Getting rid of agile in a few simple stepsHanno Jarvet
How to get rid of Agile, Lean, Kanban and Scrum. If you know how to get rid of Agile, you are better at protecting it. All change initiatives have to compete with the status quo. How to take a systems/hacker view of change initiatives to find weaknesses you can exploit.
How to Run a Post-Mortem (With Humans, Not Robots), Velocity 2013Dan Milstein
Slides (with annotations) from a talk on post-mortems at Velocity CA, 2013.
This is an expanded version of my earlier slides, from the Lean Startup Conf.
Everyone is thinking about startups. It is easier than ever to start a company. The freedom... The payoff....
But do you really know what it takes to succeed?
This presentation draws from on lessons from rowing, one of the toughest sports out there, and applies them to successful startups.
Devopsdays Berlin 2015 - Keynote - KataJohn Willis
A presentation based on Mike Rother's Toyota Kata and Steven Spears High Velocity Edge. I use Etsy, 2003 Columbia Shuttle, and Alcoa as good Kata and Bad Kata examples...
This presentation answers few points nd simple questions:
What is an A3 Report?
How to create one?
What applications it is used for - not just Solving Problems.
What makes a "Good" A3 Report.
Getting rid of agile in a few simple stepsHanno Jarvet
How to get rid of Agile, Lean, Kanban and Scrum. If you know how to get rid of Agile, you are better at protecting it. All change initiatives have to compete with the status quo. How to take a systems/hacker view of change initiatives to find weaknesses you can exploit.
How to Run a Post-Mortem (With Humans, Not Robots), Velocity 2013Dan Milstein
Slides (with annotations) from a talk on post-mortems at Velocity CA, 2013.
This is an expanded version of my earlier slides, from the Lean Startup Conf.
Everyone is thinking about startups. It is easier than ever to start a company. The freedom... The payoff....
But do you really know what it takes to succeed?
This presentation draws from on lessons from rowing, one of the toughest sports out there, and applies them to successful startups.
Devopsdays Berlin 2015 - Keynote - KataJohn Willis
A presentation based on Mike Rother's Toyota Kata and Steven Spears High Velocity Edge. I use Etsy, 2003 Columbia Shuttle, and Alcoa as good Kata and Bad Kata examples...
This presentation answers few points nd simple questions:
What is an A3 Report?
How to create one?
What applications it is used for - not just Solving Problems.
What makes a "Good" A3 Report.
Justin Arbuckle, VP EMEA CHEF, at DevOps Enterprise Summit 2014
Passion, drive and relentless pursuit of almost mythical productivity improvements while ignoring the organizational necessities of building adoption and showing incremental successes early can make devops evangelists appear to be crazed Captain Ahabs. As your teams lash themselves to the mast waiting for the inevitable confrontation with an organization that ‘has always done things this way..’ you bellow into the gale…’cant you see that this is so much better!!’
It doesn’t have to be that way. Large enterprises have a great deal to both learn and teach about implementing devops at scale. Moby Dick is one of the greatest american novels ever written and is a brilliant analogy for what to avoid if your aim is to tame the devops whale in enterprises where you do not control all the elements. The big sea is very different from a garage…
From this cautionary tale, we learn;
The importance of committing – don’t just talk about devops. Do it. Decide to go to sea.
Building a diverse willing team from across your business. Secret stowaway projects deliver early and then stall.
Listen to the advice of other captains. There will be problems along the way and you will need them on the way back for sure.
De-Centre your excellence. Its easier to land the whale with a lot of little boats than one big one.
Devops changes the very fabric of how large enterprises have evolved to deliver IT systems…and yet you will find your message has enormous resonance for many. The secret to effectively seeding devops and growing its influence in your organization lies with the organization itself and how you make your devops journey everyone else’s too.
How 5 people with 4 day jobs in 3 time zones enjoyed 2 years writing 1 bookErin Dees
The story of writing the JRuby book together, with lessons for freelancers, telecommuters, and remote collaborators everywhere. Speaker notes from Open Source Bridge 2011.
DOES14 - Justin Arbuckle - CHEF - Hunting the DevOps WhaleGene Kim
Passion, drive and relentless pursuit of almost mythical productivity improvements while ignoring the organizational necessities of building adoption and showing incremental successes early can make devops evangelists appear to be crazed Captain Ahabs. As your teams lash themselves to the mast waiting for the inevitable confrontation with an organization that ‘has always done things this way..’ you bellow into the gale…’cant you see that this is so much better!!’
It doesn’t have to be that way. Large enterprises have a great deal to both learn and teach about implementing devops at scale. Moby Dick is one of the greatest american novels ever written and is a brilliant analogy for what to avoid if your aim is to tame the devops whale in enterprises where you do not control all the elements. The big sea is very different from a garage…
From this cautionary tale, we learn;
The importance of committing – don’t just talk about devops. Do it. Decide to go to sea.
