOTE TEAMS 24
COACHING 26
COACHING AGREEMENT 26
COACHING ASSUMPTIONS 28
PSYCHOLOGICAL CONSIDERATIONS 29
SERVICE TO PRODUCT OWNER 33
PRODUCT VISION 33
STORY WRITING WORKSHOP 37
BUY A FEATURE 37
DESIGNING PRODUCT BACKLOG 38
SERVICE TO DEVELOPMENT TEAM 40
TEAM PERFORMANCE CURVE 40
FIVE DYSFUNCTIONS OF TEAM 41
STARTING NEW TEAM 49
KICK-OFF A NEW SCRUM TEAM - ROLE PLAY 51
SOFTWARE CRAFTSMANSHIP 52
SERVICE TO ORGANIZATION 58
COMPLEX SYSTEMS 58
SYSTEMS THINKING 61
ORGANIZATIONAL CHANGE 65
SCALING SCRUM 73
ORGANIZATIONAL DESIGN 73
ALIGNMENT VS AUTONOMY 75
SCALING PRODUCT OWNER 76
CROSS TEAM COLLABORATION 77
ENGINEERING PRACTICES FOR SCALING 79
APPENDIX 80
BRIEF HISTORY OF LEAN 80
READING LIST 83
Personal FulfilmentScrum Values
Mark on the below radar chart on the scale of 1 to 5 (1 is least and 5 is the best) on how do you rate yourself on Scrum values:
(
Openness
5
Courage
3
1
)Respect Focus
Commitment
Share your Analysis of how you improved on your Scrum Values over period. Also share two concrete examples where you have used these values.
Scrum, Agile and LeanOrigins of Lean Thinking
Identify and List the aspects of Lean Thinking
(
❖
❖
❖
❖
❖
)
Kaizen Mindset
Kaizen is the Japanese word for a “good change” (Kai = change, Zen = good). It means constant improvement of all company functions, at every hierarchical level, from CEO to the least paid employees. It doesn’t matter if the change happens one time or is constant, big or small, as long as it is a change for the better.
The result of Kaizen should be a better workplace, a safer environment, elimination of hard work, teaching people how to scientifically innovate and test new ideas, reducing waste, increasing productivity, optimizing the supply chain and sales channels, and so on.
You can always do it better, make it better, and improve it, even if things are not broken. In Kaizen, problems are seen as opportunities to improve.
Relate how Product and Process Kaizen happens in Scrum
Product Kaizen
Process Kaizen
Waste of Lean Manufacturing
Map wastes of Product Development to Wastes of Lean Manufacturing.
Wastes of Lean Manufacturing
Wastes of Product Development
Transportation
Unnecessary movement of the product that doesn’t add any value.
Inventory
Product or parts of the product that doesn’t yield any income yet.
Motion
Moving People and Equipment that produces the product.
Waiting
Waiting for next production step
Over-Production
Producing ahead ...
Collaboration Proposel
This report proposes implementing a collaboration solution to improve information sharing, communication, and productivity within the company. It identifies key needs like increased workforce productivity, faster product development timelines, and streamlined communication. The current system of information storage in directories and informal knowledge sharing is inefficient. A collaboration environment could capture knowledge, facilitate project management and processes, and integrate with existing applications. This would help onboard new employees more quickly, reduce time spent searching for information, and empower employees and teams to work more effectively together.
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2. Key aspects of the recommended approach include forming small self-sufficient teams with members from business, design, and development co-located and each dedicated to a single project, making design decisions and getting quick feedback through minimum viable products, and managing teams based on measuring outcomes like user behavior rather than just completed outputs.
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No Tool is an Island: Building DevOps into your business
IT toolstacks keep growing, with specialized tools that improve the efficiency of the business analysts, developers, testers, and service desk reps involved in the software delivery value stream. The problem is: NOTHING IS FLOWING! Tasktop was no exception. We struggled with the lack of visibility, communication bottlenecks, inefficiencies and waste created by a disconnected toolchain. In this webinar, we’ll describe the problems we faced and how we’ve solved them with relative ease through automation across our value stream.
