This document summarizes an upcoming webinar about the book "When IT Fails: A Business Novel" by Gene Kim, Kevin Behr and George Spafford. The webinar will feature Gene Kim and Lisa Schwartz discussing the book, which tells the story of an IT organization dealing with a payroll system failure. The webinar agenda includes introductions of the author and background on the book, an overview of main characters in the story, a summary of the plot, and a discussion of prescriptive solutions presented in the book.
This document summarizes Gene Kim's presentation on how IT failures can cause business failures. Some key points:
- IT is now involved in 95% of capital projects and 50% of capital spending, so IT issues directly impact businesses.
- Companies with IT-related weaknesses saw 8x higher CEO turnover and were less profitable than companies without such issues.
- High performing IT organizations have fewer issues, fix problems faster, implement changes more successfully, and have less unplanned work than average organizations.
- The relationship between IT operations and development can spiral downward if too many fragile applications are deployed without sufficient controls.
- Kim's mission is to help organizations understand why IT fails and fix it by chronicling an IT
The document discusses how the Sarbanes-Oxley Act of 2002 led to disproportionate focus on IT controls in SOX-404 compliance efforts. This created problems and challenges as there was no clear guidance on how to scope IT processes and controls to specific internal control objectives. The document proposes that defining new terms, similar to how terms like "force" and "mass" helped Newton formulate his laws of motion, could help address this problem. It suggests an approach taken in another document could help create equivalence for exceptions in IT controls.
SecureWorld Kim - Infosec at Ludicrous Speeds - Rugged DevOps 6aGene Kim
The document is a presentation about DevOps and achieving high performance in IT organizations. It discusses how DevOps approaches can help organizations break the "core chronic conflict" between responding quickly to business needs while also providing stable, secure services. It presents three "ways" to achieve DevOps: systems thinking, amplifying feedback loops, and developing a culture of continual experimentation and learning. Examples are given of how different teams like operations, development, security can adopt DevOps approaches. The overall message is that DevOps transformation requires cross-functional collaboration and breaking down barriers between teams.
Kim IT Pro Forum Eugene: IT at Ludicrous Speeds - rugged dev opsGene Kim
This document summarizes a presentation by Gene Kim on DevOps practices. It discusses how high performing IT organizations excel at areas like security, change management and incident response compared to average organizations. The presentation explores how the relationship between development and operations can become strained, leading to a downward spiral. DevOps principles like automation, collaboration and shared goals between Dev and Ops are presented as a way to break this cycle by increasing speed and reliability. The concept of systems thinking is discussed as important for understanding how work flows through the entire system from business to customer.
This document summarizes Gene Kim's presentation on how organizations can adopt a DevOps approach. It outlines three ways to achieve DevOps: (1) use systems thinking to understand workflow and increase flow, (2) amplify feedback loops to improve quality and respond to needs, and (3) foster a culture of continual experimentation and learning. Specific practices are provided for each way, like defining work, embedding dev in ops, and breaking things early. The presentation warns that the status quo leads to a downward spiral but DevOps can help organizations overcome tensions and do more with less effort.
Infosec at Ludicrous Speeds - Rugged DevOps Gene Kim
The document discusses how information security (infosec) teams can adopt a DevOps approach. It describes five "acts" that outline historical tensions between different IT groups like operations, development, and infosec. It then provides three ways for infosec to integrate with DevOps: using systems thinking to understand workflow; amplifying feedback loops to fix issues faster; and embracing a culture of experimentation. Specific practices are outlined for each way to help infosec contribute to the organizational DevOps journey.
Kim itSMF New England: ITIL at Ludicrous Speeds - Rugged DevOps 6aGene Kim
The document discusses a presentation by Gene Kim on DevOps and high performing organizations. Some key points discussed include:
1) High performing IT organizations maintain compliance, find and fix security issues faster, have fewer failed changes and outages, and manage resources more efficiently.
2) DevOps aims to break the "core chronic conflict" in IT between responding quickly to business needs and providing stable services.
3) DevOps is implemented through three "ways" - systems thinking to increase flow and reduce waste, amplifying feedback loops between development and operations, and fostering a culture of experimentation and learning.
4) Transforming organizations use techniques like integrating development and operations teams, implementing continuous delivery pipelines,
This document summarizes Gene Kim's presentation on how IT failures can cause business failures. Some key points:
- IT is now involved in 95% of capital projects and 50% of capital spending, so IT issues directly impact businesses.
- Companies with IT-related weaknesses saw 8x higher CEO turnover and were less profitable than companies without such issues.
- High performing IT organizations have fewer issues, fix problems faster, implement changes more successfully, and have less unplanned work than average organizations.
- The relationship between IT operations and development can spiral downward if too many fragile applications are deployed without sufficient controls.
- Kim's mission is to help organizations understand why IT fails and fix it by chronicling an IT
The document discusses how the Sarbanes-Oxley Act of 2002 led to disproportionate focus on IT controls in SOX-404 compliance efforts. This created problems and challenges as there was no clear guidance on how to scope IT processes and controls to specific internal control objectives. The document proposes that defining new terms, similar to how terms like "force" and "mass" helped Newton formulate his laws of motion, could help address this problem. It suggests an approach taken in another document could help create equivalence for exceptions in IT controls.
SecureWorld Kim - Infosec at Ludicrous Speeds - Rugged DevOps 6aGene Kim
The document is a presentation about DevOps and achieving high performance in IT organizations. It discusses how DevOps approaches can help organizations break the "core chronic conflict" between responding quickly to business needs while also providing stable, secure services. It presents three "ways" to achieve DevOps: systems thinking, amplifying feedback loops, and developing a culture of continual experimentation and learning. Examples are given of how different teams like operations, development, security can adopt DevOps approaches. The overall message is that DevOps transformation requires cross-functional collaboration and breaking down barriers between teams.
Kim IT Pro Forum Eugene: IT at Ludicrous Speeds - rugged dev opsGene Kim
This document summarizes a presentation by Gene Kim on DevOps practices. It discusses how high performing IT organizations excel at areas like security, change management and incident response compared to average organizations. The presentation explores how the relationship between development and operations can become strained, leading to a downward spiral. DevOps principles like automation, collaboration and shared goals between Dev and Ops are presented as a way to break this cycle by increasing speed and reliability. The concept of systems thinking is discussed as important for understanding how work flows through the entire system from business to customer.
This document summarizes Gene Kim's presentation on how organizations can adopt a DevOps approach. It outlines three ways to achieve DevOps: (1) use systems thinking to understand workflow and increase flow, (2) amplify feedback loops to improve quality and respond to needs, and (3) foster a culture of continual experimentation and learning. Specific practices are provided for each way, like defining work, embedding dev in ops, and breaking things early. The presentation warns that the status quo leads to a downward spiral but DevOps can help organizations overcome tensions and do more with less effort.
Infosec at Ludicrous Speeds - Rugged DevOps Gene Kim
The document discusses how information security (infosec) teams can adopt a DevOps approach. It describes five "acts" that outline historical tensions between different IT groups like operations, development, and infosec. It then provides three ways for infosec to integrate with DevOps: using systems thinking to understand workflow; amplifying feedback loops to fix issues faster; and embracing a culture of experimentation. Specific practices are outlined for each way to help infosec contribute to the organizational DevOps journey.
Kim itSMF New England: ITIL at Ludicrous Speeds - Rugged DevOps 6aGene Kim
The document discusses a presentation by Gene Kim on DevOps and high performing organizations. Some key points discussed include:
1) High performing IT organizations maintain compliance, find and fix security issues faster, have fewer failed changes and outages, and manage resources more efficiently.
2) DevOps aims to break the "core chronic conflict" in IT between responding quickly to business needs and providing stable services.
3) DevOps is implemented through three "ways" - systems thinking to increase flow and reduce waste, amplifying feedback loops between development and operations, and fostering a culture of experimentation and learning.
4) Transforming organizations use techniques like integrating development and operations teams, implementing continuous delivery pipelines,
ServiceNow ITIL at Ludicrous Speeds - Rugged DevOpsGene Kim
The document discusses the DevOps approach to improving collaboration between development and operations teams. It describes three ways to implement DevOps: (1) taking a systems thinking approach to optimize the entire system rather than local parts, (2) amplifying feedback loops to improve communication across teams, and (3) fostering a culture of continual learning through experimentation. Specific practices discussed include integrating operations into the development process, conducting joint root cause analyses, and implementing chaos engineering to increase resiliency. The document argues that DevOps can help break the "IT core conflict" and help the business succeed.
