Podcasts about helping your business win

SparkMeter offers grid-management solutions that enable utilities worldwide to run profitable, efficient, and reliable systems. Their investors include mutual friends at Clean Energy Ventures, Breakthrough Energy Ventures, and Elemental Impact. Dan's prior experience includes work at DNV GL and a PhD in engineering and public policy from Carnegie Mellon. In this episode, you'll learn these four important takeaways. How an 8th-grade science project and a trip to Haiti laid the foundation for this company Why they chose to build solutions involving hardware, software, and communications instead of just one or two of those pieces How their structured customer discovery channeled 75 utility executive interviews into the formation of their new product offering Why we shouldn't wait for a crisis to start building health relationships with mindfulness and therapy tools like IFS

Mael Dodin a été expert en Infrastructure pendant des années avant de devenir coach en transformation des organisations IT.Dans cet épisode, nous creusons des solutions concrètes et éprouvées pour améliorer la performance de votre équipe : Gemba, Just in Time, rôle du manager, mesure de la performance.Accès rapide :00:01:50 - Expériences professionnelles dans l'infrastructure00:06:20 - Challenges et incidents en gestion Middleware00:12:10 - Discussion sur le cloud et la migration d'infrastructure00:17:50 - Application des concepts Agiles dans le RUN IT00:19:55 - Transformation Agile au sein de Société Générale00:29:15 - Importance du droit à l'erreur et culture Blameless00:40:15 - Rôle crucial du mandat pour les transformations réussies00:47:30 - Postures de coach : Haute et Basse00:49:20 - Mise en place du Just-In-Time dans les équipes de production00:55:00 - Les concepts du Lean Management et leurs impactsRecommandations"The Goal", d'Eliyahu Goldratt"The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win", de Gene Kim, Kevin Behr et George Spatford"Born to Run", de Christopher McDougall"Can't Hurt Me", de David Goggins Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

What are the top books that every legal leader needs to read to succeed in the new year? At the close of each episode, Tyler asks our guests what book they would recommend to our audience, and we're kicking off 2025 with this year's list of must-read books that you need to check out. Listen to hear titles that these CEOs, start-up founders, and GCs can't live without. Read detailed summary: https://www.spotdraft.com/podcast/episode-75 Topics: Introduction: 0:00 Joe Green, Chief Innovation Officer Gunderson Dettmer, recommends Leading Professionals: Power, Politics, and Prima Donnas by Laura Empson: 0:42 Rachel Olchowka, General Counsel & Chief People Officer at Fetch recommends Powerful: Building a Culture of Freedom and Responsibility by Patty McCord: 1:34 Dan Haley, General Counsel at Guild Education recommends Helping Your Business Win by Gene Kim, Kevin Behr, George Spafford: 2:39 Chelsea Grayson, Managing Partner at Pivot, recommends Quench Your Own Thirst: Business Lessons Learned Over a Beer or Two by Jim Koch: 5:51Aaron Gregory, CEO of Upwardly, recommends The Right It: Why So Many Ideas Fail and How to Make Sure Yours Succeed by Alberto Savoia: 7:38Jasmine Singh, General Counsel at Ironclad, recommends The Practice of Groundedness: A Transformative Path to Success That Feeds--Not Crushes--Your Soul by Brad Stulberg: 10:03Sean West, Co-Founder of Hence Technologies, recommends The Coming Wave: Technology, Power, and the Twenty-first Century's Greatest Dilemma by Michael Bhaskar and Mustafa Suleyman: 12:56Jules Polonetsky, CEO of Future of Privacy, recommends: Privacy Is Hard and Seven Other Myths by JH Hoepman: 14:17Heath Tarbert, Chief Legal Officer at Circle, recommends The Enchiridion of Epictetus: 14:57Matt Tanielian, Co-Founder of Franklin Square Group, recommends How to Talk Dirty and Influence People: An Autobiography by Lenny Bruce: 16:21Connect with us: Tyler Finn - https://www.linkedin.com/in/tylerhfinn SpotDraft - https://www.linkedin.com/company/spotdraft SpotDraft is a leading contract lifecycle management platform that solves your end-to-end contract management issues. Visit https://www.spotdraft.com to learn more.

