This document discusses how DevOps initiatives can help organizations overcome dysfunction, but may not be enough on their own. It outlines some common sources of organizational dysfunction like specialization, prioritization issues, and conflicting incentives. It then provides suggestions for addressing dysfunction, including setting clear goals, improving communication, increasing self-awareness, providing proper training, and gaining executive support. The document also advocates doing an organizational assessment, starting with a pilot project, and reassessing progress regularly to help transform an organization's processes and culture.
This deck gives an overview on the following key areas.
1) Agile Development Principle
2) Scrum Framework
3) User Story Creation
4) Definition of Done
5) Agile – Retrospective
6) Development – Metrics
7) Agile vs Traditional Development Approach
Agile Methodology Vs. Others by Sara BerradaAgile ME
This presentation compares and contrast the agile methodology for project management with the strategic, traditional and extreme project management methods. Furthermore, it will criticize and analyze the efficiency implementation of these ways in different industries and projects nowadays.
In addition, it will present the different requirements needed for each methodology to adopt it successfully. Finally, speaker will present some project examples, failure and success, of these methods to open the door for discussion.
This deck gives an overview on the following key areas.
1) Agile Development Principle
2) Scrum Framework
3) User Story Creation
4) Definition of Done
5) Agile – Retrospective
6) Development – Metrics
7) Agile vs Traditional Development Approach
Agile Methodology Vs. Others by Sara BerradaAgile ME
This presentation compares and contrast the agile methodology for project management with the strategic, traditional and extreme project management methods. Furthermore, it will criticize and analyze the efficiency implementation of these ways in different industries and projects nowadays.
In addition, it will present the different requirements needed for each methodology to adopt it successfully. Finally, speaker will present some project examples, failure and success, of these methods to open the door for discussion.
You Can't Be Agile If Your Testing Practices Suck - Vilnius October 2019Peter Gfader
Our industry has a problem:
We are not lacking software methodologies, programming languages, tools or frameworks.
We need great software teams.
Great software engineering teams build quality-in and deliver great software on a regular basis.
The technical testing excellence of those teams will help you escape the “Waterfall sandwich” and make your organization a little more agile, from the inception of an idea till they go live.
---
Keynote from Testcon.lt 2019 https://www.testcon.lt/peter-gfader/
Full course available at: http://masterofproject.com/courses/agile-project-management-scrum-framework-certification-prep
Course Description
The Agile & Scrum Certification Training course imparts knowledge on the Agile and Scrum values, helps you build the requisite skills and gain expertise in the domain. The course provides immense clarity on vital concepts of scrum and agile to help you clear the certification exam in your first attempt. The course aims to make you an expert in the Scrum ways, enhancing your capability to deliver shippable products by the end of each Sprint. With the practical application of the agile methodologies you would be able to maximize business value, while mitigating potential risks.
Features
50+ Lectures
10+ Hours
Lifetime Access
100% Online & Self Paced
30 day money back guarantee!
Course Completion Certificate
What am I going to get from this course?
Learn the Agile Methodologies and Agile Project Management
Learn Scrum Framework
Learn practical implications of Scrum over a sample project
Get ready for Scrum Certification exams (PMI-ACP, CSM, PSM, CSPO, PSPO, CSD, PSD)
Learn Scrum Team
Learn Scrum Events
Learn Scrum Artifacs
Learn Extreme Programming (XP) Agile Methodology briefly.
Learn Lean Agile Methodology briefly.
Learn Kanban Agile Methodology briefly.
Learn the differences of Agile & Scrum Certifications provided by different organizations
Qualify for the 21 Contact Hours Agile Training requirement of PMI for the PMI-ACP certification.
Earn 15 SEUs under Category E: Independent Learning of Scrum Alliance
Earn 14 PDUs if you are a PMP already.
What is the target audience?
The Agile & Scrum certification is best suited for:
Team Leaders
Project Managers
Members of Scrum teams such as developers, Scrum Masters, and Product Owners
Managers of Scrum teams
Teams transitioning to Scrum
Professionals intending to pursue the Scrum Master certification
Project Management Innovation, based on an overview of Agile Methodology, Scrum Framework and all the cerimones: Sprint Planning, Sprint Review, Sprint Retrospective, Daily Scrum and also the Agile Manifesto and what we should prioritize over others.