Winnipeg ISACA Security is Dead, Rugged DevOpsGene Kim
This document summarizes a presentation given by Gene Kim on infosec and DevOps. It discusses research that found high performing IT organizations have fewer security issues and implement changes more successfully. The presentation introduces the concepts of Rugged software development and DevOps. It provides an overview of how to implement DevOps through systems thinking, amplifying feedback loops, and developing a culture of experimentation. Key aspects include integrating operations, security and development teams and processes. The goal is to reduce issues and improve flow to help the business.
The document summarizes Gene Kim's presentation on breaking the chronic conflict between operations and development teams through a DevOps transformation. It outlines the downward spiral caused by the conflict, including fragile applications, long fix times, and frustrated customers. It then presents the philosophies of DevOps, including systems thinking to increase flow, amplifying feedback loops, and creating a culture of experimentation. Finally, it provides prescriptive phases for implementing DevOps, such as extending agile processes and creating environments, improving release processes, and prioritizing continuous improvement.
The document discusses how to better sell DevOps practices to organizations. It begins by describing the downward spiral of tensions between IT operations and development teams as applications become more fragile and difficult to deploy. It then provides suggestions for framing the problems organizations face in a way that shows how DevOps practices can help address significant business issues. The document concludes by highlighting examples of organizations successfully implementing DevOps and offers additional resources for learning more.
2013 Velocity DevOps Metrics -- It's Not Just For WebOps Any More!Gene Kim
The document summarizes key findings from a 2012 survey on DevOps practices conducted by Puppet Labs, Gene Kim, and Jez Humble. The survey had over 4000 responses and aimed to understand the link between DevOps behaviors and performance. Key findings included that high performing DevOps teams deployed code much more frequently (30x more), had significantly shorter lead times for changes (8000x shorter), and were more reliable with fewer failed changes and faster mean time to restore service. Technical practices like infrastructure automation and version control correlated strongly with better performance. Organizations that adopted DevOps practices over 12 months prior performed significantly better. The document also discusses challenges in measuring culture and psychographics in DevOps.
Keeping The Auditor Away: DevOps Audit Compliance Case StudiesGene Kim
GenOrganizations and development teams are moving beyond waterfall models to those embracing a continuous delivery/DevOps-style set of processes. The deployment of doing tens, hundreds, or even thousands of deploys per day as 'normal' does not align to the SDLC, separation of duties, and common controls expected by auditors.
In this presentation, we will describe what auditors look for in a compliance audit, how to develop alternate control procedures that fulfill those reporting requirements, how to avoid “red flags” that indicate inadequate controls, and real world case studies and reporting artifacts.
Gene Kim has been studying high performing IT organizations since 1999 and helped develop the SOX scoping guidelines with the Institute of Internal Auditors in 2005. James DeLuccia IV is the leader for the Ernst & Young Americas Certification Services, James oversees all of the audits against common industry standards, and champions several global program implementation roll-outs. Developing and 'translating' the control environment behaviors of clients, such as Google, Amazon, Workday, and others is difficult. This discussion will bridge the needs of auditors with the community of developers by sharing examples, discussing the assurance expectations, and how to communicate to pass an audit.
SecureWorld: Security is Dead, Rugged DevOps 1fGene Kim
This document provides an introduction to a presentation by Joshua Corman and Gene Kim on Rugged DevOps. It includes brief biographies of the presenters and outlines some of the key topics to be covered, including how security is evolving from a separate function to an integrated part of rapid software development. The presentation will explore how organizations can adopt practices like DevOps to help break the chronic conflict between rapid innovation and stable operations.
The document discusses how to create fast software development cycles without breaking systems by adopting a DevOps approach using systems thinking, amplifying feedback loops, and fostering a culture of experimentation and learning to break down silos between development and operations teams and continuously improve processes. It also outlines some initial steps like forming a DevOps leadership team to help coordinate the transformation.
2012 Velocity London: DevOps Patterns DistilledGene Kim
2012 Velocity London,
Presentation by Patrick Debois (@patrickdebois), Damon Edwards (@damonedwards), Gene Kim (@realgenekim), John Willis (@botchagalupe)
The document describes an audit of a company's DevOps practices. It initially presents a negative scenario where developers deploy code without approval. However, it then shifts to describe positive controls the company has implemented, such as automated code testing and peer reviews. The document discusses how to engage audit, security and compliance functions in a collaborative manner from the beginning of a project rather than as obstructors at the end. It emphasizes the importance of integrating non-functional requirements like security through automation.
Bill is called by the CEO of Parts Unlimited and given an ultimatum - fix the massively over budget and late Phoenix Project IT initiative within 90 days or have his entire department outsourced. With the help of a board member, Bill starts implementing agile and DevOps practices like limiting work in progress, establishing consistent feedback loops, and creating a culture of continuous learning. This leads to breakthroughs like identifying too much reliance on one engineer, improving flow through development and operations, and bringing critical supplier resources in-house. The novel is used to effectively demonstrate these concepts through an entertaining narrative.
DevOps: Who Will Create $2.6 Trillion In Business Value Per Year?Gene Kim
This document discusses the benefits of adopting DevOps practices. It notes that wasted IT spending amounts to $2.6 trillion per year and that traditional divisions between development and operations hamper business goals. Adopting DevOps allows for faster delivery of code changes, more reliable systems through better feedback, and an organizational culture of continual learning through experimentation. Companies that have implemented DevOps see benefits like 30x more frequent deployments, 8,000x faster lead times, and higher success rates and availability. The document advocates that all organizations can achieve these gains through DevOps.
2019 12 Clojure/conj: Love Letter To Clojure, and A Datomic Experience ReportGene Kim
Talk video: https://www.youtube.com/watch?v=5mbp3SEha38&t=1652s
Blog post: https://itrevolution.com/love-letter-to-clojure-part-1
I will explain how learning the Clojure programming language three years ago changed my life. It led to a series of revelations about all the invisible structures that are required to enable developers to be productive. These concepts show up all over The Unicorn Project, but most prominently in the First Ideal of Locality and Simplicity, and how it can lead to the Second Ideal of Focus, Flow, and Joy.
Without doubt, Clojure was one of the most difficult things I’ve learned professionally, but it has also been one of the most rewarding. It brought the joy of programming back into my life. For the first time in my career, as I’m nearing fifty years old, I’m finally able to write programs that do what I want them to do, and am able to build upon them for years without them collapsing like a house of cards, as has been my normal experience.
The famous French philosopher Claude Lévi-Strauss would say of certain tools, “Is it good to think with?” For reasons that I will try to explain in this post, Clojure embraces a set of design principles and sensibilities that were new to me: functional programming, immutability, an astonishingly strong sense of conservative minimalism (e.g., hardly any breaking changes in ten years!), and much more…
Clojure introduced to me a far better set of tools to think with and to also build with. It’s also led to a set of aha moments that explain why for decades my code would eventually fall apart, becoming more and more difficult to change, as if collapsing under its own weight. Learning Clojure taught me how to prevent myself from constantly self-sabotaging my code in this way.
Ernest Mueller, Karthik Gaekwad, and James Wickett, the Agile Admins (http://theagileadmin.com) delivered this presentation on what's hot in DevOps in 2015 for the BrightTALK Summit. The video is online at https://www.brighttalk.com/webcast/5742/154715
Limited WIP Meeting presentation - The Phoenix Project book reviewRudiger Wolf
The document summarizes a presentation about the book "The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win." The presenter discusses how the book uses a novel format to tell a story that IT professionals will relate to. It aims to show readers how to improve their IT organizations and view IT differently. The presenter provides an overview of the book's plot and main characters. Key concepts from the book like The Three Ways and limiting work in progress are explained. The goal is to get more people to read the book and apply its lessons to speed up their work.
GitHub Universe: 2019: Exemplars, Laggards, and Hoarders A Data-driven Look a...Gene Kim
This document discusses a study of the Java Maven ecosystem to analyze relationships between practices and security/update outcomes. It outlines hypotheses that projects releasing frequently and updating dependencies frequently will have better security. Data on 310,888 components was gathered on attributes like release frequency, dependencies, vulnerabilities. Preliminary findings show a correlation between faster updating and better security. The goals of further studies are outlined.
The Unicorn Project and The Five Ideals (Updated Dec 2019)Gene Kim
It is impossible to overstate how much I’ve learned since co-authoring The Phoenix Project, DevOps Handbook, and Accelerate. I’m so excited that after years of work, The Unicorn Project will be published later this year.
This book is my attempt to frame what I’ve learned studying technology leaders adopting DevOps principles and patterns in large, complex organizations, often having to fight deeply entrenched orthodoxies. And yet, despite huge obstacles, they create incredibly effective and innovative teams that create beacons of greatness that inspire us all.
