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Sea spin5 2013-notes

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Sea spin5 2013-notes

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  6. 6. How Groups are incentivized vs How They Work to CollaborateWho Wears PagersWho is asked to Work Late, Holidays, Weekends6
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  9. 9. The concept here is that muda or waste does not simply add… it multiplies, because ofinterdependencies. Many lean practitioners talk of muda squared, muda cubed, …The ways to reduce waste multiplication:- Reduce waste generally within the actitivities and delays between activities- Decouple where obvious separations exist, so that the compounding of waste issmaller and more localizedIt is possible that the nature of the system changes in the process, separating complexinto smaller, more understandable systems composed of less complex , complicated, oreven simple subsystems9
  10. 10. SLA Includes Potential Delays for Contracted Customer Notice, Contracted Frequency ofChangeLabor is not just a cost…. Availability and Cost of Keeping Good Employees figures inComplexity… What is that?10
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  12. 12. VMs, Firewalls, Interactions (Sessions)If you do this well: Escrow-able Process12
  13. 13. ModularityMention the API EconomyFormal, Explicit agreementsThe faster and more comprehensive the feedback, the better – faster fixes,adjustments13
  14. 14. Developers not knowing Architectural elementsToo many customer specific DBs – Restores?Consolidating on Standard Architectures14
  15. 15. Standard Change TypesLow risk = Content, Quick & Easy to Back OutBe careful about putting off maintenanceDon’t forget customer notifications, SLAs15
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  19. 19. Note – May be a Different Board or Other Task Types: Dev Board, Data Center OpsBoard, Release / Maintenance Window BoardsCards… Enough info for tracking, local decision making, priority mgmtTitle, Colors, Work types(bugs, features, security patch, task, story), Priority, Start Date,Hard delivery date, ID#/Barcode, avatar for engineer(s) working taskElectronic Tools Pros & Cons… easy to get certain measures(CFD, aging reports,filtering, “roll-up?”) not as visible or tactileCompare to Sprint Task Board – Queues, WIP Limits, How Managed, Stand-ups,swarming, swim lanesEstimates vs Internal SLAs vs Best Speed19
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  21. 21. Often IT and Dev so disjoint that they have no idea the tightrope already being walkedon the hosting side. Product development companies are more and more becominghosting companies… there are more and more patches & updates, more environmentdemands, and expectations of faster cycle times; The same is true for internal ITorganizations21
  22. 22. No Heroes22
  23. 23. No prizes for putting out fires…. Too common that we let it happen (prize is forcomplete behavior – root cause analysis & action plan)Be careful of not rewarding those doing it right but quietlyNo heroes or single points of failure allowedNo night owls – Sleep deprivation does not result in qualityManagement has to be On boardEveryone has a backup – risk for company otherwiseProject knowledge may be transitory; Process & Infrastructure Knowledge should notevaporateMoving Up, Taking a Vacation Means Proper HandoffSharing ExpertiseGive them path out – should be also in their interest23
  24. 24. The system is the combination of people, process, technical elements, interfaces,interactions, capacity, trends, risks, gaps, ….24
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  26. 26. http://scaledagileframework.com26
  27. 27. http://disciplinedagiledelivery.com group also available27
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  29. 29. Start simple. Buying into a full framework of overly defined roles and mechanisms onlyinvites complexity prematurely. Let evidence for regulatory needs accumulateautomatically trough the logging mechanisms. Establish controls – and records – butbuild them into the system, not as an added actiivty. Let documentation exist whereneeded, but limit formality and structure in preference of content… agile modelingcomes to mind.Seeking to create hi-freq deployments… not yet continuousNOTE: Increasing bandwidth downstream and serious focus on visibility, constraintmanagement, problem-solving, and flow are the PRIMARY mechanism for FLOW!!!Take WIP limits seriously and improve the system.A basic rule…. NO MANUAL CHANGES!29
  30. 30. No walls… no patterns of missteps passed on to the downstream (protections, mistake-proofing)Mediocrity Driven OutTrust is the key to Collaboration and Change30
  31. 31. This meeting ritual is fixed in time and guideposts… it has simple but fixed guidepostsand avoids negotiating around risks; it is designed to limit meetings and variations –everyone knows the targets before handNot stand-ups…. Not daily…Problem-solving, Consent & Buy-in; Breakouts for targetedproblemsOften means large meeting – network expert, DBA, architect, productowner/manager/or senior managerThe ritual is paramount – no technical and business representation means nodeploymentQA names known test gaps & risks; Technical & IT leads own deployment discussionReports identify deployment types & signature requirementsIT/Ops may use their choice of daily internal task management mechanisms; rememberrange of work31
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