Common sense continuous delivery
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Want to move to Continuous Delivery? Keep these things in mind. It's a mind-set shift. Take a holistic view. Don't presume Automation is the silver bullet.
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But your internal customers say your teams are slow. This session will teach you how to use the Theory of Constraints to figure out how to speed up, by finding the one thing that’s slowing them down.
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- to better control scope creep,
- to reinforce your relationship with the I.T. Development team’s client,
- to be able to make commitments and honour them and
- to decide where your bottleneck should be.
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Clarke Ching is a computer scientist with an MBA who discovered Goldratt’s Theory of Constraints (ToC) in 2003 and has been using it ever since to accelerate Agile initiatives. He is fascinated by Agile and obsessed with ToC.
He wrote the amazon best-sellers Rolling Rocks Downhill and The Bottleneck Rules. Rolling Rocks Downhill teaches 3 things: the fundamentals of Agile combined with ToC; how to use those fundamentals to deliver big projects faster and on time; and how to deliver quietly huge transformations. It’s been featured in The Guardian newspaper and The Spectator magazine. It was one of Barbara Oakley’s top 10 books of 2019. It was the #2 best-selling Leadership book on amazon.com, just behind Steven Covey’s 7-habits book.
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What you will learn:
• Basics of the agile methods.
• Tips you can apply the very next day at work.
• Actionable tools and tactics to handle different product team scenarios that a product manager face.
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This document provides tips for delivering value from a Kanban system, beginning with the basics. It recommends using the STATIK method to structure the Kanban system and define the workflow. It suggests distinguishing between upstream and downstream work, with upstream focused on clarifying work and removing impediments. Tips include enforcing user work-in-progress limits to improve flow, monitoring card aging to address slippage, conducting meaningful retrospectives, and humanizing work by celebrating individuals and milestones. For software development teams, it recommends following INVEST principles for user stories, automating where possible, and stopping estimating in favor of prioritizing completed work. The overall message is to start with the basics of Kanban and focus on continuous improvement over
Jan de Vries - How to convince your boss that it is DevOps that he wants
- We all know that we could implement DevOps a lot faster if we only would have commitment from our boss. We all know that there is a shiny business case for almost every DevOps implementation
- And we all know that the whole company will reap the benefits regarding speed, agility and stability once we implemented DevOps. Actually, it provides good, fast and cheap at the same time. So, what are we waiting for? What is your boss waiting for? What is C-level waiting for?
- That’s something we will do research on in this workshop. We will also share our research on this from the recent past.
- The workshop starts with a presentation about 7 practices that a company should adopt to be able to apply DevOps.
- The technique that we use is called Appreciative Inquiry. To tackle a problem, it discovers the best practices that work, the reason they work and how these combined practices can be used to avoid the problem ahead and create a strategic change. The aim is to build – or even rebuild – organizations around what works, rather than trying to fix what doesn’t.
- So we want to know what your boss is afraid of and what you have already tried to convince him that he is better off with DevOps. You will leave the workshop with the combined Appreciative Inquiry insights of all the attendees
Continuous Integration for Citizens
The document discusses continuous integration and incremental development. It defines continuous integration as a pipeline with jobs that can run in parallel and produce artifacts that other jobs depend on. Incremental development involves implementing features in a way that maintains the integrity of the existing system and enables easy deployment. It is driven by requirements and tests, uses source control management, and aims for the system to be releasable at any time. Continuous integration helps achieve many of the goals of incremental development through automated testing, monitoring, and deployment pipelines.
Introducing Agile Methodologies
Дмитро Бузоверя
Директор Cloud Computing департаменту в компанії AMC Bridge
Agile підхід до управління проектами існує вже більше 15 років, він досі є об’єктом багатьох дискусій та вважається інноваційним у деяких областях.
Дмитро Бузоверя, зробить огляд методології Agile у розробці програмного забезпечення. Він розкаже про історію Agile, його принципи та більш детально зупиниться на різних методиках: Extreme Programming (XP), Scrum, Lean та Kanban.
Ця лекція допоможе зібрати пазл з Agile термінології в єдину картинку.
Codemash 2.0.1.4: Tech Trends and Pwning Your Pwn Career
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✊ Join the DEV-olution: A culture of empowered developers
Engineering leaders say their organizations struggle with productivity, collaboration, and tracking progress against goals. Some try to fix it by adding more dashboards, making strict rules, and asking for more reports. But just doing more doesn't solve the real issues developers face.
