Order: XLR8 – Accelerate. Human error should instead be the start of the investigation, Goal is to improve information flow, so people have more timely/better information or to find better tools to help prevent catastrophic failures following apparently mundane operations, You can act your way to a better culture by implementing lean management and continuous delivery, Culture change: instead of changing people’s mind, first change what they do, Continuous Delivery: enabler of more frequent, higher quality, and lower-risk software releases, Agile has management/team and technical practices, need to ensure you are doing all, Definition of continuous delivery is outstanding (p42-43), Build quality in, work in small batches, computers perform repetitive tasks; people solve problems, relentlessly pursue continuous improvement, everyone is responsible, A key goal of CD is changing the economics of software delivery so the cost of pushing out individual changes is very low, A key objective for management: Set measurable, achievable, time-bound goals for your outcomes (i.e. Utilization: if everyone is at 100% no bandwidth to fix bugs, or switch to other tasks that might crop up. Much is written about business agility and innovation, but this book is not addressing the underlying frameworks but puts the organization itself centrally to enable business agility and innovation. I read this book in a day, and it was possibly the most boring 4 hours of my life. However, improving technology, culture, communication, and teams is a constant process and comes with a myriad of challenges opportunities. Factors that predict high delivery performance: Architects should focus on engineers and outcomes, not tools and technologies, Tools and technologies must help people achieve outcomes and enable behaviors we care about, Research shows building security into software development not only improves delivery performance, but also improves security quality, Have security reviews conducted for all major features - in such a way that doesn’t slow down development process (, Infosec experts should be part of entire process from the beginning: design, attend and provide feedback on demos, ensure security features are tested as part of the automated test suite, Infosec needs to provide training, developers have to be aware of security issues, Lean management: limit work in progress (what is this? The change vision is often seen as something of senior management to be realized by employees. The change is accelerating and as an organization you have to take this into account. Copyright © FreeBookNotes.com 2014-2020.
Change is not easy.
( Log Out / John Kotter (known, among other books, for “Our iceberg is melting!“) wrote a more than readable book about business agility. | Henny Portman's Blog, SAFe 5.0 brief preview | Henny Portman's Blog, https://www.youtube.com/watch?v=bcVwwLd0fBU. ), visual management, feedback from production, lightweight change approvals, Lean management decreases burnout, leads to a more generative culture, and improves software delivery performance, Approval by an external body does not correlate with any increased stability of production systems - it slows things down, shown to be worse than having no change approval process at all, Recommendation: use lightweight change approval process based on peer review, combined with a deployment pipeline to detect and reject bad changes, Change acceptance board is risk management theatre, Lean emphasizes testing product design and business model by performing user feedback frequently, Take an experimental approach to product development - build and validate prototypes from the beginning, work in small batches, evolve and pivot business models early and often, Slice products and features into small batches that can be released in a week, Do teams have a good understanding of the flow of work from business to the customers, Actively and regularly seek customer feedback, Do development teams have the authority to create and change specifications as part of development process - make flow of work through the delivery process visible to everyone, Deployment pain: fear and anxiety related to pushing code to production, Findings: where code deployments are most painful, you’ll find the poorest software delivery performance, organizational performance, and culture, Technical practices that improve our ability to deliver software with both speed and stability also reduce the stress and anxiety associated with pushing to production, Employees have both a duty of care and fiduciary obligation to ensure staff do not get burned out, Ensure work is meaningful and ensure employees understand how their own work ties to strategic objectives, Managers often fix the employee while ignoring the environment (, Foster safe environment that emphasizes learning from failure over blaming; communicate a strong sense of purpose; invest in employee development; ask employees what is preventing them from reaching objectives and fixing those things; give employee time, space, and resources to experiment and learn; employees must have authority to make decisions that affect their work and their jobs, particularly in areas where they are responsible for the outcomes, Improving technical practices reduce burnout, Human error is never the root cause of failure in systems, Five factors most correlated to burnout: organizational culture; deployment pain; effectiveness of leaders; organizational investment in devops; organizational performance, Team leader: limit work in process, eliminate roadblocks, Organizational and individual values must align, Loyal employees are more engaged and do their best work, When employees see the connection between the work they do and it’s positive impact on customers, they identify more strongly with the company’s purpose, CD creates a virtuous cycle - investments in technology and resources make the work better for our people, which makes them more motivated, identifying with the organization more, leading to move development - help reduce burnout, Ensure people have tools and resources to do their job, Automate menial tasks (performance monitoring, deployment, testing), Create an inclusive organization; all organizational members feel welcome and valued for who they are and what they bring to the table, As a leader watch for (and address) harassment, microagressions, and unequal pay, Leadership doesn’t mean you have people reporting to you on an organizational chart - leadership is about inspiring and motivating those around you, 5 characteristics of a transformational leader: vision, inspirational communication, intellectual stimulation, supportive leadership, personal recognition, Transformative leadership vs servant leadership, Transformative leadership helps drive high performing teams, Leaders cannot achieve goals on their own, Leadership helps build great teams, great technology, and great organizations - indirectly enables teams to rearchitect their systems and implement the necessary continuous delivery (and lean management) practices, Transformational leadership enables the practices that correlate with high performance, Connect strategic objectives of the business to the work teams do, Make performance metrics visible and align these with organizational goals, Knowledge is power and give it (power) to those who have knowledge, Pg 123 has concrete ways to invest in your team, Real value of a leader is amplifying the work of their teams, Enable cross-functional collaboration: build trust with counterparts in other teams, encourage people to move between departments, actively seek and reward work that facilitates collaboration, Create a climate of learning: budget for books and conferences, make it safe to fail, lunch and learn, share with demo days, Make effective use of tools: teams should choose their tools, make monitoring a priority.