In this book, we follow a senior lead developer and architect as she is exiled to the Phoenix Project, to the horror of her friends and colleagues, as punishment for contributing to a payroll outage. She tries to survive in what feels like a heartless and uncaring bureaucracy, forced to work within a system where no one can get anything done without endless committees, paperwork, change requests, and approvals. Decades of technical debt make even small changes difficult or impossible, often causing catastrophic outcomes and fear of punishment.
I get tremendous delight and gratification that this book is not about the bridge crew of the Starship Enterprise -- instead, it is about redshirt engineers, which as it turns out, whose heroic work matters most to the long-term survival of almost every organization.
In my previous books, I’ve focused on principles and practices (e.g., Three Ways, Four Types of Work). However, I’ve always wanted to describe the spectrum of cultural, experiential and value decisions we make that either enable greatness, or create chronic suffering and underperformance. They are currently as follows:
• The First Ideal — Locality and Simplicity
• The Second Ideal — Focus, Flow and Joy
• The Third Ideal — Improvement of Daily Work
• The Fourth Ideal — Psychological Safety
• The Fifth Ideal — Customer Focus
In this talk, I’ll share with you my goals and aspirations for The Unicorn Project, describe in detail the Five Ideals, along with my favorite case studies of both ideal and non-ideal, and why I believe more than ever that DevOps will be one of the most potent economic forces for decades to come.
This document discusses the business case for adopting agile software development practices. It notes that requirements are changing faster and time to market and quality are more important. Traditional development processes are too rigid to address this. Agile development is creating new ways to manage software delivery through practices like incremental, iterative development with customer collaboration over comprehensive documentation and responding to change over rigid planning. Adopting agile makes financial sense through improved delivery of value and return on investment and makes management sense by enabling easier response to change and improved progress visibility. It enables building the right product and focuses on quality and maintainable code. Agile allows companies to take advantage of new market opportunities and requirements.
The Unicorn Project and The Five Ideals (older: see notes for newer version)Gene Kim
Updated version here (Dec 2019): https://www.slideshare.net/realgenekim/the-unicorn-project-and-the-five-ideals-updated-dec-2019
It is impossible to overstate how much I’ve learned since co-authoring The Phoenix Project, DevOps Handbook, and Accelerate. I’m so excited that after years of work, The Unicorn Project will be published later this year.
This book is my attempt to frame what I’ve learned studying technology leaders adopting DevOps principles and patterns in large, complex organizations, often having to fight deeply entrenched orthodoxies. And yet, despite huge obstacles, they create incredibly effective and innovative teams that create beacons of greatness that inspire us all.
In this book, we follow a senior lead developer and architect as she is exiled to the Phoenix Project, to the horror of her friends and colleagues, as punishment for contributing to a payroll outage. She tries to survive in what feels like a heartless and uncaring bureaucracy, forced to work within a system where no one can get anything done without endless committees, paperwork, change requests, and approvals. Decades of technical debt make even small changes difficult or impossible, often causing catastrophic outcomes and fear of punishment.
I get tremendous delight and gratification that this book is not about the bridge crew of the Starship Enterprise -- instead, it is about redshirt engineers, which as it turns out, whose heroic work matters most to the long-term survival of almost every organization.
In my previous books, I’ve focused on principles and practices (e.g., Three Ways, Four Types of Work). However, I’ve always wanted to describe the spectrum of cultural, experiential and value decisions we make that either enable greatness, or create chronic suffering and underperformance. They are currently as follows:
• The First Ideal — Locality and Simplicity
• The Second Ideal — Focus, Flow and Joy
• The Third Ideal — Improvement of Daily Work
• The Fourth Ideal — Psychological Safety
• The Fifth Ideal — Customer Focus
In this talk, I’ll share with you my goals and aspirations for The Unicorn Project, describe in detail the Five Ideals, along with my favorite case studies of both ideal and non-ideal, and why I believe more than ever that DevOps will be one of the most potent economic forces for decades to come.
2011 06 15 velocity conf from visible ops to dev ops finalGene Kim
My presentation called "Creating the Dev/Test/PM/Ops Supertribe: From Visible Ops To DevOps"
2011 Velocity Conference:
http://velocityconf.com/velocity2011/public/schedule/detail/21123
Cut the ITIL Anchor, Raise the ITIL Sail, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Matt Hooper
ITSM Evangelist, LANDESK Software
The idea that workers want to bring their own device is flawed. They don’t want to bring their own, they just don’t want to wait on IT to delivery antiquated solutions. Patience is not a business virtue in a world that expects a rapid pace of change. While ITIL helped manage fragile IT, stable infrastructure is now delivered through cloud and SaaS. However, this does not mean that ITSM has to slowly fall into irrelevance. This session explains how Lean ITSM and DevOps can accelerate business velocity. Join us to learn:
• How DevOps, continual deployment and other agile methods can improve governance.
• How to Transform your ITSM disciplines and systems into velocity engines instead of control systems.
• How to Identify the four challenges to enterprise agility and how ITSM can morph to meet the need.
ServiceNow ITIL at Ludicrous Speeds - Rugged DevOpsGene Kim
The document discusses the DevOps approach to improving collaboration between development and operations teams. It describes three ways to implement DevOps: (1) taking a systems thinking approach to optimize the entire system rather than local parts, (2) amplifying feedback loops to improve communication across teams, and (3) fostering a culture of continual learning through experimentation. Specific practices discussed include integrating operations into the development process, conducting joint root cause analyses, and implementing chaos engineering to increase resiliency. The document argues that DevOps can help break the "IT core conflict" and help the business succeed.
Winnipeg ISACA Security is Dead, Rugged DevOpsGene Kim
This document summarizes a presentation given by Gene Kim on infosec and DevOps. It discusses research that found high performing IT organizations have fewer security issues and implement changes more successfully. The presentation introduces the concepts of Rugged software development and DevOps. It provides an overview of how to implement DevOps through systems thinking, amplifying feedback loops, and developing a culture of experimentation. Key aspects include integrating operations, security and development teams and processes. The goal is to reduce issues and improve flow to help the business.
The document summarizes Gene Kim's presentation on breaking the chronic conflict between operations and development teams through a DevOps transformation. It outlines the downward spiral caused by the conflict, including fragile applications, long fix times, and frustrated customers. It then presents the philosophies of DevOps, including systems thinking to increase flow, amplifying feedback loops, and creating a culture of experimentation. Finally, it provides prescriptive phases for implementing DevOps, such as extending agile processes and creating environments, improving release processes, and prioritizing continuous improvement.
The document discusses how to better sell DevOps practices to organizations. It begins by describing the downward spiral of tensions between IT operations and development teams as applications become more fragile and difficult to deploy. It then provides suggestions for framing the problems organizations face in a way that shows how DevOps practices can help address significant business issues. The document concludes by highlighting examples of organizations successfully implementing DevOps and offers additional resources for learning more.
2013 Velocity DevOps Metrics -- It's Not Just For WebOps Any More!Gene Kim
The document summarizes key findings from a 2012 survey on DevOps practices conducted by Puppet Labs, Gene Kim, and Jez Humble. The survey had over 4000 responses and aimed to understand the link between DevOps behaviors and performance. Key findings included that high performing DevOps teams deployed code much more frequently (30x more), had significantly shorter lead times for changes (8000x shorter), and were more reliable with fewer failed changes and faster mean time to restore service. Technical practices like infrastructure automation and version control correlated strongly with better performance. Organizations that adopted DevOps practices over 12 months prior performed significantly better. The document also discusses challenges in measuring culture and psychographics in DevOps.
Keeping The Auditor Away: DevOps Audit Compliance Case StudiesGene Kim
GenOrganizations and development teams are moving beyond waterfall models to those embracing a continuous delivery/DevOps-style set of processes. The deployment of doing tens, hundreds, or even thousands of deploys per day as 'normal' does not align to the SDLC, separation of duties, and common controls expected by auditors.
In this presentation, we will describe what auditors look for in a compliance audit, how to develop alternate control procedures that fulfill those reporting requirements, how to avoid “red flags” that indicate inadequate controls, and real world case studies and reporting artifacts.
Gene Kim has been studying high performing IT organizations since 1999 and helped develop the SOX scoping guidelines with the Institute of Internal Auditors in 2005. James DeLuccia IV is the leader for the Ernst & Young Americas Certification Services, James oversees all of the audits against common industry standards, and champions several global program implementation roll-outs. Developing and 'translating' the control environment behaviors of clients, such as Google, Amazon, Workday, and others is difficult. This discussion will bridge the needs of auditors with the community of developers by sharing examples, discussing the assurance expectations, and how to communicate to pass an audit.
