DevOps is about reskilling yourself and others in this new IT age.
Through DevOps improvement we transform the way we work. DevOps provides the approach to improving our way of working, and the navigational stars to steer by (the unicorn exemplars to aspire to).
Such transformation is essential to make people's lives better. So be careful our attempts doesn't make people's lives worse, or damage the culture of the organisation.
Let's ensure we lift everyone, or at least as many people as we can. We can make life better, the results better, and customer satisfaction better.
How to Successfully Manage Both Small and Large Teams Weekdone.com
Learn the main difference between managing small and large teams. How to handle both and so much more.
Imagine you are promoted to lead a bigger team. What are the key areas you should focus on? In these slides you will learn what to focus on, combined with actionable advice.
Talk delivered at the Lean Agile Scotland 2016 conference (#lascot16).
In this session, we explore how our brain builds up beliefs, truisms, rules of thumb or heuristics that we apply unconsciously in everyday situations.
This can lead to habituation and a loss of engagement.
The session introduces the idea of introducing "jolts" to the system to avoid routine and habituation from happening.
#FIRMday London 6th November 2019 - Rachel Dalboth: Well-being and its role i...Emma Mirrington
The life of recruiter can be a demanding one. Juggling hiring managers, candidates, tools and ever evolving techniques – how often do we pause and think about ourselves? In this session with our very own Rachel Dalboth, we reflect on the importance of well-being and how it should be seen as a key ingredient in the mix of being a great recruiter.
A short presentation about agile software development and how it links to the learning and development space. There is much in common between Agile concepts and Learning theory which is what these slides are about.
How to Successfully Manage Both Small and Large Teams Weekdone.com
Learn the main difference between managing small and large teams. How to handle both and so much more.
Imagine you are promoted to lead a bigger team. What are the key areas you should focus on? In these slides you will learn what to focus on, combined with actionable advice.
Talk delivered at the Lean Agile Scotland 2016 conference (#lascot16).
In this session, we explore how our brain builds up beliefs, truisms, rules of thumb or heuristics that we apply unconsciously in everyday situations.
This can lead to habituation and a loss of engagement.
The session introduces the idea of introducing "jolts" to the system to avoid routine and habituation from happening.
#FIRMday London 6th November 2019 - Rachel Dalboth: Well-being and its role i...Emma Mirrington
The life of recruiter can be a demanding one. Juggling hiring managers, candidates, tools and ever evolving techniques – how often do we pause and think about ourselves? In this session with our very own Rachel Dalboth, we reflect on the importance of well-being and how it should be seen as a key ingredient in the mix of being a great recruiter.
A short presentation about agile software development and how it links to the learning and development space. There is much in common between Agile concepts and Learning theory which is what these slides are about.
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to “be” agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility to your life and work and unlock your potential as an executive or a manager.
Olivia Liddell - Southeast PHP 2018 - Overcoming Your Fear of FailureOliviaLiddell
Have you ever been too afraid to try for an opportunity because you feared that you wouldn’t get it? In this talk, you’ll learn more about some of the causes of fear of failure, along with clear strategies that you can use to overcome it and advance within your tech career. Fear of failure is very common, especially among women who are underrepresented in tech. You should attend this session if you’d like to learn how to develop more confidence, build a strong support network, and avoid the pitfalls of perfectionism and procrastination. We’ll use relevant examples from TV and pop culture to illustrate how you can overcome your fear or failure and further develop your potential as a tech leader.
Olivia Liddell - Nebraska.Code() 2018 - Overcoming Your Fear of FailureOliviaLiddell
Have you ever been too afraid to try for an opportunity because you feared that you wouldn’t get it? In this talk, you’ll learn more about some of the causes of fear of failure, along with clear strategies that you can use to overcome it and advance within your tech career.
Fear of failure is very common, especially among women who are underrepresented in tech. You should attend this session if you’d like to learn how to develop more confidence, build a strong support network, and avoid the pitfalls of perfectionism and procrastination. We’ll use relevant examples from TV and pop culture to illustrate how you can overcome your fear or failure and further develop your potential as a tech leader.
Organizations are changing
Now, as the digital disruption is approaching the plateau of productivity, the next disruption is emerging, namely how we organize us.
Focus is going to be on organizing, not organizations
1: Smaller teams
2: Relations beat skills
3: Intense sprints
4: Everyone is a leader
5: Listen, then decide
6: Sense-making
7: Step down from the Ivory Tower
8: Follower-ship beats leadership
9: Not more, but better
The research is clear: happy workers are more productive workers. And it’s best when managers enjoy their jobs as well. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to change the organization’s culture, and make it a happier place to work. This is not only relevant for managers, but for everyone who is concerned about the organization. We create a happier environment by managing ourselves, and lead by example, in an environment focused on experiments and learning.
