In this session, we will discuss how to achieve real technical excellence that matters to the Business, how to build trust between Business and Tech, and how Business can react quickly and beat the competition with help from Tech. After many years in professional software development, we experienced the impact of Business’ decisions on Tech, the importance of technical excellence for the Business, and the role of Software Craftsmanship/Craftswomenship in achieving technical excellence.
We learned that Tech is an enabler for the Business, that Business is a key stakeholder, that mastery in practices such as Software Craftsmanship/Craftswomenship leads to technical excellence that really matters. Then, in an unexpected turn of events, we learned these assumptions were flawed, it was much more than that.
Project management in the age of accelerating change - IT/Tech specificLuca Minudel
- What is Agile and why is becoming increasingly popular?
- For what types of endeavours Agile is best suited?
- What additional tools does Agile add to a PM toolbox?
- How does a traditional project differ from an Agile digital product delivery?
- What is the role of the PM in an Agile delivery?
This session gives a short introduction of Agile for traditional Project Managers and describes the structure, the steps and the activities of an Agile project from Inception to delivery.
The values from the Agile Manifesto don’t seem to say much about the craft of software engineering. In fact, they don’t say anything about engineering at all. However, digging a little bit deeper, one quickly realizes that the benefits of Agile methods and practices cannot be realized with low quality software. Agile depends on engineering excellence.
So forget about Agile for a moment, at least the process side of things, and pay attention to the craft of software engineering; or in other words pay attention to building software the right way. Because only then you will be able to rapidly and continuously build the right software.
DOES15 - Elisabeth Hendrickson - Its All About FeedbackGene Kim
Elisabeth Hendrickson, VP of Engineering, Pivotal’s Big Data Suite
Fifteen years ago I was running a traditional QA department, and I had a horrifying realization: the better I got at my job, the worse I made things for the organization as a whole. This counter-intuitive realization spurred me on a journey to understand the relationship between testing and quality, and ultimately to the study of feedback loops in software development processes. Ultimately I found my way to Extreme Programming, and now work at Pivotal where we practice a particularly opinionated form of it. In this talk you’ll hear about my journey from the traditional silos with inherently long feedback latency to my current reality of increasingly tight feedback loops, and the lessons I’ve learned along the way.
XebiaLabs Top Enterprise DevOps Lessons for 2016XebiaLabs
As DevOps and continuous delivery slip further into the mainstream, the question for most enterprises is becoming less “What is DevOps” and more “How do we get started?”
Andrew Phillips, VP of DevOps Strategy at XebiaLabs, looks back at lessons learned from implementing DevOps and continuous delivery in 2015 and what it means for 2016. Read on to discover key takeaways that can help you make 2016 the year of DevOps in your organization.
You will learn:
The essential skills required to implement continuous delivery and DevOps at enterprise scale
How to strike a balance between culture and tooling
Actionable advice spun from real-world enterprise DevOps implementations
How to avoid the pitfalls that delay transformation
Predictions for the DevOps tech horizon in 2016
DOES15 - Heather Mickman & Ross Clanton - (Re)building an Engineering Culture...Gene Kim
Heather Mickman, Senior Group Manager, Target
Ross Clanton, Director, Target
This talk will largely be a reflection on the DevOps journey at Target and the focus on (re)building an engineering culture at Target. In the DevOps community you hear a lot of talk about whether you should drive DevOps in to an organization tops down or bottoms up. Well, we did a hybrid of both. It definitely started at Target as a grass roots movement in a few small teams and started to gain 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 tops 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 hosting DevOps Days. We tapped in to that growing community to start testing and learning some different approaches and 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 that 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, open labs, community based support, and even schemed 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 we are building around culture, tooling, collaborative and flexible work models that will enable our acceleration in 2015. Moving forward, 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.
Project management in the age of accelerating change - IT/Tech specificLuca Minudel
- What is Agile and why is becoming increasingly popular?
- For what types of endeavours Agile is best suited?
- What additional tools does Agile add to a PM toolbox?
- How does a traditional project differ from an Agile digital product delivery?
- What is the role of the PM in an Agile delivery?
This session gives a short introduction of Agile for traditional Project Managers and describes the structure, the steps and the activities of an Agile project from Inception to delivery.
The values from the Agile Manifesto don’t seem to say much about the craft of software engineering. In fact, they don’t say anything about engineering at all. However, digging a little bit deeper, one quickly realizes that the benefits of Agile methods and practices cannot be realized with low quality software. Agile depends on engineering excellence.
So forget about Agile for a moment, at least the process side of things, and pay attention to the craft of software engineering; or in other words pay attention to building software the right way. Because only then you will be able to rapidly and continuously build the right software.
DOES15 - Elisabeth Hendrickson - Its All About FeedbackGene Kim
Elisabeth Hendrickson, VP of Engineering, Pivotal’s Big Data Suite
Fifteen years ago I was running a traditional QA department, and I had a horrifying realization: the better I got at my job, the worse I made things for the organization as a whole. This counter-intuitive realization spurred me on a journey to understand the relationship between testing and quality, and ultimately to the study of feedback loops in software development processes. Ultimately I found my way to Extreme Programming, and now work at Pivotal where we practice a particularly opinionated form of it. In this talk you’ll hear about my journey from the traditional silos with inherently long feedback latency to my current reality of increasingly tight feedback loops, and the lessons I’ve learned along the way.
XebiaLabs Top Enterprise DevOps Lessons for 2016XebiaLabs
As DevOps and continuous delivery slip further into the mainstream, the question for most enterprises is becoming less “What is DevOps” and more “How do we get started?”
Andrew Phillips, VP of DevOps Strategy at XebiaLabs, looks back at lessons learned from implementing DevOps and continuous delivery in 2015 and what it means for 2016. Read on to discover key takeaways that can help you make 2016 the year of DevOps in your organization.
