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Jen Krieger (@mrry550 ) tweeted a very nice comment around her excitement for the DevNation sessions around DevOps and Continuous Delivery, along with a nice write-up on her blog here.  Reading the blog posting, I thought I would shed a little more light on my presentation at DevNation, namely my perspective and the motivation for the session.

The motivation for my session is pretty simple - Continuous Delivery can be pretty awesome.  It can help teams create awesome products in an effective way and create environments where there is less failure noise (bug discussions, system instability, etc) and more focus on building cool things that help people. We all want to build.

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Continuous Delivery, as I see most organizations looking at it, reeks of failure demand.  Blinders are being put on to why problems are occurring and, instead of addressing those problems, people in authority say 'We need Continuous Delivery....'  and so teams run off to choose their continuous delivery tool.  Too many organizations are running to Chef / Puppet / Ansible / Salt / etc without reflecting on what is jacked up internally.

If your products are of low quality, what value is there in delivering more horrible stuff faster?

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Ninjas are not your problem.  Feel better now?  Let me explain.

Ninjas are everywhere, or at least musical ninjas are needed everywhere if you believe the job hunters.  'Super awesome company looking for ninja rockstar to save their ultra cool application, big data in the cloud experience a must!'

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Recently I have noticed that larger, more 'classical' organizations are looking at doing 'Hackathons' - short time frames where people are employed to hack on code, possibly to create new interesting ideas.  Organizations hear about Facebook, Twitter, Spotify and the like doing these hackathons with great results - employees like them as a creative outlet and the general influx of product ideas and innovation among other benefits.

Here is the catch - Hackathons are not magical and hackathons alone don't create this enthusiasm or product engagement.

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Lately I have been noticing a concerning pattern around organizations leeping to Kanban  quickly.  From what I have seen, organizations value cycle time.  Well, either that or it is a new interesting metric that enterprises are still learning how to cheat.  But I digress.  Let's assume that organizations honestly value cycle time and the belief that making that predictable and exposing bottlenecks will make their product deliveries smoother.  Great.  I agree.

The implementation is similar to the challenges we have with 'agile adoptions' - most organizations following the Analytic mindset (@flowchainsensei) - can't rethink how to structure work.  Instead, similar to 'agile adoptions', what I am seeing with Kanban is bending an idea and opportunity for change until it buckles...and becomes another process in a standard analytic model.  Let me explain.

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An interesting scenario unfolded in a recent training session I was co-teaching.  During some introductions, we asked the group to identify with a skill - leadership, testing, questioning / discovery, design.

The majority of the group (~70%) chose leadership as how they would identify themselves.

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What if we are doing it wrong?  What if the way we approach building products in software is just wrong?

This is not a posting about estimates or SCRUMbut or anything like that.  This post is is a postulate on what limits we might be implying.  Consider the following:

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Company re-organizations, which seem to happen every few months, focus primarily on financial efficiency, usually at the cost of context to their staff.  Shortening the distance to context may very well cost more, but reducing this distance will create a simpler environment that costs less to maintain and grow.

So what do I mean by 'distance to context'?
Why is it taking so long to get from A to C?

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