How can we inspire workers with a goal? (Answer: start your own work exposition)
How can we have a better team culture? (Answer: share your personal maps)
How can we address core values? (Answer: start sharing your value stories)
All creative workers are expected to be “servant leaders” and “systems thinkers”. In this session, you will learn how you can do that concretely, with a number of inspiring stories and examples. As Gandhi said, “Be the change you wish to see.” A happier organization starts with people managing themselves.
CYCLES course (5): Systems and System ThinkingBryan Cassady
A lot of research has shown that systems are the key to innovation success.
Systems are made up of interrelated components of people and processes with a clearly defined, shared destination or goal.
Systems work best when everyone shares an understanding and commitment to the aim or purpose of the system.
The foundations are clarity and a commitment to learn, and improve.
Great companies have 3 characteristics that set them apart from the rest. These characteristics are:1. An ability to see and build on strengths 2. A commitment to build innovation eco-systems and 3. A commitment to ongoing action
Deliverables: Simplifying the challenges, structuring the learning process, getting better internally and in your eco-system.
Enough information to update your objectives and start another cycle.
Agile Tour Zurich Three Secrets of Agile LeadersPeter Stevens
How do leaders achieve long-term goals? How do they inspire people to achieve goals larger than themselves? Three stories of successful leaders, three secrets, and three tips for becoming a better leader. (Hint: The answer is hiding in plain sight.)
I was honored to open the Leadership track on the first morning of the Agile2015 conference 3 August 2015 in Fort Washington, MD with this presentation. The message is to consciously develop your powers of intention, awareness, and confront for greater self-direction and leadership. Learn more at ChristopherAvery.com and Partnerwerks.com.
Building Innovation Habits
If innovation is not happening regularly in your organization, you need to re-think what you are doing to promote and enable innovation. The natural tendency is for leaders to start with a focus on motivating. When companies announce new innovation strategies, too many people see these actions as the “flavour of the month”. Without the skills and systems to make innovation happen little changes. A better solution is to first, focus on building systems to make innovation easier, then culture and lastly, business strategy.
A lot of new advances in behavioural science has shown motivation and willpower it a notoriously unsuccessful way to build habits. The state of the art is quite simple. Habits are built on behaviour. You need to make behaviour possible then reinforce the behaviour to create habits.
What is important, useful, new, or counterintuitive about your idea?
-------------------------------------------------------------------------------
Businesses almost always focus on motivating employees first. When the task is difficult like making innovation happen, the step should be making things easier. Then there is room to work on motivation.
Managers also need to be aware of the waves of willingness and learn to take hard action when willingness, so things will continue when willingness is low.
Why do managers need to know about it? How can your idea be applied today?
-------------------------------------------------------------------------------
Behaviour happens when people are willing, able and ready. Until you are getting the right behaviours, it doesn’t make sense to work on building habits. Why: Habits are essentially reinforced behaviours. If your company is willing and able to innovate (The right behaviours are possible), focus on triggering behaviours and reinforcing behaviours to build habits. If not (and most companies are here), follow this simple 4-step process: Step 1 Identify / Step 2 Facilitate / Step 3 Trigger / Step 4 Reinforcement
Jak być zarąbistym developerem w oczach szefa i ... klientaWojciech Seliga
(Polish language / język polski)
Slajdy z mojej prezentacji z konferencji Confitura 2018 w Warszawie.
Pamiętacie może wystąpenia z Confitury sprzed paru lat - "How to be awesome at a Java developer job interview" czy "Java Developer Career Unplugged", które budziły spore emocje i które po latach nadal są komentowane. Lata lecą nieubłaganie. Z developera stałem się w międzyczasie szefem 150-osobowej firmy. Nabrałem nowych doświadczeń, nowego spojrzenia, muszę polegać jeszcze bardziej na ludziach niż kiedyś. I coraz bardziej polegam nie tylko na ich umiejętnościach programistycznych, ale na czymś znacznie istotniejszym. Jeśli chcecie zmierzyć się ze szczerą opinią dotyczącą tego jakie cechy charakteru, umiejętności, zachowania software developerów pozwalają według osób zarządzających przetrwać i rozwijać się ich firmom na wyjątkowo konkurencyjnym rynku globalnym IT w XXI wieku, to jest to prezentacja dla Was. "People are our biggest assets". W praktyce różni ludzie przedstawiają różną wartość dla firm. Pewnie zależy Wam na jej maksymalizacji. Nam - też :)
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to “be” agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility to your life and work and unlock your potential as an executive or a manager.