You will learn:
The essential skills required to implement continuous delivery and DevOps at enterprise scale
How to strike a balance between culture and tooling
Actionable advice spun from real-world enterprise DevOps implementations
How to avoid the pitfalls that delay transformation
Predictions for the DevOps tech horizon in 2016
DOES15 - Heather Mickman & Ross Clanton - (Re)building an Engineering Culture...Gene Kim
Heather Mickman, Senior Group Manager, Target
Ross Clanton, Director, Target
This talk will largely be a reflection on the DevOps journey at Target and the focus on (re)building an engineering culture at Target. In the DevOps community you hear a lot of talk about whether you should drive DevOps in to an organization tops down or bottoms up. Well, we did a hybrid of both. It definitely started at Target as a grass roots movement in a few small teams and started to gain 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 tops 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 hosting DevOps Days. We tapped in to that growing community to start testing and learning some different approaches and 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 that 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, open labs, community based support, and even schemed 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 we are building around culture, tooling, collaborative and flexible work models that will enable our acceleration in 2015. Moving forward, 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.
DOES16 London - Scott Potter - DevOps: To Autonomy and BeyondGene Kim
Scott Potter, (former) Head of Digital Engineering, News UK
Transitioning to an organisational structure, a set of skills and capabilities and the desired motivation & behaviours is just the start. Once you start reaping the benefits, your job isn't done.
Scott shares some of his own experiences from the journey that he and his teams took through a DevOps transition, and the role that management took to support the creation of independent teams.
As Agile become mainstream increasingly organizations are looking to double down on the role of the Product Owner encouraging them to manage the intersection between technology and the business. But Product Ownership is a difficult role as it tries to balance the needs of the business with the reality of software delivery. Also, for many organizations there is some ‘confusion’ with existing roles of business analyst, product manager or even project manager. What does the product owner do anyway?
In this talk Dave West, Product Owner and CEO Scrum.org, the home of Scrum and Professional Scrum Trainer with Prowareness Rob van Lanen describe the genesis of the Product Owner role and how many organizations are dealing with the challenges of slotting this key role into existing product, project and release roles. They will introduce some techniques such as user centric design, and hypophysis based development and describe how approaches such as Lean Startup and pragmatic marketing are providing product owners with a tool box to do their job.
Recorded Webinar can be found at :-https://www.scrum.org/resources/who-product-owner-anyway
DOES16 London - Jan Schilt - DevOps Is Not Going to Work: The Phoenix Project...Gene Kim
DevOps is not going to work…. Unless! How The Phoenix Project Simulation Can Help
Jan Schilt, Owner Founder, GamingWorks BV
This presentation will explore how the business simulation game “The Phoenix Project” based on the book of the same name can greatly improve the success of your DevOps investment. As case studies reveal there are enormous benefits to be realized by adopting DevOps, however industry trends reveal that many will fail as a result of ‘Cultural and behavioral issues and failing to adequately address organizational change. We have seen with ITIL how many organizations failed to gain the promised benefits because they could not translate the theory into practice and the belief that a tool would solve all their issues. Let us not make the same mistakes with DevOps. In this presentation we will show you how a business simulation can increase the velocity of your adoption, create buy-in, improve communication and collaboration skills between Dev and Ops, and capture concrete, shared, improvement actions aimed at creating success.
DevOps Enterprise Summit London 2016
Leaping from Waterfall to Agility & Agile Innovationrudreshts
This session brings out the key learnings of an engineering team at Harman when they adopted Agile Project Management Principles. The team had prior exposure to Waterfall Methodology but relatively new to Agile.
Although commitment, support from stakeholders along with training was provided to teams during Phase -1 of the adoption, real learning was in Phase – 2 when they started practicing the principles by owning complete agile lifecycle from iteration planning to retrospective. This presentation talks about five simple yet profound lessons learnt by the team during the journey and cultural change which enabled the team to innovate.
The WHY of DevOps (revised for DevOps Enthusiast Meetup London)DevOpsGroup
The WHY of DevOps (revised for DevOps Enthusiast Meetup London)
Why we need news ways of delivering products and IT to create business value.
Why Devops might be part of your answer!
Transform Yourself into an Agile Project ManagerChuck Cobb
This presentation provides a brief overview of an online training curriculum that we offer through the Agile Project Management Academy that can have a huge impact on helping project managers learn how to develop a high impact Agile Project Management approach that blends Agile and traditional plan-driven project management principles and practices in the right proportions to fit any situation.
DOES16 London - Gebrian uit de Bulten & Vincent van Kooten - The Road to Enab...Gene Kim
The Road to Enable DevOps Beyond Facebook, Spotify, Netflix etc. within the Payment Industry
Gebrian uit de Bulten, DevOps lead Gallia (Netherlands, France, Belgium, Luxembourg), Ingenico ePayments/Accenture
Vincent van Kooten, Domain Manager Front Office, Ingenico ePayments
What if your system needed to handle thousands of transactions per second and if you have a second of downtime this will affect most of the biggest internet sites in world!! This is the environment where Ingenico E-Payments daily needs to cope with.
In this talk Vincent and Gebrian will explain their journey to enable DevOps in their main application where they needed to refactor their 15 year old big monolithic application to a state of the art micro services platform. They will give an insight on the approaches they have chosen, challenges they faced and the road ahead.
DevOps Enterprise Summit London 2016
Jan de Vries - How to convince your boss that it is DevOps that he wantsAgile Lietuva
- 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
DevOps represents cultural change. Whether it’s the change of resistant engineers that don’t want to be on-call or the change of Operations teams to have more empathy towards their counterparts writing code, to the willingness of executives to embrace a culture of automation, measurement and sharing. Organizations must overcome the culture war to be able to approach the agility and productivity that organizations following a DevOps model gain. The faster they can get there, the faster these organizations can take the competitive edge away from traditional enterprises.
Putting Devs On-Call: How to Empower Your TeamVictorOps
A main tenet of DevOps is bridging the gap between the Dev team and the Ops team. One way to accomplish this is to include devs in the on-call rotation. While this may sound difficult, it’s not impossible to do…as our guide demonstrates.