Building a diverse willing team from across your business. Secret stowaway projects deliver early and then stall.
Listen to the advice of other captains. There will be problems along the way and you will need them on the way back for sure.
De-Centre your excellence. Its easier to land the whale with a lot of little boats than one big one.
Devops changes the very fabric of how large enterprises have evolved to deliver IT systems…and yet you will find your message has enormous resonance for many. The secret to effectively seeding devops and growing its influence in your organization lies with the organization itself and how you make your devops journey everyone else’s too.
5 Ways Organizations Get eLearning WrongJohn Schulz
I delivered this presentation at the 2009 Chicago eLearning & Technology Showcase.
The issues were identified through an informal survey posted to several social networks. Participants were asked to identify one way their organization got elearning wrong - that is, to identify one 'thing' that threatened the success of elearning deployment within their organization.
Many of the responses were rather tactical - the specific way a particular course was designed, the particular tool used, etc. All of the responses, however, pointed to one of five strategic issues. Those are explored here, and were supported by research/comments from a number of industry sources.
This presentation really calls for a slidecast, as the presentation was designed to be very conversational. As a result, the slides are somewhat thin on text. Until a slide cast can be created, please feel free to write me with questions.
Again, many of the ideas represented here are not original thought. I try to reference these sources on the slides as appropriate. Please let me know if I missed someone.
Coding can feel as challenging as rock climbing! What do you do after you fall? In this talk, I’ll share how rock climbing taught me better software development practices. Come explore techniques you can try when hanging off a cliff of zeros and ones or need to step away from the ledge of monkey patching. You’ll hear stories of failure as I endeavored to learn to code and how success virtually came from an unlikely source, a rock wall.
The worst time to discover your processes are totally broken? During a live incident. Avoid incident management flops by running regular simulations that actually reflect a realistic incident environment. I'll teach you how.
Palms are sweaty, knees weak, arms are heavy...sound like your first on call shift?
One of the biggest challenges in incident response work, especially for newer SREs, is the lack of safe spaces to fail. Incident simulations can be an effective way to take the terror out of that first on-call shift, but they take careful planning. In this talk, I’ll explore different types of simulations (from tabletops to full-on realistic mock incidents), how and when to utilize them, and how to make sure you get the most out of them.
Ashley Sawatsky is an expert in incident management and communication, with a focus on the SaaS world. In her 6+ years of experience building and scaling Shopify's incident response program, she developed the ability to fluently translate the technical aspects of SRE incident response to Legal, PR, Customer Support, and Executive stakeholders. Now, she works at Rootly as Senior Developer Relations Advocate, where she engages with the SRE and incident response communities, and consults with customers from the world's largest tech companies—like Canva, Figma, NVIDIA, and more—on their incident response strategies.
Want to increase your startup success? In this presentation you learn specific tips on how to use continuous customer interaction to increase your chance to build awesome products & startups, that serve more people, more often, with more meaning, more efficiently.
Developing & Leading High Performance TeamsMike Cardus
http://www.create-learning.com
Created and presented to Simon Graduate School of Business Executive MBA students, University of Rochester, NY.
Increasing retention of talent, completion time of projects and tasks, satisfaction with work and life; Making your organization, team, and you better and greater profit.
In our time together you will learn how to; hone, utilize, and develop interpersonal and political skills that are needed for more than successful completion of Projects and Goals; Leading to an increase in your value to the team and organization.
[Stretch 2023] We're in it together and other perspectives on effective produ...Jason Yip
Have you watched those Spotify engineering culture videos? They were trendy and influential but that was around nine years ago. What might we say about effective product development culture today? In this talk, Jason will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This talk is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.
[Stretch 2023] What does productivity really mean at different levels_ Indivi...Jason Yip
Do you want to learn how to boost your productivity at individual, team, and organisational levels? If so, this presentation is for you. Individual productivity is about increased focus, frequent feedback, and reduced friction. Team productivity is about “flow over utilisation” and integration. Organisational productivity is about allocating effort, reducing relearning, and taking parallel bets. By the end of this presentation, you will better understand how to improve productivity at different scales and contexts.
More Related Content
Similar to Row Together, Row in the Right Direction, Row Faster
Justin Arbuckle, VP EMEA CHEF, at DevOps Enterprise Summit 2014
Passion, drive and relentless pursuit of almost mythical productivity improvements while ignoring the organizational necessities of building adoption and showing incremental successes early can make devops evangelists appear to be crazed Captain Ahabs. As your teams lash themselves to the mast waiting for the inevitable confrontation with an organization that ‘has always done things this way..’ you bellow into the gale…’cant you see that this is so much better!!’