In Agile Development, Testing is meant to be a part of the development process, right along with coding, but many “Agile Teams” are missing this vital component and experiencing degregated quality. In this presentation, we will discuss how to integrate Agile Testing in Kanban processes by discussing the following:
• Introduction to Agile and Lean
• How testers add value to cross-functional Agile Development Teams
• How testers participate in Agile ceremonies
• How to test in an Agile Environment
• The Four Environments (Dev, Test, Stage, Production)
• The types of testing that occurs in each environmen
Resource Planning is one of the biggest headaches for medium to large organizations. Creating a detailed resource plan that is meaningful is very difficult, and keeping it up to date is almost impossible. Plans that look good are often an attractive fiction, full of unrealistic assumptions, over-allocations, and the spreading of too-few people in too many ways.
Agile Resource Planning provides a very different approach to the classic model. It produces realistic plans that are simple to maintain, and effective for planning work over time. In this webinar, Dr. Kevin Thompson will present new concepts in Agile Resource Planning, which provide a practical and easy-to-use approach to Resource Planning that can be used for Agile and classic environments.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
5 Keys to Building a Successful DevOps Culture featuring Mandi WallsSerena Software
DevOps is not just about tools and processes, it’s about people and their interactions. It requires a cultural shift that impacts every level in the organization and requires everyone to contribute.
5 keys to Building a Successful DevOps Culture featuring Mandi Walls (Present...Serena Software
DevOps is not just about tools and processes, it’s about people and their interactions. It requires a cultural shift that impacts every level in the organization and requires everyone to contribute. Watch the webex slides by Mandi Walls, author of the book “Building a DevOps culture,” to learn the key techniques for transforming the culture in your organization.
You Can't Be Agile If Your Testing Practices Suck - Vilnius October 2019Peter Gfader
Our industry has a problem:
We are not lacking software methodologies, programming languages, tools or frameworks.
We need great software teams.
Great software engineering teams build quality-in and deliver great software on a regular basis.
The technical testing excellence of those teams will help you escape the “Waterfall sandwich” and make your organization a little more agile, from the inception of an idea till they go live.
---
Keynote from Testcon.lt 2019 https://www.testcon.lt/peter-gfader/
Full course available at: http://masterofproject.com/courses/agile-project-management-scrum-framework-certification-prep
Course Description
The Agile & Scrum Certification Training course imparts knowledge on the Agile and Scrum values, helps you build the requisite skills and gain expertise in the domain. The course provides immense clarity on vital concepts of scrum and agile to help you clear the certification exam in your first attempt. The course aims to make you an expert in the Scrum ways, enhancing your capability to deliver shippable products by the end of each Sprint. With the practical application of the agile methodologies you would be able to maximize business value, while mitigating potential risks.
Features
50+ Lectures
10+ Hours
Lifetime Access
100% Online & Self Paced
30 day money back guarantee!
Course Completion Certificate
What am I going to get from this course?
Learn the Agile Methodologies and Agile Project Management
Learn Scrum Framework
Learn practical implications of Scrum over a sample project
Get ready for Scrum Certification exams (PMI-ACP, CSM, PSM, CSPO, PSPO, CSD, PSD)
Learn Scrum Team
Learn Scrum Events
Learn Scrum Artifacs
Learn Extreme Programming (XP) Agile Methodology briefly.
Learn Lean Agile Methodology briefly.
Learn Kanban Agile Methodology briefly.
Learn the differences of Agile & Scrum Certifications provided by different organizations
Qualify for the 21 Contact Hours Agile Training requirement of PMI for the PMI-ACP certification.
Earn 15 SEUs under Category E: Independent Learning of Scrum Alliance
Earn 14 PDUs if you are a PMP already.
What is the target audience?
The Agile & Scrum certification is best suited for:
Team Leaders
Project Managers
Members of Scrum teams such as developers, Scrum Masters, and Product Owners
Managers of Scrum teams
Teams transitioning to Scrum
Professionals intending to pursue the Scrum Master certification
Project Management Innovation, based on an overview of Agile Methodology, Scrum Framework and all the cerimones: Sprint Planning, Sprint Review, Sprint Retrospective, Daily Scrum and also the Agile Manifesto and what we should prioritize over others.