We profile four companies that have successfully transitioned their dev team to being on-call and their stories can provide examples for how you too can do it.
Tech Disruption - Technology Disrupting Different SectorsDigikrit
In this presentation, we see briefly how tech disruption happened in past, what is tech disruption, when & why it happens, good examples, different sectors ready for it and various technologies causing it.
In this 6th edition of the Scrumptious Facilitators webinar our guest speaker Ellissa Verseput shares her experiences applying the truth curve to validate value at acceptable risk.
DOES16 London - Scott Potter - DevOps: To Autonomy and BeyondGene Kim
Scott Potter, (former) Head of Digital Engineering, News UK
Transitioning to an organisational structure, a set of skills and capabilities and the desired motivation & behaviours is just the start. Once you start reaping the benefits, your job isn't done.
Scott shares some of his own experiences from the journey that he and his teams took through a DevOps transition, and the role that management took to support the creation of independent teams.
As Agile become mainstream increasingly organizations are looking to double down on the role of the Product Owner encouraging them to manage the intersection between technology and the business. But Product Ownership is a difficult role as it tries to balance the needs of the business with the reality of software delivery. Also, for many organizations there is some ‘confusion’ with existing roles of business analyst, product manager or even project manager. What does the product owner do anyway?
In this talk Dave West, Product Owner and CEO Scrum.org, the home of Scrum and Professional Scrum Trainer with Prowareness Rob van Lanen describe the genesis of the Product Owner role and how many organizations are dealing with the challenges of slotting this key role into existing product, project and release roles. They will introduce some techniques such as user centric design, and hypophysis based development and describe how approaches such as Lean Startup and pragmatic marketing are providing product owners with a tool box to do their job.
Recorded Webinar can be found at :-https://www.scrum.org/resources/who-product-owner-anyway
DOES16 London - Jan Schilt - DevOps Is Not Going to Work: The Phoenix Project...Gene Kim
DevOps is not going to work…. Unless! How The Phoenix Project Simulation Can Help
Jan Schilt, Owner Founder, GamingWorks BV
This presentation will explore how the business simulation game “The Phoenix Project” based on the book of the same name can greatly improve the success of your DevOps investment. As case studies reveal there are enormous benefits to be realized by adopting DevOps, however industry trends reveal that many will fail as a result of ‘Cultural and behavioral issues and failing to adequately address organizational change. We have seen with ITIL how many organizations failed to gain the promised benefits because they could not translate the theory into practice and the belief that a tool would solve all their issues. Let us not make the same mistakes with DevOps. In this presentation we will show you how a business simulation can increase the velocity of your adoption, create buy-in, improve communication and collaboration skills between Dev and Ops, and capture concrete, shared, improvement actions aimed at creating success.
DevOps Enterprise Summit London 2016
Leaping from Waterfall to Agility & Agile Innovationrudreshts
This session brings out the key learnings of an engineering team at Harman when they adopted Agile Project Management Principles. The team had prior exposure to Waterfall Methodology but relatively new to Agile.
Although commitment, support from stakeholders along with training was provided to teams during Phase -1 of the adoption, real learning was in Phase – 2 when they started practicing the principles by owning complete agile lifecycle from iteration planning to retrospective. This presentation talks about five simple yet profound lessons learnt by the team during the journey and cultural change which enabled the team to innovate.
The WHY of DevOps (revised for DevOps Enthusiast Meetup London)DevOpsGroup
The WHY of DevOps (revised for DevOps Enthusiast Meetup London)
Why we need news ways of delivering products and IT to create business value.
Why Devops might be part of your answer!
Transform Yourself into an Agile Project ManagerChuck Cobb
This presentation provides a brief overview of an online training curriculum that we offer through the Agile Project Management Academy that can have a huge impact on helping project managers learn how to develop a high impact Agile Project Management approach that blends Agile and traditional plan-driven project management principles and practices in the right proportions to fit any situation.
DOES16 London - Gebrian uit de Bulten & Vincent van Kooten - The Road to Enab...Gene Kim
The Road to Enable DevOps Beyond Facebook, Spotify, Netflix etc. within the Payment Industry
Gebrian uit de Bulten, DevOps lead Gallia (Netherlands, France, Belgium, Luxembourg), Ingenico ePayments/Accenture
Vincent van Kooten, Domain Manager Front Office, Ingenico ePayments
What if your system needed to handle thousands of transactions per second and if you have a second of downtime this will affect most of the biggest internet sites in world!! This is the environment where Ingenico E-Payments daily needs to cope with.
In this talk Vincent and Gebrian will explain their journey to enable DevOps in their main application where they needed to refactor their 15 year old big monolithic application to a state of the art micro services platform. They will give an insight on the approaches they have chosen, challenges they faced and the road ahead.
DevOps Enterprise Summit London 2016
Jan de Vries - How to convince your boss that it is DevOps that he wantsAgile Lietuva
- 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
DevOps represents cultural change. Whether it’s the change of resistant engineers that don’t want to be on-call or the change of Operations teams to have more empathy towards their counterparts writing code, to the willingness of executives to embrace a culture of automation, measurement and sharing. Organizations must overcome the culture war to be able to approach the agility and productivity that organizations following a DevOps model gain. The faster they can get there, the faster these organizations can take the competitive edge away from traditional enterprises.
Putting Devs On-Call: How to Empower Your TeamVictorOps
A main tenet of DevOps is bridging the gap between the Dev team and the Ops team. One way to accomplish this is to include devs in the on-call rotation. While this may sound difficult, it’s not impossible to do…as our guide demonstrates.
We profile four companies that have successfully transitioned their dev team to being on-call and their stories can provide examples for how you too can do it.
Tech Disruption - Technology Disrupting Different SectorsDigikrit
In this presentation, we see briefly how tech disruption happened in past, what is tech disruption, when & why it happens, good examples, different sectors ready for it and various technologies causing it.
In this 6th edition of the Scrumptious Facilitators webinar our guest speaker Ellissa Verseput shares her experiences applying the truth curve to validate value at acceptable risk.