Olivia Liddell - Southeast PHP 2018 - Overcoming Your Fear of FailureOliviaLiddell
Have you ever been too afraid to try for an opportunity because you feared that you wouldn’t get it? In this talk, you’ll learn more about some of the causes of fear of failure, along with clear strategies that you can use to overcome it and advance within your tech career. Fear of failure is very common, especially among women who are underrepresented in tech. You should attend this session if you’d like to learn how to develop more confidence, build a strong support network, and avoid the pitfalls of perfectionism and procrastination. We’ll use relevant examples from TV and pop culture to illustrate how you can overcome your fear or failure and further develop your potential as a tech leader.
Olivia Liddell - Nebraska.Code() 2018 - Overcoming Your Fear of FailureOliviaLiddell
Have you ever been too afraid to try for an opportunity because you feared that you wouldn’t get it? In this talk, you’ll learn more about some of the causes of fear of failure, along with clear strategies that you can use to overcome it and advance within your tech career.
Fear of failure is very common, especially among women who are underrepresented in tech. You should attend this session if you’d like to learn how to develop more confidence, build a strong support network, and avoid the pitfalls of perfectionism and procrastination. We’ll use relevant examples from TV and pop culture to illustrate how you can overcome your fear or failure and further develop your potential as a tech leader.
Organizations are changing
Now, as the digital disruption is approaching the plateau of productivity, the next disruption is emerging, namely how we organize us.
Focus is going to be on organizing, not organizations
1: Smaller teams
2: Relations beat skills
3: Intense sprints
4: Everyone is a leader
5: Listen, then decide
6: Sense-making
7: Step down from the Ivory Tower
8: Follower-ship beats leadership
9: Not more, but better
The research is clear: happy workers are more productive workers. And it’s best when managers enjoy their jobs as well. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to change the organization’s culture, and make it a happier place to work. This is not only relevant for managers, but for everyone who is concerned about the organization. We create a happier environment by managing ourselves, and lead by example, in an environment focused on experiments and learning.
How can we inspire workers with a goal? (Answer: start your own work exposition)
How can we have a better team culture? (Answer: share your personal maps)
How can we address core values? (Answer: start sharing your value stories)
All creative workers are expected to be “servant leaders” and “systems thinkers”. In this session, you will learn how you can do that concretely, with a number of inspiring stories and examples. As Gandhi said, “Be the change you wish to see.” A happier organization starts with people managing themselves.
CYCLES course (5): Systems and System ThinkingBryan Cassady
A lot of research has shown that systems are the key to innovation success.
Systems are made up of interrelated components of people and processes with a clearly defined, shared destination or goal.
Systems work best when everyone shares an understanding and commitment to the aim or purpose of the system.
The foundations are clarity and a commitment to learn, and improve.
Great companies have 3 characteristics that set them apart from the rest. These characteristics are:1. An ability to see and build on strengths 2. A commitment to build innovation eco-systems and 3. A commitment to ongoing action
Deliverables: Simplifying the challenges, structuring the learning process, getting better internally and in your eco-system.
Enough information to update your objectives and start another cycle.
Agile Tour Zurich Three Secrets of Agile LeadersPeter Stevens
How do leaders achieve long-term goals? How do they inspire people to achieve goals larger than themselves? Three stories of successful leaders, three secrets, and three tips for becoming a better leader. (Hint: The answer is hiding in plain sight.)
I was honored to open the Leadership track on the first morning of the Agile2015 conference 3 August 2015 in Fort Washington, MD with this presentation. The message is to consciously develop your powers of intention, awareness, and confront for greater self-direction and leadership. Learn more at ChristopherAvery.com and Partnerwerks.com.
Building Innovation Habits
If innovation is not happening regularly in your organization, you need to re-think what you are doing to promote and enable innovation. The natural tendency is for leaders to start with a focus on motivating. When companies announce new innovation strategies, too many people see these actions as the “flavour of the month”. Without the skills and systems to make innovation happen little changes. A better solution is to first, focus on building systems to make innovation easier, then culture and lastly, business strategy.
A lot of new advances in behavioural science has shown motivation and willpower it a notoriously unsuccessful way to build habits. The state of the art is quite simple. Habits are built on behaviour. You need to make behaviour possible then reinforce the behaviour to create habits.
What is important, useful, new, or counterintuitive about your idea?
-------------------------------------------------------------------------------
Businesses almost always focus on motivating employees first. When the task is difficult like making innovation happen, the step should be making things easier. Then there is room to work on motivation.
Managers also need to be aware of the waves of willingness and learn to take hard action when willingness, so things will continue when willingness is low.
Why do managers need to know about it? How can your idea be applied today?
-------------------------------------------------------------------------------
Behaviour happens when people are willing, able and ready. Until you are getting the right behaviours, it doesn’t make sense to work on building habits. Why: Habits are essentially reinforced behaviours. If your company is willing and able to innovate (The right behaviours are possible), focus on triggering behaviours and reinforcing behaviours to build habits. If not (and most companies are here), follow this simple 4-step process: Step 1 Identify / Step 2 Facilitate / Step 3 Trigger / Step 4 Reinforcement
Jak być zarąbistym developerem w oczach szefa i ... klientaWojciech Seliga
(Polish language / język polski)
Slajdy z mojej prezentacji z konferencji Confitura 2018 w Warszawie.
