The book Starting and Scaling DevOps in the Enterprise by Gary Gruver provides a DevOps based approach for continuously improving development and delivery processes in large organizations. It contains suggestions that can be used to optimize the deployment pipeline, release code frequently, and deliver to customers.
People Re-engineering is a concept bundling whatever's needed to keep software people fit to meet the growing and pressing challenges caused by merciless market demands. A typical implementation of the concept includes efforts along five axes: Mentoring and Coaching, Leadership Enablement, Team Energizing, Executive Engagement and finally Monitoring to measure results and steer efforts.
The book The Practice of System and Network Administration takes a holistic view on system administration: it provides a framework and strategies for solving problems regardless of the operating system, brand of computer, or type of environment. The third edition incorporates new developments like DevOps, infrastructure as code, continuous integration, operational excellence and assessments.
Human teams are unique, non-linear and unpredictable, but given the right conditions, their output can become linear, scaled and predictable. Managers have an enabling role to play.
This article covers the skills of good developers and highlights the importance of changing your training approach to improve your skills for high-intensity and challenging environments.
Matthew Skelton and Victoria Morgan-Smith discuss how to use internal conferences to boost your organisation’s social capital, the currency by which relationships flourish and businesses thrive.
This article provides an example how a metric like Flow Debt can be used improperly i.e. out of their domain, or properly i.e. context aware usage of Flow Debt with an IT operations team. 3
Nick Tune explores what the Government Digital Service (GDS) has achieved in the UK in becoming a world-leading digital-by-default government and shares what isn’t working so well in government IT. 4
Communities of practice have specific applications in agile organisations: scaling agile development and allowing individuals to connect with others who share similar concerns.
Our efforts to improve software development face the question what to focus on. We can’t be predictable if we are not adaptable. What we really need is to be predictably adaptable.
What makes an agile team successful is the way people develop an effective level of interaction. Growing agile means both focusing on culture, and on co-evolution of practices and tools. 2
Team that perform great have a perfect balance of orientation on people and results. This article provides several exercises to explore how your team is doing and find your own state of perfection.