Master slides from the "Making the Most of the SBIR/STTR Conference in Austin" webinar on October 31, 2014. The slides used during the webinar were in a slightly different format, but this is the same content and this version includes the Quad Chart Templates.
Get noticed with the ultimate startup pitch deck webinarDavid Ehrenberg
In this presentation from Marc Phillips, Managing Partner of Arafura Ventures (www.arafuraventures.com), and author of "Inside Silicon Valley: How the deals get done," you'll learn how to build a pitch deck that will help you stand out from the crowd, inspire investor confidence, and get you funded.
This slide-by-slide approach draws from real-life pitch decks to show you what works, and why.
Takeaways include:
- Crafting your positioning line
- Presenting your problem/solution
- Analyzing market size
- Pulling together your financials
- Your IP/Defensibility/Scalability chart
- and more!
Brought to you by Early Growth Financial Services (www.earlygrowthfinancialservices.com)
Fast Data Choices: 5 Strategies for Evaluating Alternative Business and Techn...VoltDB
In this third and final installment of our Executive Webinar Series on Fast Data Strategy, Dennis Duckworth, Director of Product Marketing at VoltDB outlines 5 strategies for evaluating alternative business and technology options. You’ll gain easy-to-use tools to help you map potential areas of investment in new applications and services that use fast data. We’ll demystify today’s key functional requirements and examine the range of available technology options, including ‘free’ software.
Michal Bujko: The art of pitching in the games industryLviv Startup Club
Michal Bujko: The art of pitching in the games industry
UA Online GameCraft Conference 2021
Website - https://gamecraftconf.com/online
Youtube - https://www.youtube.com/startuplviv
FB - https://www.facebook.com/GameCraftConference
Wolfgang Stelzle (RE’FLEKT) Time to make Money with Augmented Reality – Tools...AugmentedWorldExpo
Covering next level AR & VR solutions all the way from prototype to final product. RE’FLEKT CEO Wolfgang Stelzle will explain influences the big five (Apple, Google, Facebook, Microsoft and Samsung) have on making money with AR as well as how enterprises can easily create their own content for an in-house scalable production of AR, VR and 360° Apps. To conclude, he will look at current smart assistant solutions incorporating Augmented and Virtual Reality as a digital assistant for everyday use.
As a product manager, your entire job revolves around deciding what you need to do next, in other words, having a product strategy. Successful product strategy means balancing all factors such as internal capabilities, competitive landscape, user needs and available opportunities. Moharyar discusses these challenges and provides a few simple frameworks one can apply to assess which direction to take to ensure the overall success of their product.
Moharyar has over 5 years’ experience as a product manager, working for companies such as Apple, Bell and Loblaw Digital. Moharyar is passionate about early stage start-ups and is a lead instructor for Product Management at BrainStation. His background in engineering, combined with his Master's in Business Administration from Queen's University, has allowed him to develop a deep understanding of product management. Moharyar blogs on popular Product concepts and at one point was the number 1 “Most Viewed Author” on Minimum Viable Product on Quora.
You can find Moharyar on Twitter @MoeAli454
---------------------------------
Join us in the #toronto channel on Slack: http://slack.mindtheproduct.com/
Technology Will Disrupt - Why, What and How?Helge Tennø
Why, what and how? Understanding the future by looking at the building blocks of business, technology and people. “The future is only complex if you fail to understand it from the point of view of what is driving the change.”
Startup Pitch Decks that Work: Creating a Winning Pitch DeckDavid Ehrenberg
This presentation walks you through a slide-by-slide approach to developing your pitch deck, drawn from real-life winning pitch decks. Takeaways include: crafting your positioning line, analyzing market size, pulling together your financials, and more. Content from Marc Phillips, Managing Partner of Arafura Ventures, and author of “Inside Silicon Valley: How the deals get done;” sponsored by Jim Fulton, partner in Emerging Companies practice group at Cooley, LLP; and Sirk Roh, COO for Early Growth Financial Services.
How CDK, a Global Brand, Leveraged End-User Monitoring to Drive Customer Deli...AppDynamics
Monitoring of production is critical, but what you choose to monitor has a direct impact on the culture of a software development organization. At CDK Global, we focus on the end-user experience, and prioritize monitoring of their interactions with our applications. This has a direct effect of driving the culture within CDK of delivering customer delight as we continuously evolve our platform to provide world class services.
Making architectural changes of legacy applications is critical, but comes with risk that the unanticipated will happen. CDK utilizes AppDynamics to monitor key application performance metrics first, to ensure refactoring work is a benefit to our clients and sets the stage for the next evolution of our platform.
Key takeaways:
o Drive customer delight by focusing on the end-user experience in all steps of the development process
o Company culture has far reaching impact; carefully choose where to focus monitoring attention to build the culture you desire
o Software architectural evolution comes with risk; guarantee that all changes benefit the end-user by monitoring key performance metrics before you begin any major technology change
For more information, go to: www.appdynamics.com
http://www.securtech.org Your nineteenth one hundred year saw your newspaper industry evolve coming from a basic craft with an intricate enterprise. Circulation involving newspapers continued to formulate in your nineteenth one hundred year. The causes just for this growth ended up being the a great deal more than doubling in the U. Ersus.
Project management in the age of accelerating change - general non IT specificLuca Minudel
- What is Agile and why is becoming increasingly popular?
- For what types of endeavours Agile is best suited?
- What additional tools does Agile add to a PM tool box?
- How does a traditional project differ from an Agile digital product delivery?
- What is the role of the PM in an Agile delivery?
This session gives a short introduction of Agile for traditional Project Managers, and describes the structure, the steps and the activities of an Agile project from Inception to delivery.
New Self-assessment radar for Scrum Masters.
Use this as a permanent link to always get access to the latest version: http://www.smharter.com/blog/scrum-master-skills-self-assessment-radar/
What is Agility?
What are the characteristics that contribute to Agility?
What are the team/org structures that support Agility?
What are the challenges that require Agility?