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This document discusses how to introduce Agile practices into non-Agile organizations. It emphasizes that change takes time and must be an evolutionary process rather than a revolution. Key steps include starting with current practices, pursuing gradual change, respecting existing roles, and encouraging leadership at all levels. Above all, change programs must attend to people's needs to be successful. Introducing Agile requires enabling transformation through evolution not revolution, focusing on people and culture, making it a collective journey, and providing experienced coaching.
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This document summarizes Marcus Denker's talks on feedback loops at ESUG conferences in 2014 and 2016. Some key points:
- Smalltalk should utilize feedback loops where the system and tools can easily evolve based on user feedback.
- Maintaining backward compatibility can limit improvements, so some breaking changes may be needed while providing migration paths.
- Imperfect changes are acceptable if they integrate user feedback and keep the system evolving. Involving the community helps improve changes.
- As a project grows, handling increased tasks, complexity, and contributions requires technical solutions like Git and improved community structures like consortiums. The goal is to keep the system operating as a feedback loop that scales.
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Nomads do not build Cathedrals
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Video Part 1: https://www.youtube.com/watch?v=Vcoy5gwUvOA
Video Part 2: https://www.youtube.com/watch?v=5LrH9r4FNzY
Abstract: This will a rather unusual talk for ESUG. The theme is not Smalltalk directly, but instead I discuss how progress and inventing new things fits with incremental, reflective nature of Smalltalk.
People often argue that progress is only possible when you throw everything away and start from scratch. In this talk I will argue that this thinking is a trap and the only way for progress in practice is to take an incremental approach of constantly improving and therefore evolving the imperfect system you already have.
I will show how the idea of creating feedback loops of improvement actually lead to non-linear growth and how this process of reflective constant improvement fits with the Smalltalk philosophy of incrementally and dynamically changing a running system.
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The data shows that Team Topologies provides the necessary organizational and team interaction patterns that help organizations achieve performance metrics such as delivering a new customer change request to live in under one hour, or diagnosing and recovering from a serious issue in production in under an hour.
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2. It describes the company's journey to scaling Agile from 5 teams working on 4 large projects to 7 teams working on 24 concurrent projects using an Agile Release Train approach.
3. Implementing Agile at scale provided results like reducing average delivery cycle time from 12 months to 3 months, increasing frequency of delivery from quarterly to fortnightly, lowering costs by 50%, and achieving on-time and on-budget deliveries
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Nowadays, sustainable production and consumption remain an exception. Consumers demand more sustainable products, yet they often lack information. The problem for product designers and managers: shifting to sustainable innovation is not always easy. This presentation will drive you through 10 tips to get started with more sustainable design.