Pamiętacie może wystąpenia z Confitury sprzed paru lat - "How to be awesome at a Java developer job interview" czy "Java Developer Career Unplugged", które budziły spore emocje i które po latach nadal są komentowane. Lata lecą nieubłaganie. Z developera stałem się w międzyczasie szefem 150-osobowej firmy. Nabrałem nowych doświadczeń, nowego spojrzenia, muszę polegać jeszcze bardziej na ludziach niż kiedyś. I coraz bardziej polegam nie tylko na ich umiejętnościach programistycznych, ale na czymś znacznie istotniejszym. Jeśli chcecie zmierzyć się ze szczerą opinią dotyczącą tego jakie cechy charakteru, umiejętności, zachowania software developerów pozwalają według osób zarządzających przetrwać i rozwijać się ich firmom na wyjątkowo konkurencyjnym rynku globalnym IT w XXI wieku, to jest to prezentacja dla Was. "People are our biggest assets". W praktyce różni ludzie przedstawiają różną wartość dla firm. Pewnie zależy Wam na jej maksymalizacji. Nam - też :)
As wary confidence grows in the economic recovery, anxiety is starting to bubble around workforce loyalty and retention. This concern is justified. But it shouldn’t be new.
Good to great strategic business planningRandall Chase
Melissa Valadez-Cummings will be teaching on the topic Good to Great Strategic Business Planning. Melissa Valadez-Cummings joined the City of Cedar Hill staff in 2003 and serves as Assistant City Manager. In her role, Valadez-Cummings has oversight responsibilities for numerous Citywide Sustainability initiatives, the City’s combined $86 million budget development process and the Departments of Utility Services, Tri-City Animal Shelter, Cedar Hill Public Library, Parks & Recreation, Planning & Zoning, Code Enforcement, and Neighborhood Services. Valadez-Cummings earned a bachelor’s degree in political science from Kansas State University in Manhattan, KS and holds a master’s degree in Public Administration from the University of Kansas. Melissa is an active member of the International City Management Association (ICMA), the Texas City Management Association (TCMA) and serves as the 2018 Vice President of North Texas City Management Association (NTCMA). She is a 2007 graduate of the Senior Executive Institute (SEI) of the Weldon Cooper Center for Public Service at the University of Virginia and a 2008 graduate of the Leadership ICMA program. Along with ACM responsibilities, Melissa currently leads the City of Cedar Hill’s various Growing Green Sustainability
Melissa Valadez-Cummings will be teaching on the topic Good to Great Strategic Business Planning.
This power point is the result of the past 3 years of examining the personal risks involved in leadership and how to prepare yourself so that you not only survive but also have strateiges and a tool kit to evolve and thrive as a person engaged with leading change.
The Effective Engineer by Edmond Lau has caught my eyes these past months. This is kind of #WhatIWishIKnew book. Knowing that Growth Mindset is one of Cermati Engineering principles, I decided to present the second chapter on the Cermati's biweekly techtalk
Using Growth Mindset For Career Success.pdfCenterfor HCI
In today’s rapidly advancing world, continual learning is a given. In the future, people are less likely to be hired for what they “know” and more likely to be hired for their ability to learn what they “don’t know”. For more information regarding the benefits of executive coaching Washington dc and human capital consultants, please visit the Center for human capital innovation.
Keynote delivered at Australian Prawn Farmers Symposium 2019 highlighting the importance for workplaces and industry to pivot toward the future. To do this Affectus Managing Director, Jill Briggs, encouraged the attendees to think through the people skills they encourage and seek.
Leading Four Generations in the Workplace - AICPA Global Manufacturing Confer...Tom Hood, CPA,CITP,CGMA
Presentation to the AICPA Global Manufacturing Conference in NOLA
The 'shift change' is underway as the retiring baby boom generation makes way for Generation X. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. This time what got you here won;t get you there. The incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace. The latest research on the new skills needed in the modern workforce and how leadership has changed. Participants will learn new approaches to engaging the next generation of workers to connect and collaborate in a way that maximizes their discretionary effort.
Scalable leadership is what enables your business to grow. It is all about asking the questions, getting the answers and making better decisions. It is about a dialogue, which in a chaotic world enables you to find the unidentified possibilities and turn them into better business.
Workshop introducing appreciative inquiry using Positive Matrix, a collaborative software tool that energizes people and their enterprise to bring about positive change.
Business Agility and Organisational LearningShoaib Shaukat
Many companies facing the dilemmas of business change, tries to adopt Agile methods and practices in order to achieve the benefits of Agile. However, all they end up with is the "Cargo Cult". This is due to their short term pursuit to achieve quick productivity gains to stem the delivery chaos which is inherent in a traditional delivery model. They fail to realise that any change effort has to start with people; as it is the culture that will determine the sustainability of the change.