New Lean-Agile Coach Self-Assessment - detailed descriptions v3Luca Minudel
Detailed descriptions for the Lean-Agile Coach Self-Assessment
Includes references to resources useful to improve in each competency area (download the deck and look at the notes)
From Continuous Integration to Continuous Delivery and DevOpsLuca Minudel
An overview of Continuous Delivery from a business and a technical point of view.
Includes an overview of:
- business value proposition of CD
- prerequisites and tips for CD implementation
- CD implementation was stories and strategies
- CD technical practices
Draft your next training course with ideas from Training from the Back of the...Luca Minudel
A personal approach on applying the 4Cs techniques for the book 'Training from the Back of the Room!' starting from the end like the legend of the Phoenix.
Pratica avanzata del refactoring (2004)Luca Minudel
Abstract
- Perché fare Refactoring?
Riconoscere le situazioni ed i problemi che si risolvono con il Refactoring
- Quali i prerequisiti per fare Refactoring?
Dotarsi del necessario per applicare il Refactoring in continuo miglioramento
- Come comprendere e reagire ai feedback del codice?
Esempio "Live" di Refactoring del 2° tipo applicato al codice dell'interazione utente
Agility: The scientific definition of how to be(come) AgileLuca Minudel
Many talks about doing Agile versus being Agile. The session presents a scientific definition of Agility, how to move from doing Agile to being Agile. Characteristics of Agility that can be enhanced, inhibitors the can be reduced and removed and contexts where Agility is an advantage are all presented in this session. All this enables you, a team and an organization to decide when and to know how to go from doing Agile to being Agile.
References
The content of this session is based on studies and experiments promoted by U.S. DoD and NATO research and presented in these books:
The Agility Advantage: A Survival Guide For Complex Enterprises and Endeavors; David Alberts; 2011.
Power to the Edge: Command...Control...in the Information Age; David Alberts and Richard Hayes; 2003.
Lightning talk: Active Agility, the magic ingredient of Lean and AgileLuca Minudel
Many talks about doing Agile versus being Agile. The session presents a scientific definition of Agility, how to move from doing Agile to being Agile. Characteristics of Agility that can be enhanced, inhibitors the can be reduced and removed and contexts where Agility is an advantage are all presented in this session. All this enables you, a team and an organization to decide when and to know how to go from doing Agile to being Agile.
References
The content of this session is based on studies and experiments promoted by U.S. DoD and NATO research and presented in these books:
The Agility Advantage: A Survival Guide For Complex Enterprises and Endeavors; David Alberts; 2011.
Power to the Edge: Command...Control...in the Information Age; David Alberts and Richard Hayes; 2003.
Software development in Formula One: challenges, complexity and struggle for ...Luca Minudel
This is an experience report based on more than 3 years (2006-2009) of software development in F1 with Scrum, Lean and XP, developing evolving and maintaining software to support the F1 racing team from the vehicle conception and throughout every test and race.
In these 3 years I promoted and supported the advancement of the existing Agile practices in my team and then for all the software development teams of the F1 racing team.
How was this experience? It was dense and intense. What made it valuable? It was:
- the unique context characterized by very high levels of competition, speed and unpredictable rapid changes.
- the challenge of doing computer programming in an F1 team: the team and I had to learn and invent how to work with a code-base that is very large and long lived, a product that is uncommonly complex, in an organization that has high levels of interdependency and with technologies and competitors that are fast moving targets. We found ourselves far behind the boundaries where centralized top-down approaches could possibly work and where a book, a school degree or an expert could possibly reveal the right answer.
We had to do software development in extreme conditions and push ourselves to the limit as F1 drivers that really push and find the limits with the aim of outperforming competitors.
Have we survived this chaos? How did we survive? Which team and coding practices emerged? This experience report will look at the answers to all those questions and will try to answer questions from participants.
Refactoring legacy code driven by tests - ENGLuca Minudel
re you working on code poorly designed or on legacy code that’s hard to test? And you cannot refactor it because there are no tests?
During this Coding Dojo you’ll be assigned a coding challenge in Java, C#, Ruby, JavaScript or Python. You will face the challenge of improving the design and refactoring existing code in order to make it testable and to write unit tests.
We will discuss SOLID principles, the relation between design and TDD, and how this applies to your solution.
Reading list:
Growing Object-Oriented Software, Guided by Tests; Steve Freeman, Nat Pryce
Test Driven Development: By Example; Kent Beck
Working Effectively with Legacy; Michael Feathers
Agile Software Development, Principles, Patterns, and Practices; Robert C. Martin (C++, Java)
Agile Principles, Patterns, and Practices in C#; Robert C. Martin (C#)
Refactoring legacy code driven by tests - ITALuca Minudel
Are you working on code poorly designed or on legacy code that’s hard to test? And you cannot refactor it because there are no tests?
During this Coding Dojo you’ll be assigned a coding challenge in Java, C#, Ruby, JavaScript or Python. You will face the challenge of improving the design and refactoring existing code in order to make it testable and to write unit tests.
We will discuss SOLID principles, the relation between design and TDD, and how this applies to your solution.
Reading list:
Growing Object-Oriented Software, Guided by Tests; Steve Freeman, Nat Pryce
Test Driven Development: By Example; Kent Beck
Working Effectively with Legacy; Michael Feathers
Agile Software Development, Principles, Patterns, and Practices; Robert C. Martin (C++, Java)
Agile Principles, Patterns, and Practices in C#; Robert C. Martin (C#)
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
This paper presents Reef, a system for generating publicly verifiable succinct non-interactive zero-knowledge proofs that a committed document matches or does not match a regular expression. We describe applications such as proving the strength of passwords, the provenance of email despite redactions, the validity of oblivious DNS queries, and the existence of mutations in DNA. Reef supports the Perl Compatible Regular Expression syntax, including wildcards, alternation, ranges, capture groups, Kleene star, negations, and lookarounds. Reef introduces a new type of automata, Skipping Alternating Finite Automata (SAFA), that skips irrelevant parts of a document when producing proofs without undermining soundness, and instantiates SAFA with a lookup argument. Our experimental evaluation confirms that Reef can generate proofs for documents with 32M characters; the proofs are small and cheap to verify (under a second).