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Learn more about the Leapfrog Project at: http://perspectives.3ds.com/tag/leapfrog-project/
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Lean Change Management - 5 Years of Insights
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by Nanda Lankalapalli32Copyright © 2018 - All rights are r.docx
by Nanda Lankalapalli
32
Copyright © 2018 - All rights are reserved by Power Agile Technologies Private Limited
Table of Contents
PERSONAL FULFILMENT 4
SCRUM VALUES 4
SCRUM, AGILE AND LEAN 6
ORIGINS OF LEAN THINKING 6
KAIZEN MINDSET 7
WASTE OF LEAN MANUFACTURING 8
LEAN CONCEPTS 9
LEAN AND AGILE ENGINEERING 11
AGILE FACILITATION 12
FACILITATING OPEN DISCUSSION 12
ALTERNATIVES TO OPEN DISCUSSION 12
SETTING THE FRAME 19
DEBRIEFING 19
VISUAL FACILITATION FOR COLLABORATION 22
FACILITATING REMOTE TEAMS 24
COACHING 26
COACHING AGREEMENT 26
COACHING ASSUMPTIONS 28
PSYCHOLOGICAL CONSIDERATIONS 29
SERVICE TO PRODUCT OWNER 33
PRODUCT VISION 33
STORY WRITING WORKSHOP 37
BUY A FEATURE 37
DESIGNING PRODUCT BACKLOG 38
SERVICE TO DEVELOPMENT TEAM 40
TEAM PERFORMANCE CURVE 40
FIVE DYSFUNCTIONS OF TEAM 41
STARTING NEW TEAM 49
KICK-OFF A NEW SCRUM TEAM - ROLE PLAY 51
SOFTWARE CRAFTSMANSHIP 52
SERVICE TO ORGANIZATION 58
COMPLEX SYSTEMS 58
SYSTEMS THINKING 61
ORGANIZATIONAL CHANGE 65
SCALING SCRUM 73
ORGANIZATIONAL DESIGN 73
ALIGNMENT VS AUTONOMY 75
SCALING PRODUCT OWNER 76
CROSS TEAM COLLABORATION 77
ENGINEERING PRACTICES FOR SCALING 79
APPENDIX 80
BRIEF HISTORY OF LEAN 80
READING LIST 83
Personal FulfilmentScrum Values
Mark on the below radar chart on the scale of 1 to 5 (1 is least and 5 is the best) on how do you rate yourself on Scrum values:
Openness
5
Courage
3
1Respect Focus
Commitment
Share your Analysis of how you improved on your Scrum Values over period. Also share two concrete examples where you have used these values.
Scrum, Agile and LeanOrigins of Lean Thinking
Identify and List the aspects of Lean Thinking
❖
❖
❖
❖
❖
Kaizen Mindset
Kaizen is the Japanese word for a “good change” (Kai = change, Zen = good). It means constant improvement of all company functions, at every hierarchical level, from CEO to the least paid employees. It doesn’t matter if the change happens one time or is constant, big or small, as long as it is a change for the better.
The result of Kaizen should be a better workplace, a safer environment, elimination of hard work, teaching people how to scientifically innovate and test new ideas, reducing waste, increasing productivity, optimizing the supply chain and sales channels, and so on.
You can always do it better, make it better, and improve it, even if things are not broken. In Kaizen, problems are seen as opportunities to improve.
Relate how Product and Process Kaizen happens in Scrum
Product Kaizen
Process Kaizen
Waste of Lean Manufacturing
Map wastes of Product Development to Wastes of Lean Manufacturing.
Wastes of Lean Manufacturing
Wastes of Product Development
Transportation
Unnecessary movement of the product that doesn’t add any value.
Inventory
Product or parts of the product that doesn’t yield any income yet.
Motion
Moving People and Equipment that produces the product.
Waiting
Waiting for next production step
Over-Production
Producing ahead of the demand
.
by Nanda Lankalapalli (32) (Copyright © 2018 - All right.docx
The document discusses various facilitation techniques for leading productive discussions and meetings. It describes open discussion and alternatives like structured go-arounds and small group work. It provides guidelines for facilitating activities like listing ideas, brainstorming, and setting an effective frame for discussions. The document aims to help facilitators design structured yet engaging processes for collaborative work.
