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<!here> A few hours ago, Dominica DeGrandis shared how she's been helping Parts Unlimited with their improvement of daily work (recording here: https://youtu.be/faKSg7iLigw). She showed us the most common reasons that people overload their WIP, introduced the 5 time thieves and how to combat them, and gave real tactics and exercises for implementing The Third Ideal: Improvement of Daily Work. Here were a few of my favorite quotes: > "Knowledge work is perishable." — Who can wait 6 months for the LARB to change its mind?!? > > "If there's a promise of having time to do daily improvements, but there's only time made for feature work, that's a huge red flag." If you missed it, here's the link to watch the recording (slides will be made available soon, too). It was amazing, so find some time to watch: https://youtu.be/faKSg7iLigw Slides here! https://itrevolution.com/wp-content/uploads/2020/01/Dominica-ITRev-Webinar-Jan-2020.pdf Next, we are lucky enough to have TWO fantastic calls in one day: First we're joined by Manuel Pais, co-author of Team Topologies (8am PT) Friday, January 24 @ 8am PST (link to join live: https://zoom.us/j/156306656) Then later we'll welcome Dr. Mik Kersten, author of Project to Product (2pm PT) Friday, January 24 @ 2pm PST (link to join live: https://zoom.us/j/253616254)
I wasn’t able to make it today, but I had a question and would like insight from everybody. A friend in another company got assigned a task to do the last minute. They were told about it on Thursday and it had to be done by Saturday. The team who over sees their agile/safe framework and work with the business owners didn’t want to put the work under production support not because it wasn’t production support, but because it was giving the business value. They didn’t want to mark it as unplanned though and they never got an answer for why. I might be missing something, but to me that should be marked as unplanned since it came out of left field. I can work with the logic about putting it under a separate feature though since it was a change to support an issue in production it fits under production support. I’m curious to know what others think on this matter.
<!here> in about 1.5 hours we have Manuel Pais, co-author of Team Topologies, joining us live! https://zoom.us/j/156306656 Nows your chance to ask all your questions about how to organize your teams for fast flow — post them ahead of time in response to this thread.
Sorry for all the <!here>'s , but... we're LIVE with Manuel Pais, co-author of Team Topologies! Join us here: https://zoom.us/j/156306656 (see what I did there?)
Thanks for the book club with Team Topologies! Do you have some examples where companies are measuring to high cognitive load? Do they measure the levels in Slack, ServiceNow, mails and how booked the meetings room are?
Thanks for the book club with Team Topologies! Do you have some examples where companies are measuring to high cognitive load? Do they measure the levels in Slack, ServiceNow, mails and how booked the meetings room are?
Do you have some examples where companies are measuring to little communication within and between teams? How do they do that?
Do you have some examples where companies are measuring to little communication within and between teams? How do they do that?
https://www.legacycode.rocks/podcast-1/episode/418e3df5/idea-flow-with-arty-starr
I can’t speak to team collaboration tracking, but the new Microsoft teams platform provides metrics for individuals looking to understand who they collaborate with. This information is in a dashboard and also periodic email updates.
https://docs.microsoft.com/en-us/workplace-analytics/myanalytics/use/collaboration
(I’m not associated with Microsoft) I have found the metrics and information helpful.
How does the team topology change when the platform team is extremely small and responsible for multiple services and the feature teams are very diverse in the services that they need/expect?
How does the team topology change when the platform team is extremely small and responsible for multiple services and the feature teams are very diverse in the services that they need/expect?
I like the ideas of cognitive load as being a good indicator for the success of a small platform team. If their responsibilities are well bounded and they have the space to thinking in depth about the work in the boundary, small is okay. If they don’t have boundaries, it goes bad. That happens with any team that doesn’t have good boundaries, though.
Boundaries are anything that clearly defines what the team can work on, and more importantly should avoid working on. In the case of the example above, perhaps a small devops team focuses on building a platform to help team provision servers and design build and deployment pipelines. As part of their team’s mandate, the team does not do any work on system monitoring, quality automation, nor custom health checks. Those activities need to be handled by the scrum team using these services. Defining clear boundaries helps the platform team develop mastery and productivity and also allows stream-aligned teams know what to expect in their interaction with the team.
To express it with my own words too much initiatives and project in a team focus will be lost. This, productivity and outcome get worse.
Any recommendations how to measure team dynamics and understand areas to focus on? Also, is it advisable
Dr Mik Kersten: Thanks for your book and concept from project to product! How are some of the best ways to visualise a product, preferably in a DevOps pipeline? One product can be the software at Parts Unlimited and one can be an airplane with a lot of software.
<!here> In 45 minutes we will meet with Dr. Mik Kersten, author of Project to Product. Friday, January 24 @ 2pm PST (link to join live): https://zoom.us/j/253616254 Ask your questions here ahead of time, or during!
Dr Mik Kersten: Do you have some opinions about two standards? First ISO 42010 Architecture description. Uses many viewpoints etc. Second IEC 81346 structuring principles and reference designations (common language). Used in power plants etc. Both are very useful but perhaps not well known. Are there better options?
<!channel> We are live in 1 minute with Dr. Mik Kersten, author of Project to Product: https://zoom.us/j/253616254 Ask your questions during this session here — it is designed to be interactive.
That empathy for the pain of people trying to deliver was the take-hame part for me too! Thanks for articulating that.
Can you provide a link for that article about developers leaving when architecture is not modular?
Dr Mik Kersten: Your book and the other from IT Rev are really good, and to have a novel like TUP is amazing! How do we spread the message outside of software? Can you recommend some books for managers and employees at a) a car company like BMW with physical products and b) a hospital with no products? In a) you have a large R&D with more than software, in b) you have doctors, surgery etc. I know the two papers from IT Rev with Industrial DevOps, but more would be useful. How much do you think managers in a) and b) know about the ideas around DevOps? The book The Age of Agile by Steve Denning does a good job going to other areas than software, don’t we need to spread the message? 😊
Dr Mik Kersten: Your book and the other from IT Rev are really good, and to have a novel like TUP is amazing! How do we spread the message outside of software? Can you recommend some books for managers and employees at a) a car company like BMW with physical products and b) a hospital with no products? In a) you have a large R&D with more than software, in b) you have doctors, surgery etc. I know the two papers from IT Rev with Industrial DevOps, but more would be useful. How much do you think managers in a) and b) know about the ideas around DevOps? The book The Age of Agile by Steve Denning does a good job going to other areas than software, don’t we need to spread the message? 😊