Paper: https://eprint.iacr.org/2023/1886
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
8. 26 APRIL 2017
CRAIG DONALDSON - METRO BANK CHIEF EXECUTIVE
ABOUT BUYING CO-OP BANK
I don’t want to buy another business because
I’d be buying their legacy technology
It would just slow down our growth
@LukaDotNet
9. 2017
GREGOR HOHPE - TECH DIRECTOR GOOGLE CLOUD
People at Google don’t say “IT” (information
technology) because
the business & tech work closely together
- IT is an integral part of the business.
@LukaDotNet
10. 2019,
LUCA MINUDEL & PAOLO POLCE
In nowadays digital economy
the Business & Tech
are one and the same
@LUKADOTNET@PAOLOPOLCE
13. TECH EXCELLENCE UPWARD SPIRAL
To Technical excellence
From Continuous Improvement
To great profits
From a good product
UPWARD=>
TECHNOLOGY BUSINESS
14. TECHNICAL EXCELLENCE DOWNWARD
SPIRAL
From Technical debt
To Technical bankruptcy
From a non competitive product
To shrinking market and profits
TECHNOLOGY BUSINESS
DOWNWARD=>
16. F1 TEAMS FACE
- HUGE PRESSURE TO CONSTANTLY
DELIVER+LEARN
- FREQUENT & UNESCAPABLE REALITY
CHECKS
- FAILURE AND SUCCESS OUT IN THE OPEN
SUCCESS STORIES FROM F1
18. SITUATION #1: RAMPING UP
… EXPANSION INTO NEW
INTERNATIONALMARKETS,
SCALING THE # OF USERS_
19. EXPANDING IN NEW MARKETS, SCALING
THE # OF USERS
STORIES: ONE FINTECH START-UP & ONE BANK
Geographic expansion.
From early adopters to the majority of users.
20. EXPANDING IN NEW MARKETS, SCALING
THE # OF USERS
TECH EXPECTED TO
PULL A RABBIT OUT OF A HAT
21. EXPANDING IN NEW MARKETS, SCALING
THE # OF USERS
STORIES: ALTERNATIVE FINALE
Geographic expansion.
From early adopters to the majority of users.
22. EXPANDING IN NEW MARKETS, SCALING
THE # OF USERS
BUSINESS FORCED TO
SLOW DOWN AND …
23. EXPANDING IN NEW MARKETS, SCALING
THE # OF USERS
BUSINESS FORCED TO
SLOW DOWN AND …
24. EXPANDING IN NEW MARKETS, SCALING
THE # OF USERS
STORY: F1
From an ad-hoc solution for a specific track/race to a standard
solution for every race.
Promoting experimental app with just one or few users to
official app used by the whole team.
25. EXPANDING IN NEW MARKETS, SCALING
THE # OF USERS
RELENTLESS PURSUE OF SIMPLICITY SIMPLE
DESIGN =
LOW-COST
HIGH-VALUE
FLEXIBILITY
FROM
TO
26. SITUATION #2: STRATEGISING
> RE-USE PARTS OF EXISTING
PRODUCTS TO CREATE NEW ONES,
SWITCH TOTHE LATEST
TECHNOLOGIES TO REJUVENATE
EXISTING PRODUCTS…
28. TECH OPTIONS STRATEGIC FOR THE
BUSINESS
STORIES: FAST GROWING ONLINE MARKET RESEARCH,
FINTECH
Speed up the creation of new products
reusing and integrating parts of the existing products
30. TECH OPTIONS STRATEGIC FOR THE
BUSINESS
STORY: F1
Switching to a different technology.
Upgrading to a newer version (tools, frameworks, language).
31. TECH OPTIONS STRATEGIC FOR THE
BUSINESS
FROM HIGH COUPLING TO LOW COUPLING
WITH MINIMAL DEPENDENCIES
34. SITUATION #3: FASTER, CHEAPER
… PRODUCT NEEDS TO EVOLVE
FASTER, TIME-TO-MARKET &
COSTS NEED TO BE REDUCED _
35. REDUCING COSTS & TIME-TO-MARKET
STORY: ONLINE GAMING AND BETTING COMPANY
Striving to achieve:
-More competitive prices
-Faster time-to-market
-Sustainable costs of maintenance/evolution
-Lower costs of clients acquisition
36. REDUCING COSTS & TIME-TO-MARKET
CLIMBING A HUMAN TOWER
MAKING YOUR MOVE AT JENGA
37. REDUCING COSTS & TIME-TO-MARKET
STORY: F1
Want to:
-Maximise the number of features released
-Evolve a huge code-base with few & relatively small teams
38. REDUCING COSTS & TIME-TO-MARKET
GRADUALLY AND STEADILY COMPOSING PIECES TO SOLVE THE PUZZLE
42. PRODUCT’S RELIABILITY
STORY: SAME ONLINE GAMING AND BETTING COMPANY AS
BEFORE
Needs to tackle quickly product’s reliability problems while:
-Keeping customers happy
-Limiting users frustration
-Improving company reputation
-Ensuring service continuity and related revenue stream
44. PRODUCT’S RELIABILITY
STORY: F1
Don’t create reliability problems or any kind of extra work or
extra complexity for the race team (the users).
Recover quickly from bugs and incidents in production.