SecureWorld: Security is Dead, Rugged DevOps 1fGene Kim
This document provides an introduction to a presentation by Joshua Corman and Gene Kim on Rugged DevOps. It includes brief biographies of the presenters and outlines some of the key topics to be covered, including how security is evolving from a separate function to an integrated part of rapid software development. The presentation will explore how organizations can adopt practices like DevOps to help break the chronic conflict between rapid innovation and stable operations.
The document discusses how to create fast software development cycles without breaking systems by adopting a DevOps approach using systems thinking, amplifying feedback loops, and fostering a culture of experimentation and learning to break down silos between development and operations teams and continuously improve processes. It also outlines some initial steps like forming a DevOps leadership team to help coordinate the transformation.
2012 Velocity London: DevOps Patterns DistilledGene Kim
2012 Velocity London,
Presentation by Patrick Debois (@patrickdebois), Damon Edwards (@damonedwards), Gene Kim (@realgenekim), John Willis (@botchagalupe)
The document describes an audit of a company's DevOps practices. It initially presents a negative scenario where developers deploy code without approval. However, it then shifts to describe positive controls the company has implemented, such as automated code testing and peer reviews. The document discusses how to engage audit, security and compliance functions in a collaborative manner from the beginning of a project rather than as obstructors at the end. It emphasizes the importance of integrating non-functional requirements like security through automation.
Bill is called by the CEO of Parts Unlimited and given an ultimatum - fix the massively over budget and late Phoenix Project IT initiative within 90 days or have his entire department outsourced. With the help of a board member, Bill starts implementing agile and DevOps practices like limiting work in progress, establishing consistent feedback loops, and creating a culture of continuous learning. This leads to breakthroughs like identifying too much reliance on one engineer, improving flow through development and operations, and bringing critical supplier resources in-house. The novel is used to effectively demonstrate these concepts through an entertaining narrative.
DevOps: Who Will Create $2.6 Trillion In Business Value Per Year?Gene Kim
This document discusses the benefits of adopting DevOps practices. It notes that wasted IT spending amounts to $2.6 trillion per year and that traditional divisions between development and operations hamper business goals. Adopting DevOps allows for faster delivery of code changes, more reliable systems through better feedback, and an organizational culture of continual learning through experimentation. Companies that have implemented DevOps see benefits like 30x more frequent deployments, 8,000x faster lead times, and higher success rates and availability. The document advocates that all organizations can achieve these gains through DevOps.
2019 12 Clojure/conj: Love Letter To Clojure, and A Datomic Experience ReportGene Kim
Talk video: https://www.youtube.com/watch?v=5mbp3SEha38&t=1652s
Blog post: https://itrevolution.com/love-letter-to-clojure-part-1
I will explain how learning the Clojure programming language three years ago changed my life. It led to a series of revelations about all the invisible structures that are required to enable developers to be productive. These concepts show up all over The Unicorn Project, but most prominently in the First Ideal of Locality and Simplicity, and how it can lead to the Second Ideal of Focus, Flow, and Joy.
Without doubt, Clojure was one of the most difficult things I’ve learned professionally, but it has also been one of the most rewarding. It brought the joy of programming back into my life. For the first time in my career, as I’m nearing fifty years old, I’m finally able to write programs that do what I want them to do, and am able to build upon them for years without them collapsing like a house of cards, as has been my normal experience.
The famous French philosopher Claude Lévi-Strauss would say of certain tools, “Is it good to think with?” For reasons that I will try to explain in this post, Clojure embraces a set of design principles and sensibilities that were new to me: functional programming, immutability, an astonishingly strong sense of conservative minimalism (e.g., hardly any breaking changes in ten years!), and much more…
Clojure introduced to me a far better set of tools to think with and to also build with. It’s also led to a set of aha moments that explain why for decades my code would eventually fall apart, becoming more and more difficult to change, as if collapsing under its own weight. Learning Clojure taught me how to prevent myself from constantly self-sabotaging my code in this way.
Ernest Mueller, Karthik Gaekwad, and James Wickett, the Agile Admins (http://theagileadmin.com) delivered this presentation on what's hot in DevOps in 2015 for the BrightTALK Summit. The video is online at https://www.brighttalk.com/webcast/5742/154715
Limited WIP Meeting presentation - The Phoenix Project book reviewRudiger Wolf
The document summarizes a presentation about the book "The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win." The presenter discusses how the book uses a novel format to tell a story that IT professionals will relate to. It aims to show readers how to improve their IT organizations and view IT differently. The presenter provides an overview of the book's plot and main characters. Key concepts from the book like The Three Ways and limiting work in progress are explained. The goal is to get more people to read the book and apply its lessons to speed up their work.
GitHub Universe: 2019: Exemplars, Laggards, and Hoarders A Data-driven Look a...Gene Kim
This document discusses a study of the Java Maven ecosystem to analyze relationships between practices and security/update outcomes. It outlines hypotheses that projects releasing frequently and updating dependencies frequently will have better security. Data on 310,888 components was gathered on attributes like release frequency, dependencies, vulnerabilities. Preliminary findings show a correlation between faster updating and better security. The goals of further studies are outlined.
The Unicorn Project and The Five Ideals (Updated Dec 2019)Gene Kim
It is impossible to overstate how much I’ve learned since co-authoring The Phoenix Project, DevOps Handbook, and Accelerate. I’m so excited that after years of work, The Unicorn Project will be published later this year.
This book is my attempt to frame what I’ve learned studying technology leaders adopting DevOps principles and patterns in large, complex organizations, often having to fight deeply entrenched orthodoxies. And yet, despite huge obstacles, they create incredibly effective and innovative teams that create beacons of greatness that inspire us all.
In this book, we follow a senior lead developer and architect as she is exiled to the Phoenix Project, to the horror of her friends and colleagues, as punishment for contributing to a payroll outage. She tries to survive in what feels like a heartless and uncaring bureaucracy, forced to work within a system where no one can get anything done without endless committees, paperwork, change requests, and approvals. Decades of technical debt make even small changes difficult or impossible, often causing catastrophic outcomes and fear of punishment.
I get tremendous delight and gratification that this book is not about the bridge crew of the Starship Enterprise -- instead, it is about redshirt engineers, which as it turns out, whose heroic work matters most to the long-term survival of almost every organization.
In my previous books, I’ve focused on principles and practices (e.g., Three Ways, Four Types of Work). However, I’ve always wanted to describe the spectrum of cultural, experiential and value decisions we make that either enable greatness, or create chronic suffering and underperformance. They are currently as follows:
• The First Ideal — Locality and Simplicity
• The Second Ideal — Focus, Flow and Joy
• The Third Ideal — Improvement of Daily Work
• The Fourth Ideal — Psychological Safety
• The Fifth Ideal — Customer Focus
In this talk, I’ll share with you my goals and aspirations for The Unicorn Project, describe in detail the Five Ideals, along with my favorite case studies of both ideal and non-ideal, and why I believe more than ever that DevOps will be one of the most potent economic forces for decades to come.
This document discusses the business case for adopting agile software development practices. It notes that requirements are changing faster and time to market and quality are more important. Traditional development processes are too rigid to address this. Agile development is creating new ways to manage software delivery through practices like incremental, iterative development with customer collaboration over comprehensive documentation and responding to change over rigid planning. Adopting agile makes financial sense through improved delivery of value and return on investment and makes management sense by enabling easier response to change and improved progress visibility. It enables building the right product and focuses on quality and maintainable code. Agile allows companies to take advantage of new market opportunities and requirements.
The Unicorn Project and The Five Ideals (older: see notes for newer version)Gene Kim
Updated version here (Dec 2019): https://www.slideshare.net/realgenekim/the-unicorn-project-and-the-five-ideals-updated-dec-2019
It is impossible to overstate how much I’ve learned since co-authoring The Phoenix Project, DevOps Handbook, and Accelerate. I’m so excited that after years of work, The Unicorn Project will be published later this year.
This book is my attempt to frame what I’ve learned studying technology leaders adopting DevOps principles and patterns in large, complex organizations, often having to fight deeply entrenched orthodoxies. And yet, despite huge obstacles, they create incredibly effective and innovative teams that create beacons of greatness that inspire us all.
In this book, we follow a senior lead developer and architect as she is exiled to the Phoenix Project, to the horror of her friends and colleagues, as punishment for contributing to a payroll outage. She tries to survive in what feels like a heartless and uncaring bureaucracy, forced to work within a system where no one can get anything done without endless committees, paperwork, change requests, and approvals. Decades of technical debt make even small changes difficult or impossible, often causing catastrophic outcomes and fear of punishment.
I get tremendous delight and gratification that this book is not about the bridge crew of the Starship Enterprise -- instead, it is about redshirt engineers, which as it turns out, whose heroic work matters most to the long-term survival of almost every organization.