In Agile Development, Testing is meant to be a part of the development process, right along with coding, but many “Agile Teams” are missing this vital component and experiencing degregated quality. In this presentation, we will discuss how to integrate Agile Testing in Kanban processes by discussing the following:
• Introduction to Agile and Lean
• How testers add value to cross-functional Agile Development Teams
• How testers participate in Agile ceremonies
• How to test in an Agile Environment
• The Four Environments (Dev, Test, Stage, Production)
• The types of testing that occurs in each environmen
Resource Planning is one of the biggest headaches for medium to large organizations. Creating a detailed resource plan that is meaningful is very difficult, and keeping it up to date is almost impossible. Plans that look good are often an attractive fiction, full of unrealistic assumptions, over-allocations, and the spreading of too-few people in too many ways.
Agile Resource Planning provides a very different approach to the classic model. It produces realistic plans that are simple to maintain, and effective for planning work over time. In this webinar, Dr. Kevin Thompson will present new concepts in Agile Resource Planning, which provide a practical and easy-to-use approach to Resource Planning that can be used for Agile and classic environments.
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
5 Keys to Building a Successful DevOps Culture featuring Mandi WallsSerena Software
DevOps is not just about tools and processes, it’s about people and their interactions. It requires a cultural shift that impacts every level in the organization and requires everyone to contribute.
5 keys to Building a Successful DevOps Culture featuring Mandi Walls (Present...Serena Software
DevOps is not just about tools and processes, it’s about people and their interactions. It requires a cultural shift that impacts every level in the organization and requires everyone to contribute. Watch the webex slides by Mandi Walls, author of the book “Building a DevOps culture,” to learn the key techniques for transforming the culture in your organization.
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?"admford
So you’ve been told that your organization is going to implement Agile methodologies across ALL of IT, and not just in development. And you’ve been given the responsibility to implement it in Security Operations, and without a clear plan or measurable objectives other than “make the team more efficient”. While one can complain that someone in the C-Suite heard of the book “Scrum: The Art of Doing Twice the Work in Half the Time”, you still have a job to do. So the basics of Project Management, Agile, Scrum & Kanban are covered and how one can shoehorn these concepts into working in an operations context. Oh, and there will also be some finagling of where DevOps stands regarding Agile and Operations.
"Transforming Enterprise Teams to DevOps Workflows" Mandi WallsYulia Shcherbachova
Abstract: As large organizations become more interested in DevOps and the velocity it can offer, introducing new ways of working to teams with longtime habits and familiar workflows can be challenging. Shifting goals, new tools, and new skills create a stressful environment for technologists still trying to keep applications and services running. New tools should make work easier, not worse! This talk will cover some of the common pitfalls large organizations face when radically changing work as well as tips for technologists and managers for surviving the implementation of large changes.
This presentation was for a workshop at the Institutional Web Management Workshop in 2005: http://www.ukoln.ac.uk/web-focus/events/workshops/webmaster-2005/sessions/savory/
From the abstract:
Dealing with external agencies for your web needs can be a frustrating experience - for you, as well as for them. Whether you're dealing with institutional IT services or a third-party company, there are many common problems that can occur.
This workshop will take a look at the issues involved in getting the job done, including:
* how to efficiently specify your work
* how to pick an external company
* how to check on and measure progress
* how to sign off and quantify achievements
* liaising between external companies and internal IT services
* dealing with ongoing support and maintenance
How to Pitch a Software Development Initiative and Ignite Culture ChangeRed Gate Software
You’ve got a great idea for transforming software development or IT processes in your organization, but you’re not sure how to get buy-in from key stakeholders, or how to change your company culture.
In this session, Microsoft MVP Ike Ellis will draw on his experience as a consultant and leader in software development to give you real-world tips to define, shape, and share your pitch successfully. Whether you are launching a revolutionary new initiative or expanding an existing effort to improve your software development, Ike’s tips will help you create a plan to effect change in your teams.
OK, I’m ready to DevOp. Now what?
We’ve heard a lot about the technologies behind DevOps, and even a bit on the processes that some DevOps shops employ. What we haven’t heard too much about directly is a fundamental matter of bootstrapping. If you’re a leader or influencer in a software or IT shop, you’re sold on this DevOps idea but overwhelmed by the difference between where you are now and where you need to be, you’ve come to the right place. We’ve heard all about the unicorns of the movement, and what they are doing. Much time is spent talking about their innovative technologies. But how did they get there? Moreover, how can YOU get there? We’re going to spend some time discussing how to get started and find success on the rocky road to DevOps. We’re going to talk about the roles of executives, middle managers, front line managers, and individual contributors in this transformation. We’ll talk about the layered approach to transforming your culture, and building the processes and tool chains on top of it. At the tactical level, we’re going to talk about an example team and what their first year looks like, what are the major milestones they will reach, and how to measure their success along the way.