by Nanda Lankalapalli (32) (Copyright © 2018 - All right
by Nanda Lankalapalli
(
32
) (
Copyright © 2018 - All rights are reserved by Power Agile Technologies Private Limited
)
Table of Contents
PERSONAL FULFILMENT 4
SCRUM VALUES 4
SCRUM, AGILE AND LEAN 6
ORIGINS OF LEAN THINKING 6
KAIZEN MINDSET 7
WASTE OF LEAN MANUFACTURING 8
LEAN CONCEPTS 9
LEAN AND AGILE ENGINEERING 11
AGILE FACILITATION 12
FACILITATING OPEN DISCUSSION 12
ALTERNATIVES TO OPEN DISCUSSION 12
SETTING THE FRAME 19
DEBRIEFING 19
VISUAL FACILITATION FOR COLLABORATION 22
FACILITATING REMOTE TEAMS 24
COACHING 26
COACHING AGREEMENT 26
COACHING ASSUMPTIONS 28
PSYCHOLOGICAL CONSIDERATIONS 29
SERVICE TO PRODUCT OWNER 33
PRODUCT VISION 33
STORY WRITING WORKSHOP 37
BUY A FEATURE 37
DESIGNING PRODUCT BACKLOG 38
SERVICE TO DEVELOPMENT TEAM 40
TEAM PERFORMANCE CURVE 40
FIVE DYSFUNCTIONS OF TEAM 41
STARTING NEW TEAM 49
KICK-OFF A NEW SCRUM TEAM - ROLE PLAY 51
SOFTWARE CRAFTSMANSHIP 52
SERVICE TO ORGANIZATION 58
COMPLEX SYSTEMS 58
SYSTEMS THINKING 61
ORGANIZATIONAL CHANGE 65
SCALING SCRUM 73
ORGANIZATIONAL DESIGN 73
ALIGNMENT VS AUTONOMY 75
SCALING PRODUCT OWNER 76
CROSS TEAM COLLABORATION 77
ENGINEERING PRACTICES FOR SCALING 79
APPENDIX 80
BRIEF HISTORY OF LEAN 80
READING LIST 83
Personal FulfilmentScrum Values
Mark on the below radar chart on the scale of 1 to 5 (1 is least and 5 is the best) on how do you rate yourself on Scrum values:
(
Openness
5
Courage
3
1
)Respect Focus
Commitment
Share your Analysis of how you improved on your Scrum Values over period. Also share two concrete examples where you have used these values.
Scrum, Agile and LeanOrigins of Lean Thinking
Identify and List the aspects of Lean Thinking
(
❖
❖
❖
❖
❖
)
Kaizen Mindset
Kaizen is the Japanese word for a “good change” (Kai = change, Zen = good). It means constant improvement of all company functions, at every hierarchical level, from CEO to the least paid employees. It doesn’t matter if the change happens one time or is constant, big or small, as long as it is a change for the better.
The result of Kaizen should be a better workplace, a safer environment, elimination of hard work, teaching people how to scientifically innovate and test new ideas, reducing waste, increasing productivity, optimizing the supply chain and sales channels, and so on.
You can always do it better, make it better, and improve it, even if things are not broken. In Kaizen, problems are seen as opportunities to improve.
Relate how Product and Process Kaizen happens in Scrum
Product Kaizen
Process Kaizen
Waste of Lean Manufacturing
Map wastes of Product Development to Wastes of Lean Manufacturing.
Wastes of Lean Manufacturing
Wastes of Product Development
Transportation
Unnecessary movement of the product that doesn’t add any value.
Inventory
Product or parts of the product that doesn’t yield any income yet.
Motion
Moving People and Equipment that produces the product.
Waiting
Waiting for next production step
Over-Production
Producing ahead ...
Collaboration Proposel
This report proposes implementing a collaboration solution to improve information sharing, communication, and productivity within the company. It identifies key needs like increased workforce productivity, faster product development timelines, and streamlined communication. The current system of information storage in directories and informal knowledge sharing is inefficient. A collaboration environment could capture knowledge, facilitate project management and processes, and integrate with existing applications. This would help onboard new employees more quickly, reduce time spent searching for information, and empower employees and teams to work more effectively together.
Incremental innovations are good enough
Incremental innovations can be a forte of any company as long as they have the culture to be innovative. Disruptive innovations happen once in a while and few companies evolve out of them. But doing continuous improvement, and having a process to take ideas to realize products is essential for any company to stay alive.
The Art of Building a Process Design Team
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PuppetConf 2017: DevOps: A Catalyst for Enterprise Agility- Heidi Araya- Brig...