In my previous books, I’ve focused on principles and practices (e.g., Three Ways, Four Types of Work). However, I’ve always wanted to describe the spectrum of cultural, experiential and value decisions we make that either enable greatness, or create chronic suffering and underperformance. They are currently as follows:
• The First Ideal — Locality and Simplicity
• The Second Ideal — Focus, Flow and Joy
• The Third Ideal — Improvement of Daily Work
• The Fourth Ideal — Psychological Safety
• The Fifth Ideal — Customer Focus
In this talk, I’ll share with you my goals and aspirations for The Unicorn Project, describe in detail the Five Ideals, along with my favorite case studies of both ideal and non-ideal, and why I believe more than ever that DevOps will be one of the most potent economic forces for decades to come.
2011 06 15 velocity conf from visible ops to dev ops finalGene Kim
My presentation called "Creating the Dev/Test/PM/Ops Supertribe: From Visible Ops To DevOps"
2011 Velocity Conference:
http://velocityconf.com/velocity2011/public/schedule/detail/21123
Cut the ITIL Anchor, Raise the ITIL Sail, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Matt Hooper
ITSM Evangelist, LANDESK Software
The idea that workers want to bring their own device is flawed. They don’t want to bring their own, they just don’t want to wait on IT to delivery antiquated solutions. Patience is not a business virtue in a world that expects a rapid pace of change. While ITIL helped manage fragile IT, stable infrastructure is now delivered through cloud and SaaS. However, this does not mean that ITSM has to slowly fall into irrelevance. This session explains how Lean ITSM and DevOps can accelerate business velocity. Join us to learn:
• How DevOps, continual deployment and other agile methods can improve governance.
• How to Transform your ITSM disciplines and systems into velocity engines instead of control systems.
• How to Identify the four challenges to enterprise agility and how ITSM can morph to meet the need.
Have you ever encountered a Salesforce bug? Ever wonder how salesforce.com fixes a bug and how you can track the progress? We invite all admins, developers, partners, and power users to join us on a behind the scenes journey following a bug through salesforce.com support and engineering. Learn how you can use the public known issues site to track bugs affecting your organization.
Este documento es un manual de usuario para el altavoz inteligente Jawbone JAMBOX. Explica cómo conectar el altavoz a dispositivos Bluetooth o mediante cable, cómo cargarlo y actualizarlo, y cómo usar sus funciones como altavoz inalámbrico y manos libres. También proporciona información sobre especificaciones técnicas, solución de problemas y seguridad.
This document discusses search engine optimization (SEO) and how it can be an important part of a company's marketing strategy. Some key points:
- Conductor is an SEO company that helps clients like Travelocity optimize their websites to perform better in search engine results.
- SEO represents a large and growing opportunity as more people use search engines, but it requires proper planning, resources, and measurement to realize its potential.
- Companies should assess their SEO opportunities by analyzing key search terms and estimating traffic and value. They then need to build an SEO strategy, audit current performance, and create a budget to improve over time.
- Proper metrics allow companies to track progress, learn
This document contains the resume of Shruthi GV summarizing her professional experience in software testing. She has over 6 years of experience as a Senior Software Engineer-Testing, primarily working on financial products. She has extensive experience in manual testing, test methodologies, defect tracking and client management. Her most recent project involved testing a commercial customer appraisal system for a bank.
El Dr. Juan F. Ascaso, presidente de la Sociedad Española de la Arteriosclerosis (SEA), participa en el acto de presentación de la 'Jornada Galáctica sobre Guías de Lípidos y objetivos a alcanzar en los pacientes de más alto riesgo cardiovascular' (Málaga, 4-5 abril, 2014).
Accede a la jornada completa en http://guiaslipidos.secardiologia.es
This SEO 101 deck is for my presentation at SEMpdx. It goes along with the SEO 101 blog located here http://webfor.com/seo-101/ that I updated for 2014 with the most recent relevant information for the basic building blocks of SEO (and beyond). Whether you’re a seasoned veteran or just starting out in SEO, the basic core principles of SEO are always important.
World Travel Market London: Creating Content Travellers Really WantGary Bembridge
My presentation at WTM 2013 for TBU London was about creating content that travellers really want, highlighting some of the pitfalls and risks. I talk about the importance of bearing in mind that most people only travel once a year for an annual 2 week holiday - and what that means when creating content
Apache Whirr is an Apache project that allows users to easily deploy and manage services like Hadoop, HBase, Zookeeper, and Cassandra on cloud infrastructures. It uses configuration files to define roles for cluster components and orchestrates their installation and configuration. Users can also define their own services by writing handlers for each role and scripts to install and configure the service on cloud nodes.
Polycom soundstation premier satellite data sheetbest4systems
The SoundStation Premier Satellite is an audioconferencing system that works with the SoundStation Premier conference phone to provide full-duplex audioconferencing with expanded coverage. It features a modular portable design for large conference rooms. By connecting the Satellite system, it enhances the sound quality of the SoundStation Premier to provide theater-quality sound that fills large rooms. It allows for up to seven microphones to cover broad areas and integrates with optional handset phones for private conversations.
Teachers must create assignments, tests, or surveys in Blackboard and assign due dates and times for items to appear in students' "To Do" modules. The steps are to create the assessment from course content, choose the type and availability dates, set the due date and time, and assign it to all students. While teachers do not see a "To Do" module, assigning due dates causes the items to appear for students to see upcoming deadlines.
We Trained You Why Didnt You Learn A Case Study In Change Managementjhoebler
So everything is done on your project plan – the conversion worked perfectly, the interfaces are humming along, even that tough customization is working properly – why are your end users in a panic? In this session, we will present a case study on change management’s role in not only training the users, but enabling them to learn the new tools and processes and adopting them as part of their daily lives. We will review our plan, what went right, what went wrong and how this multi-billion dollar government contractor managed to take an entrenched user community and turn them into believers of the “new” system – which in turn saved the company money, time and effort.
Integrating obiee & essbase with your data warehouse strategy in sync10 oracl...InSync Conference
This document discusses integrating Oracle Essbase and Oracle Business Intelligence (OBIEE+) with an organization's data warehouse strategy. It provides an overview of Essbase and OBIEE+ as enabling technologies that can help address common data warehouse issues by creating an "information warehouse" with a unified presentation layer. The document outlines steps to integrate Essbase and OBIEE+ with an existing data warehouse to close knowledge gaps and support enterprise performance management.
2012 CIO Perspectives: From Operations to the Executive Suitehdicapitalarea
The document discusses best practices for using metrics to communicate information across organizational levels, from operations to executives. It recommends establishing transparency, automation, clarity, and context around metrics. Metrics should evolve over time as the business changes through continual improvement. The goal is to help bridge information gaps and leverage metrics for strategic insights and executive briefings.
The document discusses the evolving role of the Chief Information Officer (CIO) over time from an IT operations focus to a strategic business leader. It outlines four main CIO archetypes - business leader, operational expert, innovation agent, and turnaround artist - and how CIOs allocate their time across functions. The document also discusses the potential role of a Strategy Execution Officer (SEO) to ensure effective implementation of business strategies and enterprise platforms.
A Peeps Eye view of IT Service Management: One Candy Company – Multiple Frameworks – Improving IT Services
Just Born's products may be sweeter than your organizations; Marshmallow Peeps, Hot Tamales, Mike and Ike, etc., but their IT group has the same goals and challenges as yours; improve services, demonstrate value and reduce cost.
Please join us as Bill Homlish, Sr. Technology Governance Architect for Just Born, shares his ITSM story.
How to Create an Undisputable Service Management Business CaseNina Segura
This document provides information on how to create an effective business case, including identifying core components, determining benefits, and using tools like cost-benefit analysis. It discusses how Six Sigma and Lean principles can help improve processes and support business cases. Key tools highlighted include voice of the customer, value stream mapping, root cause analysis, and failure mode and effects analysis. Benefits of applying Lean to the ITIL framework are also outlined.
How to Create an Undisputable Service Management Business CaseITSM Academy, Inc.
Nina Segura, Metaspire Consulting and Jayne Groll, ITSM Academy
Does your ITIL / ITSM Program need more resources? A compelling business case, capturing both the quantifiable and unquantifiable characteristics of your proposed project, can help you secure the resources needed. Join us in this session, where we will provide you with an awareness of core tools, including Lean Six Sigma best practices, which can be leveraged for a solid, undisputable process improvement business case.
Maneuver Warfare and Other Badass Habits of a Lean Product Developer Marko Taipale
This document discusses how to become a lean product developer by adopting habits that focus on efficiency and continuous learning. It recommends "leaning" business ideas through customer validation, building solutions faster or not at all using just-in-time implementation, and continuously measuring what matters to optimize the system and throw away waste. The document emphasizes learning by getting customer feedback, formulating hypotheses to test, using A3 problem solving templates, and shipping solutions frequently to learn from real-world use. The overall message is that respecting people, understanding purpose, improving continuously, and engaging customers are key habits of lean product development.