Getting Agile Right - Rebooting an Agile organization in 100 days - Agile Tou...Maurizio Mancini
Presentation at Agile Tour Montreal 2018 by Maurizio Mancini of Exempio and Paul T. Ryan CTO of OpenX.
Many organizations think they are Agile when they are not. Here is how to recognize when you need an Agile reboot and how to reboot your organization to become a true Agile organization.
A discussion about various techniques and mechanisms for generating revenue in and around open source projects.
This presentation uses the Cake Software Foundation (http://cakefoundation.org) who own the rights to the CakePHP framework (http://cakephp.org) as an example, and how a separate company (Cake Development Corporation http://cakedc.com) works with the Cake Software Foundation, but as a separate entity to generate money, and pay employees to with with and on open source software.
How we daily manage and work in a dispersed company: Particular SoftwareMauro Servienti
Working in Particular Software is awesome and challenging at the same time, working in what we call a "dispersed" company can introduce a lot of friction in your daily job. This session aims to disclose how we work internally, how we manage daily tasks, how we manage communication and long term goals in a company were nearly no one works in the same city as anyone else and were most of us are alone in their countries. Not to mention all the time zones issues on top.
Working in Particular Software is awesome and challenging at the same time, working in what we call a "dispersed" company can introduce a lot of friction in your daily job. This session aims to disclose how we work internally, how we manage daily tasks, how we manage communication and long term goals in a company were nearly no one works in the same city as anyone else and were most of us are alone in their countries. Not to mention all the time zones issues on top.
DOD Raleigh Gamedays with Chaos Engineering.pdfMandi Walls
My talk from DevOpsDays Raleigh 2022: Plan for Unplanned Work; Game Days with Chaos Engineering.
How do you plan for unplanned incidents? You practice with Chaos Engineering. Strong incident response doesn"t just happen, you have to build the skills and train your team. Practicing for major incidents gives your team insight into how your applications will behave when something goes wrong as well as how the team will interact to solve problems. Combining your Incident Response practices with Chaos Engineering roots your response practice in real-world scenarios, helping your team build confidence.
Prescriptive Security with InSpec - All Things Open 2019Mandi Walls
What is Chef InSpec, and how can it help you manage and maintain system security through the full lifecycle of your applications? See how this powerful tool can keep your systems secure. Demo slides included in the appendix
This is an approximately 90-minute InSpec workshop covering basic InSpec resources and profiles and applying them to Linux Hardening. Delivered at DevSecCon 2017 in London, October 20, 2017
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
20. Executive Support
• Cleaning up dysfunction requires support from high levels in the org
• Have to be able to realign people and resources around new goals
• Skunkworks projects are tempting, but fail when scope expands
21. Management
• The power to create or disintegrate dysfunction
• May not be empowered to make real change
22. Fear
• Do I have the right skills?
• Will it be hard to do?
• Will I get fired?
23. Reluctance
• This isn’t exciting!
• We’ve seen all of this before
• I don’t need to know this
24. Path of Least Resistance
• Are people even following the currently proscribed processes
25. Boomerang Projects
• A sign of organizational dysfunction when your team decides to ignore
an initiative, or “wait it out” because they believe it will disappear or
lose traction before it gets implemented.
28. • Executive Buy In
• Organizational Assessment
• Readiness
• Pilot Project
• Reassess
29. Executive Buy In
• As discussed earlier, finding a sponsor in upper management smoothes
your path
• Someone who has influence over all the teams you may need to
involve
• Someone who is able to prioritize teams, support your goals, and
articulate to others why your initiative is important and deserves
resources
30. Assessment
• The fun begins
• Where is your process now?
• Synchronous discussion
31. Who
• Talk to everyone
• Ask everyone the same baseline questions
• You should get a good multifaceted view of the current state
37. Specific Questions
• What’s driving you to DevOps?
• How long do deploys take?
• What’s your time-to-market?