It doesn’t have to be that way. Large enterprises have a great deal to both learn and teach about implementing devops at scale. Moby Dick is one of the greatest american novels ever written and is a brilliant analogy for what to avoid if your aim is to tame the devops whale in enterprises where you do not control all the elements. The big sea is very different from a garage…
From this cautionary tale, we learn;
The importance of committing – don’t just talk about devops. Do it. Decide to go to sea.
Building a diverse willing team from across your business. Secret stowaway projects deliver early and then stall.
Listen to the advice of other captains. There will be problems along the way and you will need them on the way back for sure.
De-Centre your excellence. Its easier to land the whale with a lot of little boats than one big one.
Devops changes the very fabric of how large enterprises have evolved to deliver IT systems…and yet you will find your message has enormous resonance for many. The secret to effectively seeding devops and growing its influence in your organization lies with the organization itself and how you make your devops journey everyone else’s too.
How 5 people with 4 day jobs in 3 time zones enjoyed 2 years writing 1 bookErin Dees
The story of writing the JRuby book together, with lessons for freelancers, telecommuters, and remote collaborators everywhere. Speaker notes from Open Source Bridge 2011.
DOES14 - Justin Arbuckle - CHEF - Hunting the DevOps WhaleGene Kim
Passion, drive and relentless pursuit of almost mythical productivity improvements while ignoring the organizational necessities of building adoption and showing incremental successes early can make devops evangelists appear to be crazed Captain Ahabs. As your teams lash themselves to the mast waiting for the inevitable confrontation with an organization that ‘has always done things this way..’ you bellow into the gale…’cant you see that this is so much better!!’
It doesn’t have to be that way. Large enterprises have a great deal to both learn and teach about implementing devops at scale. Moby Dick is one of the greatest american novels ever written and is a brilliant analogy for what to avoid if your aim is to tame the devops whale in enterprises where you do not control all the elements. The big sea is very different from a garage…
From this cautionary tale, we learn;
The importance of committing – don’t just talk about devops. Do it. Decide to go to sea.
Building a diverse willing team from across your business. Secret stowaway projects deliver early and then stall.
Listen to the advice of other captains. There will be problems along the way and you will need them on the way back for sure.
De-Centre your excellence. Its easier to land the whale with a lot of little boats than one big one.
Devops changes the very fabric of how large enterprises have evolved to deliver IT systems…and yet you will find your message has enormous resonance for many. The secret to effectively seeding devops and growing its influence in your organization lies with the organization itself and how you make your devops journey everyone else’s too.
5 Ways Organizations Get eLearning WrongJohn Schulz
I delivered this presentation at the 2009 Chicago eLearning & Technology Showcase.
The issues were identified through an informal survey posted to several social networks. Participants were asked to identify one way their organization got elearning wrong - that is, to identify one 'thing' that threatened the success of elearning deployment within their organization.
Many of the responses were rather tactical - the specific way a particular course was designed, the particular tool used, etc. All of the responses, however, pointed to one of five strategic issues. Those are explored here, and were supported by research/comments from a number of industry sources.
This presentation really calls for a slidecast, as the presentation was designed to be very conversational. As a result, the slides are somewhat thin on text. Until a slide cast can be created, please feel free to write me with questions.
Again, many of the ideas represented here are not original thought. I try to reference these sources on the slides as appropriate. Please let me know if I missed someone.
Coding can feel as challenging as rock climbing! What do you do after you fall? In this talk, I’ll share how rock climbing taught me better software development practices. Come explore techniques you can try when hanging off a cliff of zeros and ones or need to step away from the ledge of monkey patching. You’ll hear stories of failure as I endeavored to learn to code and how success virtually came from an unlikely source, a rock wall.
The worst time to discover your processes are totally broken? During a live incident. Avoid incident management flops by running regular simulations that actually reflect a realistic incident environment. I'll teach you how.
Palms are sweaty, knees weak, arms are heavy...sound like your first on call shift?
One of the biggest challenges in incident response work, especially for newer SREs, is the lack of safe spaces to fail. Incident simulations can be an effective way to take the terror out of that first on-call shift, but they take careful planning. In this talk, I’ll explore different types of simulations (from tabletops to full-on realistic mock incidents), how and when to utilize them, and how to make sure you get the most out of them.
Ashley Sawatsky is an expert in incident management and communication, with a focus on the SaaS world. In her 6+ years of experience building and scaling Shopify's incident response program, she developed the ability to fluently translate the technical aspects of SRE incident response to Legal, PR, Customer Support, and Executive stakeholders. Now, she works at Rootly as Senior Developer Relations Advocate, where she engages with the SRE and incident response communities, and consults with customers from the world's largest tech companies—like Canva, Figma, NVIDIA, and more—on their incident response strategies.