LKNL12: Kanban for the whole value streamVasco Duarte
You’ve been there before. You know better, you have a good idea to support your agile transition. Work starts, things work well at first, but then you bump against organizational barriers. Sales, Marketing, Support all have a different language and a different view into the value stream. How can we start an organizational change without a shared model of how the company should be organized?
Those are all symptoms of a gap in our Agile community: we lack a organizational model for company-wide Agile adoption and company-wide continuous improvement. Examples of this include: no company-wide flow-model (kanban) from idea to sales to idea and so on; we have no way to evaluate where the bottlenecks are the moment they are not in “our silo”. We lack a theoretical model for designing software organizations.
A theory is something that informs day-to-day decisions and experiments (e.g. PDCA). In this talk we will explain an
organizational design concept developed over several years, and use concrete examples to describe a model that you can use in support of - not only your agile adoption - but your company improvement process and your new organizational design.
This document discusses a presentation given by David Bathiely Fernandez of EXIN on the future of ITSM. It begins with an introduction of EXIN and overview of common ITSM frameworks like ITIL and ISO/IEC 20000. It then discusses why ITSM is important for organizations, focusing on improved productivity, efficiency and customer satisfaction. Finally, it covers EXIN's training and certification programs, emphasizing the benefits certification provides to both individuals and organizations.
This document summarizes the journey of HMRC's IT department, IMS, in establishing an "IT Profession" framework to better define IT roles and skills. After an initial unsuccessful attempt, IMS implemented a second iteration that focused on aligning with the broader government IT skills framework, renaming roles, and embedding the framework in HR processes like performance management. The framework is now established but continues to evolve, with goals of expanding the skills definition, strengthening performance management links, and improving metrics to measure adoption and impact. Lessons learned included ensuring visible competency leadership, focusing on roles not individuals, keeping the framework simple, and embedding it in existing management practices.
1) The document discusses next practices for IT organizations, including adopting best practices frameworks to improve governance, alignment with business needs, and use of resources.
2) It highlights trends like cloud computing, analytics, and social media that are changing IT and business models.
3) Surveys of IT professionals found that most organizations have immature governance and many IT projects fail, demonstrating a need for better practices.
Enterprise Cloud Development and Agile Transformation Strategy - China 2012 Laszlo Szalvay
This is a seminar I gave throughout China the week of Oct 29th 2012. It covers the topics of Agile Software Development (Scrum, Lean, XP) and the new framework of Enterprise Cloud Development that CollabNet has been socializing. Please contact me for similar private talks at your company.
The document discusses Oracle's enterprise architecture tools and reference architecture. It outlines key enterprise architecture activities including architecture reviews and recommendations using TOGAF. It presents Oracle's enterprise reference architecture diagram depicting core systems, integration systems, and access channels supported by enterprise infrastructure and information management. The activities aim to create an enterprise IT platform through initiatives for master data management, flexibility, business insights, operational excellence, and agile/secure infrastructure.
Why IT needs more IT Architects (IASA style)Paddy Baxter
This is a deck I presented to IT leaders in the public sector. In it I explain the IASA definition of IT Architect and how in-house tech leaders can deliver substantially to their teams, IT and their whole organisation by focusing on the skills IASA defines as required for a high performing IT architect.
SRE Roundtable with 4 DevOps Ambassadors
A roundtable conversation about Site Reliability Engineering (SRE).
Please join us as four of the DevOps Institute's Ambassadors discuss SRE.
DevOps and SRE (and a little history of Google and SRE) - Helen Beal
SRE and ITIL - Donna Knapp
Benefits of SRE - Craig Pearson
SRE and Security - Niladri Choudhuri
And then the team will answer questions for 30+ minutes. We are very interested in hearing your questions. You can tweet them to @ITSMAcademy, add to the registration form, or bring them with you and chat in during the session.
How to improve Customer and Employee Experience with IT Service ManagementITSM Academy, Inc.
This document provides a summary of a presentation on improving customer and employee experience with IT service management. It introduces the presenter, Chris Gallacher, and his background in IT service delivery and consulting. It then defines customer experience and employee experience, explaining that both are based on perceptions of interactions with an organization. The presentation discusses why digital customer experience is important for IT organizations and outlines a framework for measuring CX and EX maturity. It also provides tips on adopting an outside-in perspective, developing a clear vision and strategy, and getting started with initiatives like journey mapping and defining moments that matter.
Donna Knapp, Curriculum Development Manager, ITSM Academy
How to Create a Great Customer Experience
A key activity in the ITIL 4 service value chain is 'engage'. One reason why this activity is particularly important is that it represents the start of the customer journey. The most successful organizations understand and master the customer journey; often by walking in their customers’ shoes and experiencing the end-to-end journey for themselves.
In this session, Donna Knapp introduces concepts from the new ITIL® 4: Drive Stakeholder Value publication including ways to optimize the customer journey and create a great customer experience.
Donna Knapp, Curriculum Development Manager, ITSM Academy
Digital has changed everything! It has enabled organizations to introduce new business models and to significantly change how they do business. Most importantly, it has changed expectations regarding the development, delivery, and use of digital technologies. Speed is crucial, but not at the expense of quality and resilience. In this session, Donna Knapp introduces concepts from the new ITIL® 4 High Velocity IT publication including new ways of thinking and working when speed (across the organization, not just in IT) is key.
The document provides an agenda for an ITIL4 and ServiceNow overview presentation. It includes introductions of the presenter, Mario Vivas. It then provides overviews of ITIL4, focusing on its practices and dimensions of service management. It discusses the ServiceNow platform and its key product lines and applications for incident management, problem management, change management, service catalog, knowledge management and demonstrations. The presentation aims to highlight ITIL4 guiding principles and how ServiceNow supports various ITSM processes and practices through its applications and integrations.
Vicki Rogers, Senior Manager of Change, Georgia Tech
Learn how Georgia Tech adopted the IT change management process (AKA change enablement practice in ITIL v4), designed to help control the life cycle of strategic, tactical, and operational changes to IT services through standardized procedures.
In this webinar, host Vicki Rogers will briefly describe and define change management and how it fits into the ITSM model, touching on changes with ITIL v4.
Please join us as Vick
Is this the End of ITIL? NO, it is the end-to-end of ITIL!ITSM Academy, Inc.
Paul Wilkinson, GamingWorks
Is this the End of ITIL? NO, it is the end-to-end of ITIL!
As we celebrate the first year anniversary of ITIL 4, enterprises are working their way to understand and clarify the full impact and value of the update. Do these questions sound familiar to you (or have you asked them yourself?):
"ITIL 4 is theoretical, how do we translate theory into practice?"
"How do you demonstrate the relevance of ITIL 4?"
"How do we get buy-in from the other stakeholders in the value chain?"
"How do we get the business to buy-in to apply effective IT governance to prioritize scarce resources against exploding demands?"
"Do we need to shift from SLAs to XLAs?"
In this session we will explore how the MarsLander Experiential Learning Workshop has been effectively used to address these challenges and show concrete, pragmatic takeaways.
And yes, Paul will be talking about their simulation, but will also unveil lots of pragmatic advice you can use to better understand the value proposition of ITIL 4.
Artificial Intelligence (AI) & The Future of Employee ServiceITSM Academy, Inc.
Dan Turchin, Astound
he bots are coming… but not to take your job. Learn how and why AI and machine learning are making humans better and how organizations like McDonald’s and adidas are delivering better service today.
Astound co-founder Dan Turchin will discuss the future of AI in IT and provide actionable tips that will guarantee your AI initiatives succeed.
Key takeaways:
How artificial intelligence is impacting IT
Why machine learning accelerates shift left strategies
How AI and natural language processing (NLP) are used to improve KPIs like MTTR, FCR, cost per ticket, and customer satisfaction
How AI-driven automation benefits the entire service lifecycle from provisioning and monitoring to incident, problem, and change management
Greg Sanker, CIO, Author, speaker and practitioner with over 30 years of global IT experience
Every organization makes changes on a daily basis, and every change has the potential to go wrong and potentially do great harm to the business. How do you balance the need to manage risk, without slowing everything to a grinding halt to go to CAB?
Thankfully, ITIL 4 has some great news, and this webinar will get you up to speed on Change Control.
What’s in it for you?
Join if you:
Want to know what’s new in ITIL4 Change Control
Have an unpopular CAB
Need help doing change management in a DevOps world
Far more than a new name for the same old thing, Change Control helps you manage changes at the speed of business.