38. Making Sense of Assessment
• The full scope of the team
• A list of tools and resources being used
• A list of potential weak spots to look out for
• Set a baseline for your goals
40. Build from the Assessment
• Determining what to do with the broken pieces
• Determining which of your current processes are beneficial and which
could be harmful
Technology companies are taking Agile to the next step: once software is built, it must be operated and maintained in a way that makes customers happy, whether they are external uses of your application or website, or internal consumers of a service being provided. DevOps has done a good job of describing what it means to have an integrated, high performing, collaborative team. Not all organizations are ready to play along. As IT becomes a larger and more integrated part of working with and delighting customers, embracing newer methods and a better attitude towards projects is crucial. It’s not just web-based products that will see this shift. Consumers are looking for more convenience, faster response time, and better choices in all sorts of industries, including healthcare, education, and even government. Consumers are looking for the same performance and attention to their needs from all the companies they deal with.
DevOps gets the attention it does because Operations and Development often have a contentious relationship. Developers build something and expect Operations to be able to make it work. Operations takes projects from Development and learns whether or not the things truly do work. Often they don’t, creating a frustrating cycle that concepts like DevOps and Agile Operations are trying to help alleviate. Dev + Ops is just the beginning. And it is a beginning that many organizations won’t be able to get to, let alone get through and on to more promising optimizations.
Dysfunctional is a loaded term. It implies that something is incapable of functioning successfully in its current state. For many companies, simple inertia will keep them rolling for a while. Especially if technology is not the core of their business today. In the future, however, technology will be ever more important. So it’s entirely possible that your organization is perfectly functional now, but will cease to be competitive in the future.
If your organization exists to provide a service of some kind to some group of stakeholders, your job is to get that service out there and usable. Obstacles arise in any project. The goal is that they shouldn’t be placed in your path by other members of your organization.
Specialization of technical roles allows individuals to concentrate on all the features and functionality of one particular subcomponent. Storage, networking, and security all usually end up silo’d as organizations grow and their IT needs become more sophisticated. Where silos fail the organization is when they create unscalable walls between the team who wants certain functionality for their product and the team who is capable of providing that resource. Functional fanatics are those people who have lost, or perhaps never actually had, the ability to see the bigger picture with regards to the products and projects that the organization is working on. These folks are heads-down on the niche that they are knowledgeable of and ignore the outside world as much as they can. when a new process or requirement upsets their workflow, they can be belligerent towards the changes they may need to make. Functional fanatics are everywhere, and their obsessions are easily cultivated in IT.
A team’s goals should be clear and obvious to everyone involved. This is often not the case with complex projects. When multiple teams are working together on a large initiative, coordinating work around common goals requires explicit support and direction. Any large group trying to work together can suffer from weak communication channels. Projects without a central coordinator or project manager who collects information so the whole team knows what is going on often suffer. The biggest challenge to any large initiative is giving it enough resources to succeed, whether those resources are time, people, equipment, etc. DevOps projects are no different. Part of reorganizing your methods and workflows takes time, and it will require people’s attention be moved from their day-to-day work to focus on learning new tools and processes.
This is where DevOps springs to life in many organizations. When Developers are incentivized to produce more code and Operations is incentivized to keep the products functional so the pager doesn’t go off, the conflict that arises creates a contentious environment. Other teams providing support or secondary functionality that projects require also suffer from misaligned incentives. Particularly with specialized teams, their primary requirements focus on a small slice of the resources available to the organization, but they are deeply dedicated to preserving the performance of those resources. These problems arise in all sorts of places in technical and non-technical teams, but it takes strong management and clear goals to overcome these issues.
Your team goals and the larger goals and mission of your company or organization must be clear to everyone. when you are asking your team to make large changes, the goals have to be clear and success criteria established. If you want smoother deployments of your projects, your goals should clearly spell out how much “smoother” the deployment should be. If you want to reduce your time to market, you have to know what your current timeframes are and what level will generate success.
Documentation should be readily available, not hidden behind password controls or other barriers. Regular check points reporting how a project is progressing allow your team members to track their own work against the full projects. They also serve to keep external teams informed of where your project is and when you might need their assistance, allowing them to plan resources better as well. expecting other teams to stop everything they are doing to handle your requirements at the last possible minute causes an organizational immune system reaction - in response to a suboptimal experience with your team, a resource team puts up further barriers in order to protect their own assets, creating more dysfunction.
Self awareness is something technical people are not particularly good at. Know what your own shortcomings are in order to appropriately address team needs. Not everyone is motivated by the same rewards, and management theory on employee motivation is a highly researched topic. If your team isn’t motivated to perform better and create better products, any DevOps or cultural initiative you launch will fail. Managing to employee motivation demands knowing a team well. When technologies change and people are asked or expected to learn new things, their personal fears about their skills and knowledge can end up making them reluctant to change. You want to create a good environment for learning when you are expecting people to actually learn new things. Many teams don’t even recognize that they are dysfunctional and that they could be working better. Legacy processes create their own organizational Stockholm Syndrome. People find comfort in the expected workflows they have used over and over, even if those workflows don’t produce optimal results.