46. BUSINESS + TECH, HOW TO TANGO:
LESSONS LEARNED(*)
(*) EXAMPLES IN CONTEXT,
NOT SILVER BULLET RECIPES
47. LESSONS LEARNED (*)
1. A GROWTH MINDSET:
continuously learning & improving while delivering
2. BLAMELESS CULTURE:
learning from mistakes, avoid repeats, remove root causes
3. BIZ-TECH COLLABORATION & TRUST:
…
(*) EXAMPLES IN CONTEXT, NOT SILVER BULLET RECIPES
48. HOWWE BUILT BUSINESS-TECHTRUST
WE (TECH) WON BUSINESSTRUST BY
◻ delivering tech excellence that had a tangible positive impact
◻ volunteering to share with the Business the responsibility,
blame and praise, joy and pain of our deliveries
OUR BUSINESS WAS OPENTO
◻ understand technology implications, constraints and
opportunities
◻ solve problems and find solutions collaborating with us
50. LESSONS LEARNED (*)
1. A GROWTH MINDSET:
continuously learning & improving while delivering
2. BLAMELESS CULTURE:
learning from mistakes, avoid repeats, remove root causes
3. BIZ-TECH COLLABORATION & TRUST:
deliver promised benefits , share success/failure responsibility
4. SOFTWARE CRAFTS(WO)MANSHIP AS A STARTING POINT:
a quick recap of forgotten lessons…
(*) EXAMPLES IN CONTEXT, NOT SILVER BULLET RECIPES
51. MEMO: GOALS OFTECHNICAL EXCELLENCE
A. INCREASE THE SPEED OF LEARNING
B. REDUCE THE COST OF CHANGE
C. MAKE IT FAST, EASY, AND CHEAP TO REVERSE DECISIONS AND
MISTAKES (TACKLE IRREVERSIBILITY)
52. TIPS FORWHEN PURSUINGTECH EXCELLENCE
I. SEARCH SPECIFIC SOLUTIONS (NOT GENERAL)
II. SEARCH LOCAL SOLUTIONS (NOT GLOBAL)
III. START SIMPLE (NOT ALL-INCLUSIVE)
IV. BE JUST-GOOD-ENOUGH JUST-IN-TIME (NOT PERFECT UPFRONT)
V. FOCUS ON ONETHINGATTHETIME (NO MULTI-TASKING)
VI. IF SOMETHING IS HARD, DO IT MORE OFTEN (NOT LESS OFTEN)
53. LESSONS LEARNED (*)
1. A GROWTH MINDSET:
continuously learning & improving while delivering
2. BLAMELESS CULTURE:
learning from mistakes, avoid repeats, remove root causes
3. BIZ-TECH COLLABORATION & TRUST:
deliver promised benefits , share success/failure responsibility
4. SOFTWARE CRAFTS(WO)MANSHIP AS A STARTING POINT:
a quick recap of forgotten lessons…
5. TECH EXCELLENCE PURSUED IN CONTEXT:
evolve/adapt tech excellence practices to fit what benefits biz context
(*) EXAMPLES IN CONTEXT, NOT SILVER BULLET RECIPES
Who works in product / business ?
Who works in tech ?
Who started to learn and practice agile from 2001-2-4 ?
Tech background
20 years of experience in prof software development most of them with Lean & Agile ways of working
I gradually moved my focus from 100% delivery to also tech-coaching and then to coaching managers & execs on the business side
Together with Paolo with do full stack coaching both with business and tech
Agile
- Did you know … first & most influential agile frameworks invented developed during the 80-90
- Mainly SW dev, underground, revolutionary = subverting the status quo def of good in prof sw dev
- ‘99-2001 books, practices - lucky to work with … - succeed inside sw - then glass ceiling
- Now mainstream, primarily team level and management/leadership
- Tech agility has been forgot => this contribute to tech debt => affect negatively business
The need for tech involvement with business
has grown over time
and now it is fundamental: tech and buss need to embrace a deep collaboration
------------------------------------------------------
Enabling:
internal, ERP, Accounting, etc
Supporting
Support product / service delivery: logistic automation, Internal support ticketing system, etc
Differentiating- Internet and dot-com era, connected products, additional online services
One & Same
- Primacy of Digital products – tech at the heart of the business
In 2011, Marc Andreessen wrote an article titled “Why Software Is Eating The World” for WSJ
He examined how new companies displaced established businesses: Borders by Amazon, Blockbuster by Netflix, and so on.
Andreessen is the co-author of Mosaic, the first browser of the Internet. He sits on the board of directors of Facebook, eBay, and Hewlett Packard Enterprise, among others.
Source: https://www.wsj.com/articles/SB10001424053111903480904576512250915629460
COMBUSTION ENGINE
Why what F1 teams do may be relevant for your business that creates digital products of offer dig services?
Sw used in
car, pit wall, garage, home factory
in the whole lifecycle of every part of the car and the whole car
…
http://www.mclaren.com/formula1/team/a-brief-history-of-computing-in-F1-1052199/
Combustion engine car
Drive by wire
Tech is an integral part of the product
IT is the business
As in your business developing digital prods and services
http://wescrutinize.com/tech-inside-lewis-hamiltons-f1-steering-wheel/
http://www.mclaren.com/appliedtechnologies/case-study/standard-ecu-formula-1
http://www.formula1-dictionary.net/brake_by_wire.html
https://www.carthrottle.com/post/drive-by-wire-a-car-guys-judgement-day/
2 types of dynamics, a positive one
Virtuous circle - Upward spiral
When you have a successful product idea and the money to build it …
https://thenounproject.com/
Vicious circle - Downward spiral
When you have a successful product idea and the money to build it …
Image from https://thenounproject.com/
Not that F1 teams got things right immediately but the learn from mistakes
Pressure = multibillion-dollar business + the pinnacle of the motorsport competition Whereas many organisations that don’t face the same pressure struggle to find the time to do the same under the pressure of their delivery commitments.