Agile and DevOps are both common buzzwords and lots of organizations are “doing” them. Implementing frameworks such as Scrum/Kanban sometimes can make changes within an area of the company, but instituting DevOps essentials such as continuous integration, continuous deployment, and continuous monitoring often require greater collaboration across teams in companies with functional structures. Find out how implementing Agile and DevOps practices at your organization can cause changes in mindsets, people, processes and tools, often leading to real organizational change and improved agility. After attending, listeners will leave with an understanding of the journeys we have seen to get there and the key drivers for a successful transformation.
Al Dhafra Paper Manufacturing chooses PRESTO Digital Transformation
Al Dhafra Paper Manufacturing
chooses PRESTO Digital Enterprise to increase shop floor collaboration in issue resolution, waste reduction, performance enhancement and talent & change management . Al Dhafra Paper Manufacturing Company Ltd. (ADPMCL) is a recent expansion of Union Paper Mills, founded in Dubai in 1987 and known as one of the pioneers who introduced recycling industry to the United Arab Emirates. Their products are manufactured out of 100% recycled waste paper using advanced technologies which adhere to strict environmental regulations converting waste into productive use. Having digital transformation on the top of its agenda and looking to teach ‘Lean’ methodologies amongst the staff, ADPMCL chose PRESTO Digital Enterprise to manage daily shop floor challenges and optimise performance
Al Dhafra Paper Manufacturing Company chooses PRESTO Digital Tranformation
Al Dhafra Paper Manufacturing chooses PRESTO Digital Enterprise to increase shop floor collaboration in issue resolution, waste reduction, performance enhancement and talent & change management.
Visual project management simplifying project execution to deliver on time an...
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How to Ship in 8 Weeks or Less (via Cross-Functional Teams)
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This webinar will cover common approaches and pitfalls in the successful maintenance of legal aid technology initiatives. It will explore how project upgrades and enhancements fit into a long-term project plan and budget given the dynamic nature of tech tools available. This webinar will also highlight staffing and documentation practices to support knowledge transfer and continuity when there is staff turnover, or when a project begins with a consultant or volunteer and then needs to be sustained in-house. We will feature experienced and newer project managers who are involved in statewide websites, online forms projects, and other technology initiatives to share lessons learned and tips for the future.
NEW WORK - THE DAY AFTER TOMORROW
What are the main drivers of the digital age? What is the impact of automation and AI on the workforce? How to tackle the organizational implications of New Work? What are best-practice use cases & references for a successful New Work implementation? What are lessons learned? What to learn more? directly contact: marc wagner@detecon.com
Why Even DevOp?
DevOps Loop at VMworld
Session Title: Why Even DevOp?
Speaker: Dr. Nicole Forsgren, Partner, Microsoft Research
Simplicity
The document proposes a "Simplicity - A Collaborative Innovation Project" at The Press Association (PA) to foster innovation and creativity. It aims to establish a collaborative project team of 6 members from different PA departments. The team will be given time and space weekly to work on generating new ideas. The project seeks to encourage bottom-up structures, cross-departmental collaboration, and diversity of thought to serve as a model for innovation at PA and help formulate a digital strategy. Intangible results are expected to simplify structures and transform PA operations in the mid-long term.
Agile for managers
This presentation introduces some of the most common reasons why organizations choose to adopt Agile approaches. It presents high level statistics on software development project success to demonstrate why the traditional project management approach may not be suitable for all projects. The presentation introduces what Agile is and the reasons justifying its adoption. Once the Agile concepts have been presented, the material introduces the Scrum approach by giving a walk through of a typical process. The presentation ends with the main impacts on people managers within organizations who are adopting Agile.