Let’s build a culture that empowers developers to do the right things and starts a dev-olution. Join Sven and hear how empowered teams build trustful relationships, work asynchronously and synchronously, use data smartly, care about outcomes, stay curious, and always try new things. More importantly, you will learn how to establish such a culture evolutionarily.
Empowering your engineers will amplify developer joy and supercharge your development effectiveness.
Agile Project Management: From Agile Teams to Agile Organizations - Steve Mer...
Agile Project Management: From Agile Teams to Agile Organizations
We will present the tools and strategies for adopting agile project management practices that connect business, management and delivery teams. We propose a framework that maintains an executive focus on managing investment and risk, introduces enterprise-level agile product development lifecycle and separates project governance from operational delivery while loosely coupling these activities.
À propos de Steve Mercier
Steve est un professionnel du développement de produits logiciels, comptant plus de 20 ans d’expérience. Il a développé et mis en place des lignes de production logicielles assurant une meilleure efficacité de livraison, une adhésion croissante aux meilleures pratiques définies et une qualité accrue des produits entraînant la satisfaction des clients. Il applique les méthodes de travail Agile au quotidien depuis bientôt 10 ans. Il aime les défis techniques, apprécie être responsable de livrer, avec des gens de talents, en équipe, des produits qui comptent vraiment. Au fil des années il s'est spécialisé dans les champs suivants: Bonnes pratiques de développement de logiciel, Intégration et livraison continue, Lignes de production logicielles, Infrastructure gérée comme du code, Méthodes Agile et amélioration continue. Il oeuvre en ce moment comme gestionnaire d’une équipe de 15 DevOps bourrés de talent chez Lightspeed.
À propos de Jean-Paul Chauvet
President, Lightspeed
With over 20 years' experience as a marketing and sales executive in the technology sector, JP has been a key element in the continued growth of Lightspeed. By developing and leading Lightspeed's product strategy, go-to-market direction and taking a direct approach to engaging independent businesses, he has helped Lightspeed increase revenue, strengthen partner relations and achieve success month over month.
Lean & kaizen
Kaizen refers to continuous improvement. It involves applying lean thinking principles like reducing waste, improving flow, and empowering employees. The goal is to continuously make small improvements to get closer to zero waste, defects, inventory, and process times. Establishing flow by removing bottlenecks and batch processing is important to improve efficiency, quality, lead times and employee morale. However, when processes include large, shared equipment, inventory may need to be reduced slowly to first address quality issues.
Continuous Integration for Citizens
The document discusses continuous integration and incremental development. It defines continuous integration as a pipeline with jobs that can run in parallel and produce artifacts that other jobs depend on. Incremental development involves requirement-driven development, integrity of changes not harming other parts of the system, ability to deploy changes, isolation of changes, and being ready for release at any time. The document provides examples of tools that can be used for continuous integration, such as Jenkins, Travis CI, and Bamboo. It also discusses risks of relying on CI infrastructure and people not writing tests.
One trunk one pipeline one truth
The document discusses deploying code changes quickly through continuous integration, delivery, and deployment practices. It advocates for having a single code repository ("one trunk"), automated builds and testing on every commit, deploying to staging frequently, and aiming to deploy changes within hours or less. This allows for early feedback, catching issues early, and responding quickly to change requests from customers through incremental and frequent deliveries.
Software Craftsmanship @ Ntnu
The document discusses software craftsmanship and test-driven development (TDD). It notes that software craftsmanship is about raising the bar, taking pride in work, discipline, continuous learning, and deliberate practice. TDD's goal is to write clean code that works, following the Red-Green-Refactor mantra of writing a failing test, making it pass quickly, and refactoring code. The document promotes writing clean code because it is less expensive to maintain and leads to better programmers and productivity.
Why don't small companies do big a agile?
Why don't small companies do big-A-Agile? Are they agile by default? Is Agile just a way for a large company to behave more like a small one? In this retrospective on agile adoption in companies large and small we'll look at what drives adoption, how effective it is at meeting those goals and whether software craftsmanship could teach us more.