Want to increase your startup success? In this presentation you learn specific tips on how to use continuous customer interaction to increase your chance to build awesome products & startups, that serve more people, more often, with more meaning, more efficiently.
Developing & Leading High Performance TeamsMike Cardus
http://www.create-learning.com
Created and presented to Simon Graduate School of Business Executive MBA students, University of Rochester, NY.
Increasing retention of talent, completion time of projects and tasks, satisfaction with work and life; Making your organization, team, and you better and greater profit.
In our time together you will learn how to; hone, utilize, and develop interpersonal and political skills that are needed for more than successful completion of Projects and Goals; Leading to an increase in your value to the team and organization.
Similar to Row Together, Row in the Right Direction, Row Faster (20)
[Stretch 2023] We're in it together and other perspectives on effective produ...Jason Yip
Have you watched those Spotify engineering culture videos? They were trendy and influential but that was around nine years ago. What might we say about effective product development culture today? In this talk, Jason will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This talk is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.
[Stretch 2023] What does productivity really mean at different levels_ Indivi...Jason Yip
Do you want to learn how to boost your productivity at individual, team, and organisational levels? If so, this presentation is for you. Individual productivity is about increased focus, frequent feedback, and reduced friction. Team productivity is about “flow over utilisation” and integration. Organisational productivity is about allocating effort, reducing relearning, and taking parallel bets. By the end of this presentation, you will better understand how to improve productivity at different scales and contexts.
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You’ve probably seen the famous Spotify Engineering Culture videos that describe how Spotify organizes its teams and processes to foster agility, autonomy, and innovation. But did you pay attention to the details?
In this presentation, we will revisit the videos and highlight the top three points that you should have noticed instead of Squads, Chapters, Tribes, Guild:
Aligned autonomy
Creating trust-at-scale
Decoupling
[AgileDevOps West 2023] We're in it together and other perspectives on effect...Jason Yip
Have you watched those Spotify engineering culture videos? They were trendy and influential in the agile community but that was around nine years ago. What might we say about effective product development culture today? In this keynote, Jason Yip will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This keynote is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.
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Have you watched those Spotify engineering culture videos? They were trendy and influential but that was around nine years ago. What might we say about effective product development culture today? In this talk, Jason will share a summary of 2023-era effective product development culture based on his eight years at Spotify and 14 years at ThoughtWorks. This will include core beliefs, guiding principles, and core practices. Which ones will align with what you see at your workplace? Which ones will highlight opportunities for improvement? This talk is not to encourage copying something that will become obsolete in another nine years, but instead to share an example of reflecting on effective product development culture to hopefully encourage your own ongoing reflection and improvement.
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Rowing faster is about
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48. Rowing faster is also
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organisational behaviour
49. Low performer High performer
Understood or not
Pass or fail
understood
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caused by random luck that produces results
Make predictions in order
Set passing thresholds to validate current model
of reality
Derived from The High Velocity Edge by Steven J. Spear
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done with a software development
team where there is a significant
difference in skill levels, let's say up to
10x difference?”
57. rmer”
nd worst perfo
not “seco
“Set the best performers as the standard.
Pair people with the masters in a master-
apprentice model. Find other suitable jobs
for those without aptitude. Like professional
baseball players, you need to practice every day to be a
professional. Software development is a team activity
and teams are only as strong as their
weakest link.”
60. Rowing together Alignment / Coordination
Rowing in the right
Direction / Shared vision
direction
Rowing faster Productivity / Skill
61. What problems existed at
the defense contractor?
• Rowing together? Despite all the “Hoshin
goals”, no. It’s like a portion of the boat just
stopped rowing because their part was done.
• Rowing in the right direction?
Probably
• Rowing fast enough? No. Typical
problem with defense contracts. Way too
slow to respond to events.
62. What problems existed in
the operations support role?
• Rowing together? Seemed to be.
• Rowing in the right direction? No.
Wishful thinking about the effectiveness of
middleware and no intention to validate.
• Rowing fast enough? No. Did not even
have basic knowledge about “rowing” (e.g.,
using a shared network drive rather than a
VCS). Code-and-fix approach.
63. What problems typically exist on
Agile delivery and transformation
projects?
• Rowing together? Typically have problems
with local optimisation for subset teams
• Rowing in the right direction?
Sometimes unclear on the ground what the
direction is. Typically direction is not validated.
• Rowing fast enough? Typically not as fast
as they could be. Most places do not
deliberately focus on developing skills.
64.
65.
66. Shallow
root cau
se? su pport?
itative
Quant
Observation bias?
I’m just putting this out
there
e useful... but are also risky
Met aphors may b
Conveni
ent fictio
n?