In this presentation I will take you through the concepts of business agility and organisational learning and how a focus on culture can help the organisations to become more competitive overtime.
in 2018, Dr Cherry Vu (T.S. Vũ Anh Đào) and Rob England started travelling from New Zealand to Vietnam, to teach, coach, and consult to senior executives and owners on business agility, calling themselves Teal Unicorn. Their dozens of clients range from twenty to twenty thousand employees, in industries such as food, real estate, wholesale, retail, manufacturing, logistics, and banking. When COVID hit, they pivoted to serving Vietnam online from Wellington (and from their caravan travelling around the country).
The results their clients get are so good that they have difficulty overcoming the justifiable scepticism of anything written by a consultancy about themselves. In Vietnamese, Cherry has tens of thousands of followers, is a best selling author, and is overloaded with work. In English, not so much. They've written two books that both get 5-star ratings but aren't widely known. Even an article in the BAI's quarterly Journal Emergence has been met largely with silence.
In this presentation, they share those fantastic results and answer your questions. They want you to know that business agility really works.
A 40 minute introduction to DevOps for the Wellington DevOps Meetup, March 2021.
Rob forgot to talk about DevSecOps, which was a fundamental topic, and the general concept of "Shift left". Only so much you can fit in an hour, but they are good topics to research further.
Rob also mentioned some books
IT Revolution DevOps Forum is the best sources of free ebooks about Devops. It costs you an email signup, but it is worth it.
Team of Teams, Stanley McChrystal - good for business agility.
(See also Brave New Work, by Aaron Dignan, as Rob's favourite primer on new ways of working)
The Phoenix Project, by Gene Kim et al. - KoolAid intro to Devops, convinces most people.
Devops Handbook, gene Kim at al - good general refence
Continuous Delivery, Humble and Farley - still the definitive textbook
The Checklist Manifesto, Atul Gawande - in praise of checklists
Field Guide to Human Error, Sidney Dekker - safety culture influences Devops
(see also Dekker's two Youtube videos on Safety Differently and Just Culture)
Rob England consults and trains in IT locally in Welly tealunicorn.com/nwomit
Or see the work Rob and Cherry do together at enterprise level tealunicorn.com/clients
Agile at work within industry and business v5Rob England
Teal Unicorn presented at the Agile In Business Forum 2019 in Auckland NZ.
Asked to do a case study, we gave five success stories to show that Business Agility works. No theory or practices, just descriptions of the companies and people, and the results. Four stories are from Vietnam at the CEO level, and one from NZ within IT. All are dancing with the system, so each one is different in the nature and journey.
There is a renaissance in the ways we work, the likes of which we haven’t seen since the introduction of management as a discipline, except perhaps the ideas of flow after World War II.
The flagship is the Agile movement, which has escaped IT and is now transforming organizations, government, and society. But Agile is too narrow a portmanteau, so we call the movement as a whole Human Systems Agility, to embrace all the concepts involved.
In this presentation we’ll explore this human aspect, one that is desperately needed in most IT cultures, through some of our practical experiences.
Presented at SHINE19 online global conference https://www.servicedeskinstitute.com/events-networking/shine19/
what holds ITIL back from more successful transformation of IT work, and how we can help it succeed, as DevOps and ITSM finally converge on each other in the common ground of service operations.
You will see all sorts of claims on the internet of how DevOps is the end of ITIL. It ain't so, and there is as much strong argument out there for the use of both. How do DevOps and ITSM affect each other? What are the connections? How will they work together? Here is one view of where the work will be needed, and what value they offer each other.
The three Rs: Roles Responsibilities RelationshipsRob England
IT is about people, and more specifically the 3 R’s – roles, responsibilities and relationships. Rob will highlight that this is the key to getting the people side of IT right; define and communicate clearly everybody's roles, responsibilities, and build and cement strong relationships both within IT and with internal and external business partners too. According to Rob, if we can agree who does what and to whom first, then the processes and tools will follow. Without that, IT initiatives are doomed to fail: all the shiny flowcharts and software in the world won't affect improvements until people are working together effectively. Rob will also discuss how to design service models to make sure everybody plays their part: operating models (or their subset support models), engagement models and RACI charts for each practice. He will also look at what we need and what tools are available to help you get there.
Blog post here http://www.itskeptic.org/content/how-devops-messes-your-head
This presentation looks at how DevOps turns some fundamental principles of IT and ITSM on their heads, with new concepts such as high velocity change, fail fast, infrastructure as code, people over process, servers as cattle, and empowered developers. DevOps is a strong leading indicator of our IT future: sooner or later we will all need to make the lateral shift in mindset required by these challenging concepts.Your IT fundamental axioms will be challenged.