To combat the problems that create organizational dysfunction, people need training. recommended DevOps tool sets also require user training. The tools themselves don’t magically create DevOps workflows or success; your team is making an investment in time and brainpower in order to work more efficiently and cohesively. In order to change thought processes and workflows, your team needs to know how to effectively use new processes and workflows. Training takes time. it is time away from work and often feels unproductive, but training helps your team forge new paths and combat bad habits.
Executive support for initiatives focused on combating dysfunction sets the tone that the project is meaningful and important. The executive sponsorship of a large initiative should have influence over many, if not all, of the teams involved. Getting facetime with an executive in a large organization is challenging, but gives your new project leverage when you encounter broken processes or workflows that inhibit your progress. Large organizations may also grow skunkworks projects when teams are frustrated with roadblocks caused by current workflows. Sometimes these projects gain ground and expand into large initiatives; we’ve seen this a bit with cloud computing use in enterprise. Others stay in the shadows and eventually get steamrolled later, drowned in requirements designed for projects run in the “old way”.
Line managers and department heads can create dysfunction through their own management style. A command-and-control manager working with more creative employees generates strife within the team. Politics also plays a part, depending on how much clout a manager has with a particular team.
Affectively negative people in your organization drive attention away from your initiatives towards their own problems and issues.
Parable of the undefined pathways. Attributed to Disney, that pathways were unpaved at first, and remained unpaved until a worn path was apparent. With IT processes, if people are finding a way around the current processes, either by short circuiting through people or by sneaking through steps.
There is a dilbert cartoon from a number of years ago that depicts a manager coming in basically on a bungee cord and immediately leaving again. Continuously changing plans and directions before the prior changes have had time to gel damages management credibility and creates an environment where everyone feels like you’ve cried wolf too many times. This particular dysfunction is driven by personnel churn to some degree, but also through impatience.
You’ll be assessing the organization where you want to create new workflows and a more DevOps-like culture. You don’t have to talk to every person in a 10,000-employee org. You need to get a feel for how things are going and how folks feel about things today. You want to try to meet people in person if possible, it helps create rapport, and helps people feel more comfortable. Also, if you can meet with key stakeholders individually, they are more likely to open up and not shy away from telling their whole story.
And i mean everyone. Everyone from product management, development, operations, QA, customer support, design, whatever. Treat it as an exercise in learning about the project; pretend you have no prior experience with the project and are gathering data as a new employee. Every portion of the product team has a different view of the project universe. Partially this is because of specialization, partially it is because of weak communication, partially it is just about understanding all of the moving parts of a large project.
Start with the goals question. When you get lots of different answers, you know you have some work to do just to get everyone on the same page before driving them towards a new workflow
People love to tell you about their problems. Love it. Seriously. People want someone to listen to their concerns, and professionals who are dedicated to doing a good job and being successful will have a lot of insight into where things are broken and need improvement. You may find that the most broken thing in the project is a person. You might find it’s a piece of software intended to make things easier and more manageable. You may find that it’s general apathy...
This is basically another open-ended essay type question.
I ask a “Dream Team” question in many cases. You find that there are one or two super-awesome people who everyone wants on their projects. If you can determine what makes these folks so sought-after, or get one or two of them signed up for your initiative or at least to verbally support you, you can capture a lot of mindshare without a lot of heavy lifting. These influential folks aren’t always managers, or team leaders, or even official technical leaders, but they garner trust and people listen to them.
You can also find out exactly what everyone is already working with. in large environments, teams often develop their own methods for getting their tasks completed. Tools being used on one team may adversely impact the tools being used on another team. You also want to know where everyone is tracking their work; is it open to everyone? can all members of the project team see what everyone else has in their queue? How do team members report their work status? are they only reporting to their line manager, or do they also report directly to someone on the project in a more generic sense.
