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September 5 - September 5, 2021
‘You can act your way to a better culture by implementing these practices in technology organizations’ [emphasis mine]. There is no mystical culture magic, just 24 concrete, specific capabilities that will lead not only to better business results, but
happier, healthier, more motivated people and an
“Whether they recognize it or not, most organizations today are in the business of software development in one way, shape, or form. And most are being dragged down by slow lead times, buggy output, and complicated features that add expense and frustrate users.
shine a compelling light
experience what outstanding looks and...
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improve their software delivery performance,
“The ‘art’ of constructing a building is a well-understood engineering practice nowadays. However, in the software world, we have been looking for patterns and practices that can deliver the same predictable and reliable results whilst minimising waste and producing the increasingly high performance our businesses demand.
research-backed, quantifiable, and real-world principles to create world-class, high-performing IT teams enabling amazing business outcomes.
methodological rigor of their data collection and analysis approach
Accelerate summarizes the best metrics, practices, and principles to use for improving software delivery and digital product performance,
solid guidance about what works, what doesn’t work, and what doesn’t matter.”
how DevOps can improve the state of the art in organizational design, software development culture, and systems architecture.
high IT performance correlates with strong business performance, helping to boost productivity, profitability, and market share.”
IT delivery effectiveness—
The picture they paint is compelling. They describe how effective IT delivery organizations take about an hour to get code from “committed to mainline” to “running in production,” a journey lesser organizations take months to do.
The Picture they Paint is compelling.
update their software many times a day instead of once every few months, increasing their ability to use software to explore the market, respond to events, and release features faster than their competition.
This huge increase in responsiveness does not come at a cost in stability, since these organizations find their updates cause failures at a fraction of the rate of their less-performing peers, ...
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refutes the bimodal IT notion that you have to choose between...
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speed depends on stability, so good IT practice...
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Westrum-generative organizational culture is for effective software teams.
book focuses on IT delivery, that is, the journey from commit to production, not the entire software development process.
The journey from commit to production .
Courtney Kissler
I was working at Nordstrom and we had made a strategic decision to focus on digital as the growth engine. Up until that point, our IT organization was optimized for cost;
“aha” moments was the shift to optimizing for speed.
Common traps
like trying a top-down mandate to adopt Agile, thinking it was one size fits all, not focusing on measurement (or the right things to measure), leadership behavior not changing, and treating the transformation like a program instead of creating a learning organization (never done).
outcome-based team structures, knowing our cycle time (by understanding our value stream map), limiting the blast radius (starting with one to two teams vs. boiling the ocean), using data to drive actions and decisions, acknowledging that work is work (don’t
have a backlog of features and a backlog of technical debt and a backlog of operational work; instead, have a single backlog because NFRs are features and reducing technical debt improves stability of the product).
Start
applying these practices within mainframe environments, traditional packaged software application delivery teams, and product teams.
measuring eNPS,
And support in actions, not words.
If I am a senior leader and my team doesn’t feel comfortable sharing risks, then I will never truly know reality. And, if I’m not genuinely curious and only show up when there’s a failure, then I am failing as a senior leader.
has become more and more critical to evolve, and shipping software is now part of the DNA of every organization.
Courtney Kissler VP Digital Platform Engineering, Nike
QUICK REFERENCE: CAPABILITIES TO DRIVE IMPROVEMENT
24 key capabilities that drive improvements in software delivery performance.
The capabilities are classified into five categories:
Continuous delivery Architecture Product and process Lean management and monitoring Cultural
a four-year research journey to investigate what capabilities and practices are important to accelerate the development and delivery of software and, in turn, value to companies.
profitability, productivity, and market share.
noncommercial outcomes of effectiveness, efficiency, and cus...
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the industry identify and understand the capabilities that actually drive performance improvements in a statistically meaningful way—
healthcare research
relationship between beer and obesity,
on brand new “greenfield” platforms as well as legacy code maintenance and development.
traditional “waterfall” methodology (also known as gated, structured, or plan-driven)
just beginning your technology transformation,
whether you have been implementing Agile and DevOps pr...
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software delivery is an exercise in continuo...
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Improvement Is Possible for Everyone