One of my current goals as an executive is to empower my team and build a high performance engineering organization. Enter your email address to follow this blog and receive notifications of new posts by email. staging), We can deploy or release our app independent of other services it depends on, Systems must be loosely coupled: that is, can be changed and validated independently of each other, Pg 62 has nice breakdown of loosely coupled architecture, Whoa this is so true, I’ve read it before, but now I see it: “organizations which designs systems are constrained to produce designs which are copies of the communication structure of the organization”, Goal: architecture should support the ability of teams to get their work done - from design to deployment - without requiring high-bandwidth communication between teams, Metric: number of deploys per day per developer (. Pingback: Overview of my year 2016 book reviews | Henny Portman's Blog, Pingback: Book review: That’s Not How We Do It Here! ( Log Out /
Change is not easy.
( Log Out / John Kotter (known, among other books, for “Our iceberg is melting!“) wrote a more than readable book about business agility. | Henny Portman's Blog, SAFe 5.0 brief preview | Henny Portman's Blog, https://www.youtube.com/watch?v=bcVwwLd0fBU. ), visual management, feedback from production, lightweight change approvals, Lean management decreases burnout, leads to a more generative culture, and improves software delivery performance, Approval by an external body does not correlate with any increased stability of production systems - it slows things down, shown to be worse than having no change approval process at all, Recommendation: use lightweight change approval process based on peer review, combined with a deployment pipeline to detect and reject bad changes, Change acceptance board is risk management theatre, Lean emphasizes testing product design and business model by performing user feedback frequently, Take an experimental approach to product development - build and validate prototypes from the beginning, work in small batches, evolve and pivot business models early and often, Slice products and features into small batches that can be released in a week, Do teams have a good understanding of the flow of work from business to the customers, Actively and regularly seek customer feedback, Do development teams have the authority to create and change specifications as part of development process - make flow of work through the delivery process visible to everyone, Deployment pain: fear and anxiety related to pushing code to production, Findings: where code deployments are most painful, you’ll find the poorest software delivery performance, organizational performance, and culture, Technical practices that improve our ability to deliver software with both speed and stability also reduce the stress and anxiety associated with pushing to production, Employees have both a duty of care and fiduciary obligation to ensure staff do not get burned out, Ensure work is meaningful and ensure employees understand how their own work ties to strategic objectives, Managers often fix the employee while ignoring the environment (, Foster safe environment that emphasizes learning from failure over blaming; communicate a strong sense of purpose; invest in employee development; ask employees what is preventing them from reaching objectives and fixing those things; give employee time, space, and resources to experiment and learn; employees must have authority to make decisions that affect their work and their jobs, particularly in areas where they are responsible for the outcomes, Improving technical practices reduce burnout, Human error is never the root cause of failure in systems, Five factors most correlated to burnout: organizational culture; deployment pain; effectiveness of leaders; organizational investment in devops; organizational performance, Team leader: limit work in process, eliminate roadblocks, Organizational and individual values must align, Loyal employees are more engaged and do their best work, When employees see the connection between the work they do and it’s positive impact on customers, they identify more strongly with the company’s purpose, CD creates a virtuous cycle - investments in technology and resources make the work better for our people, which makes them more motivated, identifying with the organization more, leading to move development - help reduce burnout, Ensure people have tools and resources to do their job, Automate menial tasks (performance monitoring, deployment, testing), Create an inclusive organization; all organizational members feel welcome and valued for who they are and what they bring to the table, As a leader watch for (and address) harassment, microagressions, and unequal pay, Leadership doesn’t mean you have people reporting to you on an organizational chart - leadership is about inspiring and motivating those around you, 5 characteristics of a transformational leader: vision, inspirational communication, intellectual stimulation, supportive leadership, personal recognition, Transformative leadership vs servant leadership, Transformative leadership helps drive high performing teams, Leaders cannot achieve goals on their own, Leadership helps build great teams, great technology, and great organizations - indirectly enables teams to rearchitect their systems and implement the necessary continuous delivery (and lean management) practices, Transformational leadership enables the practices that correlate with high performance, Connect strategic objectives of the business to the work teams do, Make performance metrics visible and align these with organizational goals, Knowledge is power and give it (power) to those who have knowledge, Pg 123 has concrete ways to invest in your team, Real value of a leader is amplifying the work of their teams, Enable cross-functional collaboration: build trust with counterparts in other teams, encourage people to move between departments, actively seek and reward work that facilitates collaboration, Create a climate of learning: budget for books and conferences, make it safe to fail, lunch and learn, share with demo days, Make effective use of tools: teams should choose their tools, make monitoring a priority.
One of my current goals as an executive is to empower my team and build a high performance engineering organization. Enter your email address to follow this blog and receive notifications of new posts by email. staging), We can deploy or release our app independent of other services it depends on, Systems must be loosely coupled: that is, can be changed and validated independently of each other, Pg 62 has nice breakdown of loosely coupled architecture, Whoa this is so true, I’ve read it before, but now I see it: “organizations which designs systems are constrained to produce designs which are copies of the communication structure of the organization”, Goal: architecture should support the ability of teams to get their work done - from design to deployment - without requiring high-bandwidth communication between teams, Metric: number of deploys per day per developer (. Pingback: Overview of my year 2016 book reviews | Henny Portman's Blog, Pingback: Book review: That’s Not How We Do It Here! ( Log Out /