IT is going through a once-in-a-lifetime (hopefully) transformation as profound as the historical Renaissance.
Presented at Pink Elephant IT Service Management Conference 2016
Enterprises are wrestling with the conflicting needs to chase competitiveness in a world of endlessly changing technology, whilst still remaining mindful and careful. In IT we are caught in the same bind. I have written about this squeeze before in "To Protect and Serve".
This year I'm looking at solutions: how IT can deal with the dichotomy with Multi-Speed IT. By embracing Agile, DevOps, BYOD and other "liberation" approaches, and integrating them into our ITSM, risk, and governance practices, we can create an IT environment with a better chance of responding at the speed of business, whatever the business chooses that speed to be. This article proposes a nuanced approach to two-speed IT, where each lifecycle implementation is a blend of the two "speeds".
http://www.itskeptic.org/content/multi-speed-it
Big Uncle is a name for the concept of “benevolent security”. Privacy is a dated concept, disappearing fast. People get all tied in a knot over this, but the consequences are only as bad as we let them be. Like any technology, there will be evil applications and there will be good ones. There are upsides: Big Uncle not Big Brother.
Who controls which one we get? The people who work in IT: we make either one happen, we are the troops.
When establishing the relationship between an external service provider (outsourcer) and customer, why do we document a whole operating model spanning both organisations? The whole point of outsourcing is that the supplier should be a black box, with inputs, outputs and performance requirements. What we need to define is the interface between the two entities, to ensure the operating models of each one mesh properly together: the Engagement Model.
This is more efficient: we don't redundantly document processes which already exist, and are documented elsewhere. It is more effective: we focus on the gaps, specifying the requirements for change in each organisation in order to connect their operating models.
This is pioneering stuff: there is very little published on what an engagement model should look like or how to develop and use it. Rob has built them: this presentation looks at a format, the content, and its uses
a pragmatic approach to Continual Service Improvement. Enough theory: this is how to actually manage an improvement programme.
Improvement changes the way people think and behave. Improving the practices and tools are secondary to changing culture. You can change software in minutes. You can change process in days. But people take much longer to change. Improvement should happen in an incremental manner: evolution not revolution. Improvement is not a project - improvement is normal behaviour for professionals: to devote a certain percentage of our time to improving the systems we work with. We should all expect that things will be better next year. We should all expect that we will make a difference and leave systems better than we found them. Improvement is business as usual.
This presentation looks at the huge amount fo potential improvement in most organisations, and how improvement goes on as part of the professional's daily work. We describe a method of breaking the task down to make it manageable, and then organising that improvement based on small increments, agile approach, empowering staff and a "relaxed" attitude - a pragmatic way of dealing with our constraints.
More here http://www.basicsm.com/tipu
a layman's view of COBIT and why you need to know about it. It may have started out as an audit tool but now COBIT is very much a general IT practices framework. There is no reason other than history why ITIL is the "default" choice as an IT framework. There are better ones around. In my consulting practice I use COBIT as my framework, and flesh it out with ITIL and other bodies of knowledge when necessary. I use COBIT to frame assessment, current state analysis, reviews, improvement planning, strategy, roles, and so on. It's better.
Real IT: the reality of IT for most organisationsRob England
"RealIT" (reality, get it?) is the application of information and its technology to the functioning of an organisation. I.e. never mind the businesses that sell shiny tech things or that manage other peoples information, or all the other specialist tech businesses we are so captivated and distracted by. Real IT is about using IT to execute an organisation's mission.
When people talk about IT these days the term is - as usual - becoming debased to mean any or all of these. That's why I have started refering to RealIT: to focus on the reality of applying IT to business/enterprise/organisational outcomes; to take us away from confusing RealIT with the consumer personal digital experience (direct from manufacturer to consumer - think Apple - is NOT Real IT, the rules are different) or with the specialist industries of IT service aggregators/outsourcers/suppliers, or IT manufacturers/startups/entrepreneurs/vendors ... all of which are hijacking and distorting the "IT" conversation away from RealIT.
The Information Technology sector is layering into interacting industries. RealIT is one layer.
RealIT isn't always about speed; the hysterical frenzy of the startup or of the retail technology vendor. RealIT isn't always about innovation or competitiveness. RealIT isn't always about novelty and attractiveness and pandering to the desires of the users. These are viewpoints which are more important in the other parts of the value chain.
RealIT is about balancing the conflicting duties of "To Protect and Serve": acting as custodian of the massive existing investment in information and its technology, whilst also serving the changing needs of the organisation.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
4. Moving on
All of us must continually refresh our careers.
Learning to move with the times, pick the wave, continually
grow.
