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September 5 - September 5, 2021
Encourage teams to organize internal “yak days,” where teams get together to work on technical debt. These are great events because technical debt is so rarely prioritized.
TIPS TO IMPROVE CULTURE AND SUPPORT YOUR TEAMS
Disaster Recovery Testing Exercises to Build Relationships Many large technology companies run disaster recovery testing exercises, or “game days,” in which outages are simulated or actually created according to a pre-prepared plan, and teams must work together to maintain or restore service levels. Kripa Krishnan, Director of Cloud Operations at Google, runs a team that plans and executes these exercises. She reports, “For DiRT-style events to be successful, an organization first needs to accept system and process failures as a means of learning . . . We design tests that require engineers
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Descriptive Exploratory Inferential predictive Predictive Causal Mechanistic
Oriented) Bureaucratic (Rule-Oriented) Generative (Performance-Oriented) Low cooperation Modest cooperation High cooperation Messengers “shot” Messengers neglected Messengers trained Responsibilities shirked Narrow responsibilities Risks are shared Bridging discouraged Bridging tolerated Bridging encouraged Failure leads to scapegoating Failure leads to justice Failure leads to enquiry Novelty crushed Novelty leads to problems Novelty implemented
“How is your organizational culture?”
Latent constructs help us think carefully about what we want to measure and how we define our constructs. They give us several views into the behavior and performance of the system we are observing, helping us eliminate rogue data. They make it more difficult for a single bad data source (whether through misunderstanding or a bad actor) to skew our results.
DevOps, Agile, Scrum, kanban, Lean startup, Kata, Obeya, strategy deployment,
necessary, but not sufficient. Here we see the evolution of holistic, end-to-end organizational transformation, fully engaged and fully aligned to enterprise purpose.
value is created, delivered, and consumed. Our ability to rapidly and effectively envision, develop, and deliver technology-related value to enhance the customer experience is becoming a key competitive differentiator.
rapidly developing and delivering reliable, secure, technology-enabled experiences, but how do we know which experiences our customers value?
The other necessary component to sustaining competitive advantage is a lightweight, high-performance management framework that connects enterprise strategy with action, streamlines the flow of ideas to value, facilitates rapid feedback and learning, and capitalizes on and connects the creative capabilities of every individual throughout the enterprise
HIGH-PERFORMING MANAGEMENT FRAMEWORK IN PRACTICE
This is the Obeya room where the Tribe lead’s work, priorities, and action items are visualized for the teams and anyone else who may schedule a meeting in this space or visit between meetings to update or review status.
strategic improvement, performance monitoring, portfolio roadmap, and leadership actions,
as a tribe delivering a portfolio of related products and
Bezos’ Two Pizza Rule—no team can be so large that it would require more than two pizzas to feed them.
where everyone’s job is to (1) do the work, (2) improve the work, and (3) develop the people.
courageous and supportive leader is crucial to help teams “slow down to speed up,”
CAPABILITIES TO DRIVE IMPROVEMENT
Use version control for all production artifacts.
Automate your deployment process.
intervention. See Chapter 4. Implement continuous
4. Use trunk-based development methods.
Implement
Support test data management.
Shift left on security.
ARCHITECTURE CAPABILITIES
Make the flow of work visible through the value stream.
Work in small batches.
Foster and enable team experimentation.