Out in the open = an entertainment with one of the largest worldwide audiences
FinTech & Banking => different regulations, different eco-system (e.g. of payments) , slightly different users problems and habits
Product : POC => Prototype => Minimum Viable Prod
= some shortcuts , cut some corners
Tech: long big redesign Buss: quick shortcuts/cut corners
New product was an experiment created with tactical shortcuts and cutting more corners Product success drove more request and pressure to deliver.Responding quickly/timely to those new business opportunity was not possible because of the bad state of codebase and infrastructure
=> The solution taken was … an improvised hack: taking again shortcuts, cutting more corners e.g. code-base duplication or coding by conditional statements and flags
- maintenance and development time and costs multiplied - ballooning up
- surging IT operations costs per user
- headcount in the SW Dev dept reaching the ceiling
When Tech win …
Very rare, observed in a small tech startup IT driven
Tech win the argument or the codebase reaches its natural end of life and there are no other alternatives:
Business is asked to wait indefinitely until all the tech problems were solved … and …
Business lose momentum and … => PLAY
- opportunity to expand in new market lost, opportunity to acquire new clients lost
- https://youtu.be/v9LyQF1cx74
Examples: Excel, MATLAB - SYMULINK for telemetry or sym calculations
F1: => multi-user, multi-site, remote access and data replication, , security, backup/restore, versioning and automatic 1-click remediation plans
Examples: Excel, MATLAB for telemetry or sym calculations
F1: => multi-user, multi-site, remote access and replication, , security, backup/restore, versioning and automatic 1-click remediation plans
F1: every tech shortcut slowed down next features in the same area, or made work extremely difficult for those that had to come back to the same area months/a year later
We learned quickly that this does not work (except for exceptional cases with well aware tactical solutions and plans for repaying the tech debt)
Conversations with Business and tech to identify and agree where/what is useful
- Simplicity to reduce the tech debt created, Flexibility to enable future evolution and discipline to gradually remove the shortcuts
Relentlessly pursuing simplicity
Specific not generic, good-enough not all-inclusive, no unnecessary complexity and over-engineering (KISS, YAGNI)
Simple design with low-cost high-flexibility
Good-enough architecture and designConversations with Business and tech to identify where they hold the lower ground: areas with more unknowns where changes are more likely to be very expensiveand adopt low-cost design to enable fact/cheap changes (good modularity, separation of concerns and low coupling, OCP, DRY)
Avoid overdoing itspeculative generalisation, expensive flexibility, or configurability obsession
Img JoyOfTech.com
------------------------------------
Technology needs to support business goals not cater to technologist whims.
Business would like to be able to decide between reuse/adapt/build/buy options
Business didn’t make space for Tech to prepare for this
Tech didn’t create flexibility where it was most useful for the business
=> high-coupling and lot of dependencies between unrelated components in the codebase
=> This limits decisions at best to short term tactical thinking (strategic thinking not possible)
More examples:
- Technology/Vendors lock-in because of the impact of switching to a different tool/technology/vendor (SaaS / IaaS / PaaS provider)
- efforts to Integration external services underestimated, unpredictable, excessive
Image from https://www.sampletemplates.com
Examples: MES ECU, FIA Timing, new framework/dev env
Simplicity as an act of masteryAbility to gradually improve where brings tangible benefits
Image on the right from pixabay.com
Image on the left from the movie I Am a Fugitive from a Chain Gang, 1932
Overdoing it too (microservices hell)
Image on the left from the movie 2001: A Space Odyssey.
Image on the right from 200m2.co.uk
Because of the innovation / competitive advantage : high-revenue and very high-margins
Because of the pressure Tech could not pay required attention to tech excellence to the point that (pictures)
adding features become more and more difficult, time consuming, expensive and risky
- unhappy customers kept waiting for missing features and bug fixes
- missed deadlines
- profits reduced by higher costs and lower margins
- outpaced by competing products evolution
- competing products costs less (or are more profitable because higher margins)
Improve syms, telemetry, lap compare, engine mapping
Tech excellence can make it easy and fast to change, maintain and evolve code-base
Right practices to go faster and safer at the same time : test automation, real CI/CD, automatic remediation plans , etc
emerging architecture and design
minimised duplications, no over-engineering, no speculative complexity, no extra-dependencies
Image from www.remember.de
Better tech
- lower accidental complexity
- taming irreversibility with reversible options
Better prod quality , more business options, safer smoother product operations
Reality was:
a) the house is on fire: everybody is busy firefighting, trying to keep the systems up’n’ running and avoiding service interruptions with these consequences
missed revenues because service is down
reputation damage
very unsatisfied users and customers
b) everybody is busy fixing bugs (and creating new bugs)
most of the time and effort is spent on support and bug fixing
c) Two teams, one delivery and one maintenance creating a conflict that leads to low quality and 10x lower productivity
Company lost momentum it has been acquired by a competitor at a very low price,
IT dept closed down, and customers migrated to the buyer systems
---------------------------
They build it others fix it organizational patterns induces massive amounts of waste since the pains from low quality is not feelt by those creating the problems.
OPTIONAL Examples: Massa stranded because of bug on new MES ECU
Alonso strategy mistake because user error
Recently Mercedes strategy mistake (2018 Hamilton)
Where it worked (e.g. in the F1 team)
instead of separated release and maintenance teams to teams fully responsible of the whole product lifecycle (from ideation to decommissioning)
instead of just bug fixing to removing the root cause
instead of last mile QA to early and frequent tests and code reviews
automatic remediation plan (1-click rollback) to reduce the cost of mistakes
In a fast paced high pressure environment I had to learn how business and it quality are inextricability connected to each other
PERFORMANCE GOAL VS LEAN & CHANGE
BBC NHS
Tech = DevOp Infrastructure etc not just devs
X-funct collaboration
Shared artefacts/info
Consensus around good decision making
AKA Co-creation
Feedback loops AKA co-evolution
FOR TECH EXCELLENCE
What is needed to make your Tech/production practices depend on your business/industry.
In IT we have many of them described in Extreme Program methodology
I cannot talk about practices in each one of your industries, but I can share some principles and and example
F1 Stamps
Reduce the cost of change, increase the speed of learning
Facebook, Kent Back, article
https://www.facebook.com/notes/kent-beck/taming-complexity-with-reversibility/1000330413333156/
Cargo cult quality, quality out of context that does not help business
Tech excellence is about connecting your mastery to the business specific needs/goals
Tech excellence is about connecting your mastery to the business specific needs/goals
Cargo cult quality, quality out of context that does not help business