Steam
engine
driver
Typist Telephonist
Assembler
programmer
DBA
Sysprog
Webdeveloper
Computer
operator
5. Questions to get people moving
1. Will your work be better in a year? Better results? Better
enjoyment?
2. Are you working sustainably? Can you keep working the
way you are indefinitely without accruing technical or
cultural debt?
3. Does IT deliver value faster than the business is ready for
it? Or is IT a constraint?
4. What does a great day at work look like?
5. How would your behaviour change when you trust me or
someone else?
6. What’s in it for me
A better life
Pride in results
More respect
More predictability
Normal work hours
Treated like a grownup
Personal growth
New things to learn
Better culture
New ways of working
Job opportunity
Align with the future
7. Exemplars
Hire in, parachute in.
Get expertise and seed it into teams.
Or move exemplary people from an ace
team to a beginner one
Hold up exemplars as models.
Performance review people against
exemplars working near them.
8. Leadership
A new leader can change an organisation
drastically within a year.
Negative change is easier than positive:
entropy, tear down vs build.
Empower teams to devise change. You can’t
provide a packaged answer
Reorg when teams tell you to, crowdsource
change.
9. Nudge
New tools as a driver for change
Management decree
Expose people to other worlds, create
disaffection, pull for change
Deep-ending: push them in the pool
Change the policy and rules, and the related
measurements
Formal re-organisation to destabilise
resistance
Run to the fire
- Meg Whitman, HP
11. Patience
Human rate of change
Normal distribution
Embrace diversity
Innovators
3%
Early
Adopters
12%
Early
Majority
35%
Late
Majority
35%
Conservative
15%
Time to Adopt New Ideas or Technology
Critical
Mass
12. Evolution not revolution
Iterative
Exploratory
Incremental
If you have to reboot it is an
order of magnitude harder
- Jason Cox, Disney
13. On the bus Change has to be pulled
not pushed
- Dawie Oliver, Westpac
Modulate the level of disruption.
Don’t get ahead of the teams.
Give them space and time.
Circle back constantly, Check in with teams,
MBWA.
Check your passion.
15. People blossom
Permission, empowerment
It is ok to experiment, to fail, to take initiative, to lead.
Victims of the system
Unreasonable systems create unreasonable people
What are they like outside work?
16. Duty of care
As few people left behind as possible.
5%-20% don’t make it.
Management’s role is to coach, develop, offer opportunities.
Don’t lose valuable skills and knowledge.
People are on the bus or off the bus, but don't let anyone go
under the bus.
Identify, support and welcome those who don't want to come
along.
Make their exit graceful.
Ensure enough cultural change programmes and staff
training.
Ensure inclusion and investment.
Make work safe and healthy
Eliminate chaos
- Scott Prugh, CSG
17. Surviving DevOps
Work is always moving on.
Make sure no-one goes under the bus.
Let people blossom.
DevOps doesn't enable
just learning, but also joy.
- Gene Kim
reskilling yourself and others in this new age.
In this improvement we transform the way we work. DevOps provides the approach to improving our way of working, and the navigational stars to steer by (the unicorn exemplars to aspire to).
Such transformation is essential to make people's lives better. So be careful our attempts doesn't make people's lives worse, or worse still damage the culture of the organisation.
Let's ensure we lift everyone, or at least as many people as we can. We can make life better, the results better, and customer satisfaction better.
David Habershon
Dawie Oliver
Jason Cox
Scott Prugh
And my own personal journey
Generations ago, the career ambitions of an intelligent and ambitious geeky young man (we’re talking pre-women’s–lib) might well have included such demanding and technically advanced professions as steam engine driver or typist or telephone operator. The technically inclined among their children and grandchildren aspired to be business machine mechanics, electricians, and then computer operators. A generation ago, leading edge roles for young persons included programmer, or – for the elite – systems programmer or database administrator. Then it was network administrator or communications architect or web designer.
The relentless advance of the technological revolution over centuries creates an interesting phenomenon in the technical professions that doesn’t happen (at least as markedly) to other professional areas such as law or finance or even medicine: jobs become commoditised.
In part this is because they become semi-automated, or at least the interfaces become easier to learn and use. Database administration is not the arcane art it was with say IMS[1] or IDMS[2] [you kids go look them up]. Even Oracle is easier to run… slightly. Anjd MS-SQL is a doddle, comparatively.
At least as important is that the technical sophistication of each generation of workers stands on the shoulders of those who came before. A typewriter isn’t any easier to use today than when first invented. Word processing is much more complex and intellectually demanding than hammering away at mechanical keys. Yet my son was using MS-Word at age 6.
The third factor at work is that elite specialist technical professions hide their IP behind a shroud of mystery and jargon. They maintain a Masonic priesthood. Only the invited get the training. Over time this gets stripped away as the knowledge is taught in mainstream education. Think MCSE.