Collaborative Tools for Up2U Project Task management and team involvement
This document discusses collaborative tools used for task management and team involvement in the UP2U project. It describes how Trello was used as the central project management tool to organize work packages, tasks, deliverables, and track progress. It also discusses various online meeting solutions used like Google Hangouts, Skype, Zoom and WebEx to facilitate remote meetings. Tools like Doodle and Google Forms were used to schedule meetings and collect opinions from partners in different countries involved in the project. The document provides examples of how these various tools were implemented within the UP2U project structure to help manage the work remotely and maintain collaboration between geographically distributed teams.
DevOps: an efficient operating model
2i recently attended a DevOps Summit in London to learn more about how different companies have implemented DevOps. Read our overview to gain a better understanding of the DevOps operating model.
Agile Handbook.pdf
This document provides an overview of Agile project management. It is intended as a quick introduction for those looking to learn about Agile or introduce it on a project. The summary describes Agile as breaking projects into small, iterative chunks where working software is produced at the end of each iteration to gain feedback. It also notes that Agile values individuals, working software, customer collaboration, and responding to change over following a strict plan.
Vmware2021 why even devop nicolefv
So often, we talk about doing the DevOps for money, fame, and high performance. But DevOps was the original hipster of changing the way we work to take care of ourselves and each other. In this talk, Nicole Forsgren will discuss how these technology transformations can not only help us ship software with speed and stability, they can reduce burnout, improve our culture, and communicate better. She will also share the latest research from her team about productivity, and what this means for the future of work -- spoiler alert: productivity is personal. As we shift back into work patterns that look like normal (whatever normal is), we can reimagine cultures and technologies that shift to support us and our teams -- just like DevOps did in its beginning.
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by Nanda Lankalapalli32Copyright © 2018 - All rights are r.docx
by Nanda Lankalapalli32Copyright © 2018 - All rights are r.docx
by Nanda Lankalapalli (32) (Copyright © 2018 - All right.docx
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
ChatOps as Change Agent
- 1. @scottnasello | @DevOpsDaysRox1 “I’m more excited about ChatOps than any other idea in the last 10 years” – Guido P.
- 2. @scottnasello | @DevOpsDaysRox2 change a·gent /CHānjˈājənt/ noun A person who helps an organization transform itself by focusing on such matters as organizational effectiveness, improvement, and development..
- 3. @scottnasello | @DevOpsDaysRox3 chat·ops /Chat äps/ noun A collaboration model that connects people, tools, process, and automation into a transparent workflow.
- 5. @scottnasello | @DevOpsDaysRox5 on·board·ing /änˈbôrdiNG/ noun the action or process of integrating a new employee into an organization or familiarizing a new customer or client with one's products or services.
- 6. @scottnasello | @DevOpsDaysRox6 … New hire day 1 on·board·ing
- 7. @scottnasello | @DevOpsDaysRox7 … Immediate gratification on·board·ing
- 8. @scottnasello | @DevOpsDaysRox8 … Autobuild Coffee Scripts on·board·ing
- 9. @scottnasello | @DevOpsDaysRox9 … git, CI pipeline, Hubot on·board·ing
- 10. @scottnasello | @DevOpsDaysRox10 fric·tion /frikSH(ə)n/ noun conflict or animosity caused by a clash of wills, temperaments, or opinions.
- 11. @scottnasello | @DevOpsDaysRox11 … permissions fric·tion
- 12. @scottnasello | @DevOpsDaysRox12 … dependencies fric·tion
- 13. @scottnasello | @DevOpsDaysRox13 … training & experience fric·tion
- 14. @scottnasello | @DevOpsDaysRox14 … context fric·tion
- 15. @scottnasello | @DevOpsDaysRox15 … timezone & language fric·tion
- 16. @scottnasello | @DevOpsDaysRox16 … organization structure fric·tion
- 17. @scottnasello | @DevOpsDaysRox17 … tribal knowledge fric·tion
- 18. @scottnasello | @DevOpsDaysRox18 … transparency fric·tion
- 19. @scottnasello | @DevOpsDaysRox19 … guardrails fric·tion
- 20. @scottnasello | @DevOpsDaysRox20 … CALMS fric·tion