Your Best Boss The person who Inspires you to do your best The acquaintance you most respect KCPD Swat Team Taking criminals down hard; no respect for “bad guys” vs Think about what others need Complaints

gives that small team ways to speed up its inspecting and adapting process to maximize its impact. Continuous Delivery and DevOps place the entire value stream in the hands of that small team so that it can can optimize the whole – a term of art in lean thinking – and be empowered as a team to own the entire value delivery process. Brining Lean Principles to Software Development: Kanban am satisfied with its plan. I might ask these questions when I review a team’s plans:  What are the business outcomes the team is trying to achieve? What kinds of activities do they think will achieve

are a way of controlling the development team by constraining their creativity. Instead of requirements, we want to charge the team—the joint business/IT team, that is— with delivering business outcomes developed in a user-centric way and match the enterprise’s needs precisely. Risk is low, because the team is constantly adjusting.  Option 2: Compare that to the risk of buying a vendor’s product, where set of required requirements, but instead on high-level objectives. Instead of telling the project team how to do its job, we might begin the project with a hypothesis of what will best accomplish the

quality controls include: a. Requiring another team to complete tedious, error-prone, and manual tasks that could be easily automated and run as needed by the team who needs the work performed b. Requiring leaders making all the right decisions—instead, the leader’s role is to create the conditions sotheir team can discover greatness in their daily work. In other words, creating greatness requires both leaders Development - the team responsible for developing the application iii. QA – team responsible for ensuring feedback loop exists to ensure functions as desired iv. Operations – the team responsible for

and team-based: It used to be natural for ops specialists to do ops, developers to do development, and testers to do testing. Now, crossover skills are increasingly important. On a delivery team, employees capabilities of the company and its ability to address the future Contributor: The senior leadership team includes someone called the CFO, who helps lead the company from the point of view of someone who group of leaders of the company. It follows that the CIO is the member of the senior leadership team— the team that oversees the entire enterprise—who contributes deep expertise in information technology

everyone in the value stream iii. Promotes responsibility 1. The team has nothing to hide from its visitors (customers, stakeholders)2. The team has nothing to hide from itself: it acknowledges and confronts expected in production c. HAVE DEVELOPERS FOLLOW WORK DOWNSTREAM i. Contextual Inquiry – product team watches customer use the application in their natural environment. Helps identify compensatory behaviors (Hand-Off Readiness Review, HRR) ii. Operations has a service handback mechanism to the development team when production services become fragile 5. Ch. 17 – Integrate Hypothesis-Driven Development and

Discovered, multiple teams involved in snowflake environment support.  The practice team wasn’t the same as the game time team.  Segregated technical and business functions  Development  Operations (Operational scripts, etc.) Infrastructure as Code  Turned over repeatable and automatable tasks to the product team wherever possible. Control our destiny  Started to engineer solutions for issues related to product cross-trained on each other’s concerns – empathy  Combined the development support team with the production support team.  Operations becomes familiar with new features in QA, rather than in front of and

Google Web Server (GWS) team was struggling with changes – Hard line: no changes would be accepted into GWS without accompanying automated tests. Spread Testing Grouplet team approach. Google – single fixed. 2. Bring in whatever help is needed to resolve the problem iii. Prioritize organizational/team goals over individual goals 1. The value stream is a working application, not just working people productivity – everyone works independently, merging and collaboration extremely difficult 2. Optimize for team productivity – everyone works in common area, simpler commits, but each commit can break the entire

lead times and errors g. ENSURE TECHNOLOGY CHOICES HELP ACHIEVE ORGANIZATIONAL GOALS i. Balance team productivity against organizational goals; let operations influence components used in production part of their daily work 1. Facebook HipHop PHP compiler – resulted from hack day project. Small team refined it over 2 year period and allowed Facebook to handle 6X production load compared to native ITERATION DEMONSTRATIONS i. Bring Infosec left; incorporate them into demos and help them understand team goals in the context of organization goals, provide feedback and guidance as early as possible ii

PoppendieckTeam -> Program -> Portfolio Team  Cross functional  Scrum  Release cadence  HIP Program  Built on Scrum, except scaled up  self-organizing, self-managing team-of-agile-teams  release trains