Ask everyone questions about the problems that are driving you to undergo this change of workflow and patterns. If you are after smoother deploys, ask them what’s wrong with deploys. if you are looking for better time-to-market, ask them what holds them back and what they spend the most time on. You’re looking for a baseline to start to set goals against. Knowing that your deploys take 12 hours and 20 people on the phone gives you a starting point to improve from.
part of your assessment will likely show you who will be an obstacle. you can prepare for those people, maybe by reassigning them or pairing them with someone else. You also want to get your team trained on any new tools they will be using in the pilot project. If your pilot includes moving from hand-built systems to configuration management, get folks trained in advance. if your pilot uses a cloud provider instead of on-premise hardware, get them trained in how they’ll be affected by that difference. you want to make people confident and comfortable that they’ll be able to do their jobs well using new processes.
: does your team need a reorganization to reposition weak assets? : do you need to find new tools : do you need to train people on some tools
A few years ago, we suggested doing shallow but wide pilot projects, focusing on a single piece of functionality in your stack and changing its workflow or process. That was not the optimal approach to changing how teams and projects operate. To really change how people are approaching their workflows for modern IT projects, you want to find a project that you can take from soup to nuts. This will give you an opportunity to find all of the resources that are hidden behind brick walls or in black holes. Existing projects that are starting a new version are probably the next best thing to a whole new project, because you’ll be disrupting a lot of the ingrown procedures established in your organization. Total brownfields are difficult to do. If you are asking a mature project that has well established workflows and organizational structures to change, you need to have a good track record of successful change projects already under your belt. These projects aren’t especially good for pilots, but are good for building consensus and internal support later in your change process.
Deconstructing your project workflow gives you an opportunity to realign goals and values; you may create contention or make people uncomfortable about their roles or influence in the organization. Pilot projects also give you a first look at how important external requirements are. Some are there for accounting, like chargebacks and resource limitations. others are there for security, like time consuming code profiling steps. Others are in place simply because someone felt at one time that it was necessary, like lots of gates around approving releases for production.
Greenfielding means starting fresh; a new project that is just getting rolling is a good candidate for a DevOps initiative. Existing projects that have process “because that’s the way we’ve always done it” are more difficult to wrangle to a new way of thinking. It also limits how many things you might miss because they are already in place for the existing project. Use this opportunity to flush out all of the steps required to get a new project rolling. it’s important to see the whole project come to life. An article earlier this year about repatriating manufacturing to the US in the Atlantic describes how a consumer product being manufactured in China. When they laid out the line in the US, they discovered that the system as designed was almost unbuildable, requiring a lot of custom welding and specialized work. the deconstruction of the process illuminated the issues with the current product design and allowed the team to rework it and build something better and more efficient.
Bottlenecks happen. bottlenecks that hold up your timeline for no apparent reason are frustrating. when you work through a pilot project you find these folks and can determine if what they’re doing for you has enough value to derail your project. This is another area in which executive buy-in is key; grease from a higher level fixes more squeaky wheels.
If your goals were around lowering deployment time? have you improved the deployment time for the current build? if your goal was to improve time to market, how long is it currently taking new features to get through the build system and onto the live environment?
The old saw about system administrators replacing people with shell scripts or computer programs is a bit scary and partially true. Your company should be getting the kinds of work out of human beings that is hard for computers to do, not copying and pasting configuration settings onto servers or networking gear.
Think about the kinds of services provided by commercial cloud providers. You can’t get an infinite number of different combinations; you choose which stock configuration best fits your current needs. The predictability of baseline services streamlines planning and speeds up implementation. The fewer choices a team has for particular services, the better they can plan the product behavior around the current offerings. when there are no barriers or limitations to what a product team can request for their product, the more likely it is that they’ll want something totally off the wall. Reward teams who follow the service catalog with quick turnarounds. Want a hole punched in the firewall? Follow these rules and you can have it tomorrow. Need DNS? same idea! You can also attach known charges for accounting and chargeback. The next generation of IT services are self-serve.
One of the first questions we get when we’re working with a customer new to DevOps, infrastructure as code, and modern process in general is how long will the project take. Think about the projects you work on. How long does it take to get something from the planning stage, through development and QA, and into production? it’s going to take that long to get a whole new process in place. It’s similar to the initiatives that brought Agile to large teams. it takes time, it takes practice, it requires dedication to following the new workflows and using the new tools
Did you miss something? This is all about collaboration! It’s not about locking down the new tools like you had locked down the old tools.
Maaaybe? Change initiatives are more successful if you get buy in across the organization and don’t have to let anyone go. If you do have someone who just can’t get on board, it could be time to send them on their way. You may find people who believe the whole project will fail because their part can’t be streamlined or automated.