Fourth and last is that some jobs just fall from prominence as they get displaced by new technology: think CICS programmer. Yes I know the few that remain command high prices but this is a market aberration because too many dismissed it too early and the IBM mainframe stubbornly refuses to die (might be something to do with the way it continues to offer efficient, effective, robust processing of transactions year on year). CICS programming is probably not a smart career choice, and eventually the occupation’s value will fall to zero.
There is a great risk exposure here for technical people. One day you are the highly-paid hero. Then your kids go to school, you build a new house, you change companies a couple of times… and you turn around one day and the salaries are falling as every kid out of college can do your job.
This is a particular danger for those who launch out as consultants based on an extremely marketable skill. That is fine if you are five years from retirement. It is not so fine if you are young.
The smart ones reinvent themselves. They watch the trends, sniff the winds of change. They take the opportunities that come along to learn new skills in the right directions. They jump from the downhill side of one occupation’s lifecycle to the upward rise of another’s.
So keep a weather-eye on your chosen occupation. Have a plan for your career. Make sure that plan doesn’t assume the value of your current skills will continue to increase, or even hold the same level. Advanced technical jobs eventually become commoditised.
[1] http://en.wikipedia.org/wiki/Information_Management_System
[2] http://en.wikipedia.org/wiki/IDMS
Questions
Will your work be better in a year? Better results? Better enjoyment?
Are you working sustainably? Can you keep working the way you are indefinitely without accruing technical or cultural debt?
Does IT deliver value faster than the business is ready for it? Or is IT a constraint?
If not, you need to be continually improving, as an individual, a team, and an enterprise. So
What does a great day at work look like?
How would your behaviour change when you trust me or someone else?
There are times when people need a push.
Judicious use of
New tools as a driver for change
Management decree
Expose people to other worlds, create disaffection, pull for change
Deep-ending: push them in the pool
Change the policy and rules, and the related measurements
Formal re-organisation to destabilise resistance
Make sure it is judicious: apply the nudge only at times when minimal intervention will have maximal impact.
Intervene: engage with nay-sayers, work with problem people. “Run to the fire” - Meg Whitman, HP
Give them opportunity, hear their story, empower them,.
Change at a human rate.
There is a need for management and change agents to be cognisant of the human rate of change: it is measured in years.
It takes a year to see early results.
The normal distribution: People change at different rates
Some people need time to process and absorb new ideas.
Some people can imagine, others need to see and touch it.
That's ok: embrace diversity. Welcome those conservatives who put a brake on some of our wilder ideas, and who stress test all of them. Good ideas grow stronger when challenged: forge them in fire.
In legacy organisations we have opportunities for conservative staff to have time to change. Legacy systems and ways of working remain in parts of the enterprise for a while
Give people time to understand and to choose to change. At least a couple of months. Some people need years. Some don’t get it until after they leave.
The irony of taking a big-bang, one-shot approach to Agile transformation seems lost on some people. Iterate, increment, explore, experiment.
There are times when the organisation needs a nudge, when a JFDI (Just Do It) approach is required,.
But in general we should move incrementally forward, learning and adjusting as we go. Anyone who says they can design, plan and predict large scale organisational change in advance is delusional. We’re not psychic.
Formal reorganisation is something we especially shouldn't rush into. Separate the formal structured frontage work structures: use virtual teams, secondment, and other collaborative mechanisms to experiment with new ways of working before making any formal changes.
Make change as gradual as possible so as not to disrupt culture (unless it needs disrupting).
Modulate the level of disruption, don’t get ahead of the teams.
Give them space and time.
Circle back constantly to pick up those falling behind, and if necessary slow programs down to let them catch up. Check in with teams, MBWA. It is easy for a few early adopters to get all fired up and race off in the bus.
Constantly circle back to ensure people are coming along
Check your passion. Don’t go full steam ahead. Don’t read into other people your own level of understanding.
Hostility is a good thing. Welcome it. Passive aggression is far more worrying a signal. Once someone engages emotionally with you, even if negatively, they are on the journey to positive engagement. They have moved from zero engagement. Remember models such as Kubler-Ross:
Empowered people blossom. let them know it is ok to experiment, to fail, to take initiative, to lead. Many people are "victims of the system": they behave the way they do because of the unreasonable position they are put in: if you put people in an unreasonable system you will get unreasonable people. What are they like outside work? Maybe they are not being their authentic selves at work. Change the system, change the mood.
The enterprise has a duty of care for its staff: to ensure as few people are left behind as possible. It seems like 5%-20% don’t make it.
Management’s role is to coach, develop, offer opportunities
There is self interest here too: dont lose valuable skills and knowledge.
People are on the bus or off the bus, but don't let anyone go under the bus. Identify, support and welcome those who don't want to come along: make their exit graceful, painless and courteous. They are doing you a favour.
Ensure there are cultural change programmes and enough staff training. Ensure inclusion and investment.