Новый, с пылу, с жару выпуск подкаста с членом ПК DevOpsConf 2025. На пару с Игорем Курочкиным обсуждали DevOps и развитие инжиниринговых практик. Говорили бодро, обсуждали NextOps, который не то, чем кажется! Вспомнили массу приятных книг и не только. DevOpsConf 2025, 7-8 апреля 2025, Москва CFP DevOpsConf 2025 Встреча докладчиков и Программного комитета DevOpsConf 2025 Gene Kim, Kevin Behr, George Spafford — The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win Джин Ким, Кевин Бер, Джордж Спаффорд — Проект «Феникс». Как DevOps устраняет хаос и ускоряет развитие компании. Gene Kim, Jez Humble, Patrick Debois, John Willis, Nicole Forsgren — The DevOps Handbook: How to Create World-Class Agility, Reliability, & Security in Technology Organizations Джин Ким, Джез Хамбл, Патрик Дебуа, Джон Уиллис — Руководство по DevOps. Как добиться гибкости, надежности и безопасности мирового уровня в технологических компаниях Gene Kim — The Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of Data Участники @golodnyj Игорь Курочкин Telegram канал VK группа Яндекс Музыка iTunes подкаст Поддержи подкаст

To bring specialists into teams with different skill sets takes good communication and a knowledge of the history of the team you're integrating. Doing this well means everyone can point their skills at solving problems.Ash Winter is an experienced software tester who has a particular interest in how teams and organisations work. Ash has been a software tester for over 15 years, and has experience as a consultant, helping organisations improve their testing processes.In his role he's seen a wide range of team structures and sizes, and he's particularly focused on the challenges and opportunities of being a specialist within a team.Three reasons to listenUnderstand the unique challenges and opportunities of being a specialist in a cross-functional teamExplore the impact of team history and dynamics on integrating new specialistsLearn about the evolving role of software testers and their influence in modern development teamsEpisode highlights[00:09:14] Testing teams[00:14:29] The problem with "embedding" into a team[00:16:30] The Spotify model[00:19:48] Communities of practice[00:22:57] Agile methodologies with multidisciplinary teams[00:28:05] The benefits of a coaching qualification[00:30:19] Ash's book recommendation[00:31:42] Takeaways from Dan and PiaLinksConnect with Ash via LinkedInTeam Topologies: Organizing Business and Technology Teams for Fast Flow, by Matthew Skelton & Pais ManuelThe Five Dysfunctions of a Team: A Leadership Fable, by Patrick LencioniThe Goal: A Process of Ongoing Improvement, by Eliyahu GoldrattThe Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win, by Gene KimLeave us a voice note