Webinar: Demonstrating Business Value for DevOps & Continuous Delivery
The document discusses DevOps and continuous delivery. It begins with an introduction and agenda. It then discusses transforming IT operations for greater business value, challenges for businesses and IT that DevOps addresses, what DevOps is in terms of people, processes, and tools. It discusses continuous delivery and provides examples of goals and metrics for DevOps initiatives like release frequency, throughput time, and idle time. Finally, it discusses how DevOps tools can work with other tools and processes.
Prototype to production process
Finish Line Product Development Services offers product development services to help small companies reliably manufacture prototypes at a reasonable cost. They recommend: 1) conducting design verification testing with an independent engineering team to identify issues; 2) ensuring documentation is complete for manufacturing; and 3) doing field testing with customers to identify early issues that can be addressed before large-scale production. Finish Line has experience helping over 300 small companies through the prototype to production process.
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Kanban India 2023 | Sudipta Lahiri | Deliver MVV from your Kanban System.ppsm...
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The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
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Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
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Common sense continuous delivery
- 1. Common Sense Continuous Delivery Things to remember when you want to bring change amrish deshpande
- 2. It’s a journey “It isn’t the mountains ahead to climb that wear you out, it’s the pebble in your shoe”- Muhammad Ali
- 3. Beware of the Blind spots Most companies struggle to get to CD because they don’t take a holistic view of the subject DevOps “experts” and Delivery Managers are not talking the same lingo or have the same set of priorities amrish deshpande
- 4. Tools Every chef needs right ingredients and tools before she starts cooking a new recipe It’s one thing to have a desire to move to a fully mature CD model, it's quite another thing to be ready for that. So first right step is to take stock of your current tools used for Operations and Release process. Don’t jump right into CD without accounting for tech-debt Git, Ansible, Chef,Jenkins, Sonar, Selenium, TestNG, Gradle… are you there yet? amrish deshpande
- 5. Test Pyramid How big is your Automation footprint? Automation is a big investment of time and resources Remember : Automation is a necessary condition, but not a sufficient condition for CD’s success Make an honest assessment of your test suites across the board. AND FIX IT FIRST! amrish deshpande
- 6. Number of Steps to Production The journey of a code change from developer’s desk to the Production server is a long one. The length of this journey is crucial. If your release process is over-engineered and top heavy, its a red-flag. Write down all steps in the process. Make it transparent and visible to your organization. Which is the longest pole? In other words, what’s the biggest hump to cross before code reaches production server? You have to shrink that step. And shrink it big amrish deshpande
- 7. Code Review Take a deep hard look at your Code Review process Has it become a mere formality? Is it being done as one checkbox to cross-off? Is it pragmatic and quick and not tied up into red-tape? Fix it. Fix it now. amrish deshpande
- 8. CI before CD First ensure CI. Don’t jump to CD Let CI bake-in with your organization’s overall roadmap Agree to what’s the definition of “Done” in your story. But don’t ‘game it’ Are you there yet with frequent small batches of code mergers? Implement that first amrish deshpande
- 9. Find those Unicorns Check this video : https://www.youtube.com/watch?v=fW8amMCVAJQ It's about “First Follower” Identify those unicorns in your organization. Back them and create a movement. Help them turn the sail in direction of the wind. It’s a leap of faith. People who don’t jump will be left behind. amrish deshpande
- 10. Decentralize Quality Teams Many organizations still have a central QE team that acts as a horizontal team Thats a big No-No Quality cannot be a bottleneck. Quality is individual team’s responsibility. Small batches of code delivery, means less Quality overhead. amrish deshpande
- 11. Work on getting a buy-in Maybe this should come first. But it’s easier said than done. Most folks across the technology and business will come on board slowly. Once they start seeing results. You cannot brute force your way to CD. You have to influence the change Faster feedback loop is the single biggest advantage of CD. Sell this in terms of Economics. amrish deshpande
- 12. Culture At the end it's a cultural shift, that does not happen overnight. It has to be a combination of informal and formal conversations. Make sure you have data points ready to produce when challenged. Document wins. Document failures. Be honest. Learn from missteps. Take small decisions. Take many decisions. Don’t go big bang. This will take a while. Culture-shift happens at it’s own pace. amrish deshpande
- 13. Summary CD is a mindset and not a process itself. Like Agile. There’s no silver bullet to “turn it ON”. Prepare groundwork, make honest assessment of tools and process. Automation is *a* necessary condition. But not *the* sufficient condition. Identify Unicorns and build a movement Get a buy-in from Stakeholders. amrish deshpande