Introducing “The V*A*L*U*E Formula: Do more with less and reduce stress"ITSM Academy, Inc.
Ken Wendle, Author, speaker, consultant and instructor
A common thread shared by almost every best practice or methodology – from ITIL to Lean to DevOps - is VALUE. Understanding, focusing on and improving our value ultimately is the most important thing any organization can do.
The V*A*L*U*E Formula - an exciting new book by Ken Wendle - explains and explores the “five essential elements of value” which work together to help individuals and organizations define, focus, augment, differentiate and deliver their full value potential.
This webinar will introduce and discuss “The V*A*L*U*E Formula” and model.
Topics and Key Takeaways:
It comes down to VALUE
Crafting a compelling Value Vision
Aspects of Alignment
Facets of Leverage and Uniqueness
Unleashing value through effective Execution
Alan Nance, FISM, Managing Partner CitrusCollab LLLP ... thought leader, innovator, creative disruptor
Service Management exists to guarantee a valuable experience to customers and colleagues. Despite years of implementing best practices, the reputation of most technology departments is below par in the eyes of business leaders.
90% of CEOs feel they aren’t meeting their customer needs.
85% of CEOs don’t think technology is performing critical functions.
One of the core reasons is that technology teams are often trapped into measuring output rather than outcome, and KPIs on activities rather than XPIs that guarantee experience.
Luckily, ITIL 4 now connects to the world of design thinking and experience management with its focus on co-creation and outcomes. But how can we include eXperience Level Agreements (XLA) effectively and quickly?
In this presentation Alan will explain all-things XLA.
DJ Schleen, DevSecOps Evangelist
You wouldn’t make changes in a production environment without testing first, so why make changes to a production pipeline and risk breaking the CI/CD process? This talk will introduce the concept of Blue/Green *pipelines* to optimize flow and continuously experiment with security toolsets without interrupting critical DevSecOps infrastructure. If you are a Continuous Delivery Architect, or are interested in minimizing interruption while integrating security toolsets this talk will resonate with you.
Mark Blanke, OwlPoint
Whether you are new to ITIL, Captains of ITIL 3 - or somewhere in between, this webinar is for you. Join us as Mark Blanke, President of OwlPoint, shares with us 5 practical steps to map where your organization is today and how to plan for your journey.
Donna Knapp, ITSM Academy's Curriculum Development Manager / Author
ITSM Academy was so excited to introduce ITIL 4 in our January webinar. We can tell our 300+ audience members were excited as well by the number of questions we did get to answer. Join us in February for an extended Q&A session and the latest ITIL 4 news.
Donna Knapp
Join us for an introduction to ITIL 4. We’ll share – at a high level – key ITIL 4 concepts and how those concepts support the management of modern IT services. If your organization is leveraging agile, lean and DevOps practices, you will like what you see in this current evolution of the ITIL framework.
Mike Orzen, Lean Technologist / Author, Donna Knapp, Curriculum Development Manager / Author
It’s been said that where there is demand there is a value stream. It seems you can’t visit an IT website these days without reading about the importance of value stream management. As Agile, Lean and DevOps practices accelerate our ability to satisfy customer demand, it’s important that ITSM professionals understand the relationship between value streams and processes.
Join Mike Orzen, author of Lean IT and The Lean IT Field Guide and Donna Knapp, author of The ITSM Process Design Guide, for a conversation about value streams and the benefits of incorporating Lean thinking into our continuous improvement efforts. Mike and Donna will set the stage and then ‘open up the mics’ for your questions about anything related to value streams and value stream mapping.
Sean Mack, CEO, xOps
There is a prevalent myth that DevOps and IT Service Management (ITSM) and the IT Infrastructure Library (ITIL) are incompatible. However this supposition has very little basis. ITIL is a framework from which you can take or leave portions you like and, in fact, this framework provides many useful paradigms for DevOps help implementations.
There’s actually wide synergy between ITIL and DevOps. If we understand ITIL as a process framework and see DevOps as, primarily, a culture of collaboration, there is no reason we cannot have a process framework integrate very well with a culture of collaboration.
This talk looks at the overlap of ITIL and DevOps and outlines some practical ways in which the DevOps philosophy can be applied to ITIL and operations process management.
Modernizing Service Management Processes with Self-Service AccessITSM Academy, Inc.
Webinar - Nick Schneider - Driven by a range of initiatives: DevOps, Digital Transformation, Modern Operations, etc - today Infrastructure and Operations organizations are experiencing growing pressure to modernize established ITSM processes and practices. The impetus is help streamline and accelerate software and service delivery to safely improve their organization’s speed, agility and responsiveness to the market. This presentation will provide real world experiences and practical guidance on how to modernize key processes with Self Service Access to safely empower software developers with autonomy, feedback loops and visibility across the end to end SDLC (Software Development Lifecycle).
Service Portfolio - Preparing for the Future of your OrganizationITSM Academy, Inc.
This document discusses the importance of service portfolio management for organizations. It defines a service portfolio as the complete set of services managed by a service provider. An effective service portfolio articulates business needs, services offered to meet those needs, and how resources will be allocated. It represents all current and planned commitments to customers. Implementing a service portfolio ensures the right mix of services to balance IT investment with business outcomes. The presentation reviews how to define services, implement a service portfolio, structure the portfolio, manage it through the service lifecycle, and consider portfolio design. Effective service portfolio management provides strategic direction and financial discipline for an organization.
Status Quo or Status Whoa? with Brad Utterback, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Brad Utterback, ITSM Consultant and Trainer
Whoa is often used to "stop" motion. But it is also an idiom for something that causes us to pay attention. For example, something that's new, creative and a game changer for the business. Continual Service Improvement is a set of best practices that can help you move off the " status quo" and on to the "status WHOA" by ensuring the service organization grows and changes with the business and ensuring your people are enabled to innovate and create new ways of being effective and efficient.
Please join us as we explore in more detail the benefits of Continual Service Improvement.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
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When IT Fails: A Business Novel - ITSM Academy Webinar
1. When IT Fails:
A Business Novel
#whenitfails
Book by Gene Kim, Kevin Behr and George Spafford
Webinar by Lisa Schwartz (@ITSM_Lisa)
and Gene Kim (@RealGeneKim)
2. About ITSM Academy
Accredited Education Since 2003 - Tens of Thousands
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ITIL, MOF, ISO 20K Overviews
Apollo 13, Visible Ops: The Class Certified Woman-Owned
And more!
ITIL® is a Registered Trade Mark of the Cabinet Office. Welcome!
3. Agenda
• The Author
• The Background
• The Cast of Characters
• The Plot
• The Project Phoenix
• The 3 Ways Twitter
@RealGeneKim @ITSM_Lisa
#whenitfails @ITSMAcademy
Gene Kim was the founder of Tripwire, co-author of The Visible Ops Handbook and
the upcoming books, The DevOps Cookbook and When IT Fails: A Business Novel
4. An Homage
Homage: a show or demonstration of
respect or dedication to someone or
something, sometimes by simple
declaration but often by some more
oblique reference, artistic or poetic.
6. The Board
CEO
SVP Retail Chief Audit
CFO CIO
Operations Executive
VP Prod
Mgmt VP Dev VP Ops CISO
Dir
Dir IT Support
Lead Engr Distributed
Svcs
Tech
7. Steve Masters, CEO *
“I’ll be blunt. The way things are
going, I’ll be out of a job in six
months.
“What’s at stake here is not just my
job, but the nearly four thousand
employees who work here at Parts
Unlimited.”
-- Steve Masters
8. The Board
CEO
SVP Retail Chief Audit
CFO CIO
Operations Executive
VP Prod
Mgmt VP Dev VP Ops CISO
Dir
Dir IT Support
Lead Engr Distributed
Svcs
Tech
9. The Board
CEO
SVP Retail CIO Chief Audit
CFO
Operations Executive
VP Prod
Mgmt VP Dev VP ITOps
VP Ops CISO
Dir
Dir IT Support
Lead Engr Distributed
Svcs
Tech
10. Bill Palmer, VP IT Operations *
Ch 1. In Which Bill Is Pulled From His Happy
Existence
Ch 2. In Which Bill Is Thrown Into The Deep End
Ch 3. In Which Bill Talks To The Usual Suspects
Ch 4. In Which Bill Sees The Underside Of A Bus
Ch 5. In Which Bill Has Auditors Take An Interest
Ch 6. In Which Bill Counts The Cards
Ch 7. In Which Bill Takes A Trip
Ch 8. In Which Bill Goes To Steve
Ch 9. In Which Bill Yells And Contemplates
…and so forth…
11. The Board
CEO
SVP Retail CIO Chief Audit
CFO
Operations Executive
VP Prod
Mgmt VP Dev VP Ops CISO
Dir
Dir IT Support
Lead Engr Distributed
Svcs
Tech
12. Patty McKee, Director IT Svc Support *
“When things go wrong in IT, people
call Patty. She’s our professional
apologist, whether it’s services
crashing, web pages taking too long
to load, or as in today’s case,
missing or corrupted data.”