Gene Kim has been studying high-performing technology organizations since 1999. He was the founder and CTO of Tripwire, Inc. for 13 years, running an enterprise security software company. As an author, Gene's books have sold over 1 million copies, including earning recognition as a Wall Street Journal bestselling author. He most recently co-authored Wiring the Winning Organization, as well as The Phoenix Project, The DevOps Handbook, and the Shingo Publication Award-winning book, Accelerate. Since 2014, he has been the organizer and program chair of the DevOps Enterprise Summit, now called the Enterprise Technology Leadership Summit, which studies the technology transformations of large, complex organizations.   Topics of Discussion: [2:11] Gene joins the show and shares more about his career background. [9:51] Gene discusses the three key mechanisms that are common across various frameworks and methodologies: certification, simplification, and amplification. [10:06] What has changed since Gene released his first book in 2004? [14:42] The two revelations in the book. [18:25] The importance of layer 3 (organizational wiring) in complex systems. [21:16] Reducing communication barriers in software development teams. [24:33] Overcoming obstacles as a team. [25:56] IT department's role in business, including challenges with communication and coordination. [27:06] The Check Box project. [30:11] Is the concept of the IT department a good or bad idea? [32:11] What caused the DevOps moment? [38:40] Wiring software organizations for success. [43:08] How Gene learned what good architecture looks like. [44:41] Gene is blown away by how important the notion of independence of action is.   Mentioned in this Episode: Clear Measure Way Architect Forum Software Engineer Forum Programming with Palermo — New Video Podcast! Email us at programming@palermo.net. Clear Measure, Inc. (Sponsor) .NET DevOps for Azure: A Developer's Guide to DevOps Architecture the Right Way, by Jeffrey Palermo — Available on Amazon! Jeffrey Palermo's Twitter — Follow to stay informed about future events! Gene Kim Gene Kim on X Gene Kim LinkedIn The Unicorn Project, by Gene Kim The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win, by Gene Kim, Kevin Behr, et al. “What to Expect at Enterprise Technology Leadership Summit at Vegas 2024” “Decoding the DNA of the Toyota Production System”   Want to Learn More? Visit AzureDevOps.Show for show notes and additional episodes.