-- Bill Palmer
13. The Board
CEO
SVP Retail CIO Chief Audit
CFO CIO
Operations Executive
VP Prod
Mgmt VP Dev VP Ops CISO
Dir
Lead Engr Dt Svcs Distributed
Tech
14. Wes Davis, Director Distributed Tech Ops *
“I groan at the thought of managing
Wes. He doesn’t manage a team –
he’s barely one step ahead of a
chaotic mob.”
-- Bill Palmer
15. The Board
CEO
SVP Retail CIO Chief Audit
CFO CIO
Operations Executive
VP Prod
VP Dev VP Ops CISO
Mgmt
Lead Engr Dt Svcs D Tech
16. John Pesche, CISO
“Let me see if I’ve got this right…
You deployed this tokenization
application to fix an audit finding,
which caused the payroll run failure,
which has Dick and Steve climbing
the walls?”
-- Bill Palmer
17. The Board
CEO
SVP Retail CIO Chief Audit
CFO CIO
Operations Executive
VP Prod
Mgmt VP Dev VP Ops CISO
Lead Engr Dt Svcs D Tech
18. Brent Geller, Lead Engineer
“Brent is definitely a smart guy, but
can be intimidating, because of how
much he knows. What makes it
worse is that he’s right most of the
time.”
-- Bill Palmer
19. The Board
CEO
SVP Retail CIO Chief Audit
CFO CIO
Operations Executive
VP Prod
Mgmt VP Dev VP Ops CISO
Lead E Dt Svcs D Tech
20. Sarah Moulton, SVP Retail Operations
“Thanks for that super creative
explanation, Bill... The real issue
here is that your people don’t seem
to grasp how important Phoenix is
to the company…
“I’m not the type to say, ‘I told you
so,’ but their latest product
announcement shows why we can’t
be acting as if this is just business as
usual.”
-- Sarah Moulton
21. The Board
CEO
CIO Chief Audit
S CFO CIO
Executive
VP Prod
Mgmt VP Dev VP Ops CISO
Lead E Dt Svcs D Tech
22. Chris Allers, VP App Development
“He has a reputation as a capable
and no-nonsense manager. With
nearly 200 developers working for
him, he needs to be.
“Chris is constantly asked to deliver
more features, do it in less time, and
with less money.”
-- Bill Palmer
23. The Board
CEO
CIO Chief Audit
S CFO CIO
Executive
VP Prod
Mgmt VP Dev VP Ops CISO
Lead E Dt Svcs D Tech
24. Dick Landry, CFO
“This payroll outage is your damned
fault. Bill, you’ve got four hours.”
-- Dick Landry
25. The Board
CEO
CIO Chief Audit
S CFO CIO
Executive
VP Prod
Mgmt VP Dev VP Ops CISO
Lead E Dt Svcs D Tech
26. Erik Reid, Candidate Director
“Look, thanks for the history lesson.
But I don’t see how all this is
relevant to managing IT Operations.
IT is not like running a factory.”
“Oh, really?” Erik turns to me,
frowning intensely. “In IT, there’s no
place for standardization,
documented work procedures, and
all that high-falutin’ ‘rigor and
discipline’ that you claimed to hold
so near and dear?”
27. The Board
CEO
CIO Chief Audit
S CFO CIO
Executive
VP Prod
Mgmt VP Dev VP Ops CISO
Lead E Dt Svcs D Tech
47. The First Way:
Systems Thinking (Left To Right)
• Never pass defects downstream
• Never optimize locally
• Always increase flow: elevate bottlenecks,
reduce WIP, throttle release of work, reduce
batch sizes
• Understanding where reliance is placed
48. Phase 1: Extend the Agile Continuous
Integration/Release Processes
• Make one-click environment creation available at the
earliest stages of the project: Dev, Test and Production
• Move code packaging to Development
• Automate code deployment
• Properly integrate release, configuration and change
into the value stream (as well as QA and infosec)
• Ensure developers don’t leave until production change
is successful
• Assign Ops person into Dev team
50. The First Way:
Systems Thinking: ITSM Insurgency
• Have someone attend the daily Agile standups
– Gain awareness of what the team is working on
• Find the automated infrastructure project team (e.g.,
puppet, chef open source tools)
– Release managers can provide hardening guidance
– Integrate and extend their production configuration monitoring
• Find where code packaging is performed
– Integrate security testing pre- and post-deployment
• Integrate testing into continuous integration and release
process
– Add security test scripts to automated test library
• Define what changes/deploys cannot be made without
triggering full retest and change authorization
51. The First Way:
Outcomes
• Determinism in the release process
• Creating single repository for code and
environments
• Consistent Dev, QA, Int, and Staging
environments, all properly built before
deployment begins
• Decreased cycle time
– Reduce deployment times from 6 hours to 45 minutes
– Refactor deployment process that had 1300+ steps
spanning 4 weeks
• Faster release cadence
53. The Second Way:
Amplify Feedback Loops (Right to Left)
• Get Development closer to Operations and
customers
• Expose visual data so everyone can see how
their decisions affect the entire system
• Create a reliable system system of work that
improves itself
54. “We found that when we woke up developers at
2am, defects got fixed faster than ever”
-Patrick Lightbody,
CEO, BrowserMob
55. Phase 2: Extend Release Process And
Create Right -> Left Feedback Loops
• Embed Dev into Ops escalation process
• Invite Dev to post-mortems/root cause
analysis meeting
• Have Dev cross-train IT Operations
• Ensure application monitoring/metrics to aid
in Ops and Infosec work (e.g.,
incident/problem management
56. The Second Way:
Amplify Feedback Loops: ITSM Insurgency
• Find areas in the incident and problem
management processes where Development
knowledge could help
• Ensure that countermeasures are captured in
the Agile backlog
• Find that developer who really cares about
the production environment
58. The Third Way:
Culture Of Continual Experimentation And
Learning
• Foster a culture that rewards:
– Experimentation (taking risks) and learning from
failure
– Repetition is the prerequisite to mastery
• Why?
– You need a culture that keeps pushing into the
danger zone
– And have the habits that enable you to survive in
the danger zone
75. This Is An Important Problem
Operations Sees… Dev Sees…
• Fragile applications are prone to failure • More urgent, date-driven projects put
into the queue
• Long time required to figure out “which bit got
flipped” • Even more fragile code (less secure) put
into production
• Detective control is a salesperson
• More releases have increasingly
• Too much time required to restore service “turbulent installs”
• Too much firefighting and unplanned work • Release cycles lengthen to amortize “cost
• Urgent security rework and remediation of deployments”
• Planned project work cannot complete • Failing bigger deployments more difficult
to diagnose
• Frustrated customers leave
• Most senior and constrained IT Ops
• Market share goes down resources have less time to fix underlying
• Business misses Wall Street commitments process problems
• Business makes even larger promises to Wall • Ever increasing backlog of work that cold
Street help the business win
• Ever increasing amount of tension
between IT Ops, Development, Design…
78. If I Could Wave A Magic Wand,
Everyone Will…
• Become conversant with Three Ways and
DevOps, and recognize the practices when you
see them
• Be energized about how ITSM practitioners
can contribute in this organizational journey
• Leave with some concrete steps to get some
great outcomes
• Become a part of a team that starts putting
these practices into place
79
79. When IT Fails: A Business Novel and
The DevOps Cookbook
• Coming in Winter 2012/2013
• “In the tradition of the best MBA case studies, this
book should be mandatory reading for business and
IT graduates alike.”
Paul Muller, VP Software Marketing, Hewlett-
Packard
Gene Kim, Tripwire founder, • “The greatest IT management book of our
Visible Ops co-author generation.”
Branden Williams, CTO Marketing, RSA
80. When IT Fails: A Business Novel and
The DevOps Cookbook
• Our mission is to positively affect the
lives of 1 million IT workers by 2017
• If you would like the “Top 10 Things You
Need To Know About DevOps,” sample
chapters or pre-order your copy of the book:
Gene Kim, Tripwire founder,
Visible Ops co-author – Goto http://itrevolution.com/itsmacademy
– Email genek@realgenekim.me
81. Gene’s links
• Velocity Conference, which is one of my
favorites to attend: http://velocityconf.com/
(Sign up for the mailing at
http://itrevolution.com/itsmacademy if you
want my conference notes, which will be
ready within 2 weeks)
• My favorite online kanban tool: Lean Kit
Kanban: https://leankitkanban.com/