Guest Bio: Mark Schwartz joined AWS as an Enterprise Strategist and Evangelist in July 2017. In this role, Mark works with enterprise technology executives to share experiences and strategies for how the cloud can help them increase speed and agility while devoting more of their resources to their customers. Mark has extensive experience as an IT leader in the government, private sector, and the nonprofit world, and with organizations ranging from startup to large. Prior to joining AWS, he was CIO of US Citizenship and Immigration Services (in the Department of Homeland Security), where he led a large digital transformation effort, moving the agency to the cloud, introducing and refining DevOps and Agile techniques, and adopting user-centric design approaches. From his work at USCIS, he developed a reputation for leading transformation in organizations that are resistant to change, obsessed with security, subject to considerable regulation and oversight, and deeply bureaucratic. Before USCIS, Mark was CIO of Intrax Cultural Exchange, a leader in global youth exchange programs, and CEO of a software company. Mark is the author of The Art of Business Value , A Seat at the Table: IT Leadership in the Age of Agility, War, Peace and IT and The Delicate Art of Bureaucracy. Mark speaks at conferences internationally on such subjects as DevOps, Leading Change, Driving Innovation in IT, and Managing Agility in Bureaucratic Organizations. He has been recognized as a Computerworld Premier IT Leader and received awards for Leadership in Technology Innovation, the Federal 100 IT Leaders, and a CIO Magazine 100 award. Mark has both a BS and MA degree from Yale University, and an MBA from Wharton.   Social Media/ Website: Mark's LinkedIn Profile: https://www.linkedin.com/in/innovativecio Mark's AWS Executive Insights page with links to all his blogs posts and books https://aws.amazon.com/ar/executive-insights/enterprise-strategists/mark-schwartz/  Books/ Resources: The Delicate Art of Bureaucracy: Digital Transformation with the Monkey, the Razor and the Sumo Wrestler by Mark Schwartz https://www.amazon.co.uk/Delicate-Art-Bureaucracy-Transformation-Wrestler-ebook/dp/B086XM4WCK/ The Art of Business Value by Mark Schwartz https://www.amazon.co.uk/Art-Business-Value-Mark-Schwartz/dp/1942788045 A Seat at the Table: IT Leadership in the Age of Agility by Mark Schwartz https://www.amazon.co.uk/Seat-Table-Leadership-Age-Agility/dp/1942788118/ War, Peace and IT: Business Leadership, Technology, and Success in the Digital Age by Mark Schwartz https://www.amazon.co.uk/War-Peace-Business-Leadership-Technology/dp/1942788711 Reaching Cloud Velocity: A Leader's Guide to Success in the AWS Cloud by Jonathan Allen et al https://www.amazon.co.uk/Reaching-Cloud-Velocity-Leaders-Success/dp/B086PTDP51 Ahead in the Cloud: Best Practices for Navigating the Future of Enterprise IT by Stephen Orban https://www.amazon.co.uk/Ahead-Cloud-Practices-Navigating-Enterprise-ebook/dp/B07BYQTGJ7 Engineers of Victory: The Problem Solvers Who Turned the Tide in the Second World War by Paul Kennedy https://www.amazon.co.uk/Engineers-Victory-Problem-Solvers-Turned-ebook/dp/B00ADNPCC0 The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by Gene Kim https://www.amazon.co.uk/Phoenix-Project-Devops-Helping-Business/dp/1942788290/ The Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of Data by Gene Kim https://www.amazon.co.uk/Unicorn-Project-Disruption-Redshirts-Overthrowing/dp/1942788762   Interview Transcript Ula Ojiaku:  Mark, thank you so much for making the time for this conversation. Mark Schwartz: Thank you, my pleasure. Ula Ojiaku: Great. Now let's start with you know, the question I usually ask my guests: who's Mark? What makes him tick? Mark Schwartz:  And they can answer that question. It's not a hard one. where to start? Um, you know, I always enjoy my work. That's a thing about me. I like to think that people have fun working with me because I tend to laugh a lot. And even you know, when the work is boring, I find ways to make it interesting. I just enjoy doing things and accomplishing things. I think if we're going to talk about my books, and some of the things I've done later, an important thing to realize is that, I started out, you know, when I went, when I was in high school, when I went to college, I was pretty sure I wanted to study computer science and get involved with these computer things. But when I was actually studying, I realized there were all these other interesting areas, I'm just, you know, endlessly curious. And so, I wound up studying all kinds of other things, in addition. And the result was that when I finished college, I decided to go to graduate school in philosophy. And I spent a few years getting a master's degree in philosophy. And the fact that I'm curious about so many things and read so many different things, I think it enters into a lot of what I do. I like to pull analogies from non-IT related fields and, and, and I'll call upon all the things I've learned in all sorts of different areas, as I'm writing and speaking and working. Ula Ojiaku:  It shines through in your book, definitely. Mark Schwartz:  Yes, I think it does. That's partly an explanation for what you see in my books. I think, um, you know, I sometimes say that I have trouble reading business books generally. Because I kind of find them boring. They tend to make the same point over and over again, and to be very just so one directional, you know, just on the same subject, and it's a little bit odd because in every other subject, the books tend to refer to other books in other fields and there's this extra dimension and that helps you understand what the author is getting at. But in business books, they, you know, aside from having a quote now and then from a famous leader or something, they don't tend to do that, they don't, they don't sort of call upon the whole history of literature and writing. And so, I have a little bit of fun in writing my books in trying to see if I can add an extra dimension just by reference and by bringing in other things that are a little bit orthogonal to the subject matter. Ula Ojiaku:  And that kind of, you know, brings home the point that life isn't black and white. It's actually a complex or a complex kind of, you know, maze and of different disciplines, different ideologies and different viewpoints that make it what it is really. Mark Schwartz:  Yeah well, of course, that was part of the fun of my recent book on Bureaucracy. You know, because I know we all, we want to throw up when we encounter bureaucracy, you know, it disturbs us in so many ways. And one of the things I wanted to say in the book is, well, actually bureaucracy is all around you all the time in unexpected places and it usually doesn't drive you crazy, actually. Yeah... Ula Ojiaku:  Well, I have a lot of questions for you on your book, The Delicate Art of Bureaucracy, which is a catchy, catchy title on its own, very clever. But before we get to that, what do you do when you're not working? I know, you said you love work and you've also said that you're curious about so many things, which means that you read broadly - that's my interpretation. So, what do you do when you're not ‘working'? Mark Schwartz:  Yes, I read broadly, is one thing. In the past, I played the guitar a lot. And I don't quite as much lately. I don't know why, you know, I'll start doing it again. I'm sure at some point. But while I was living in San Francisco, I was actually playing in bars and coffee shops, I have a singer, who I performed with. Ula Ojiaku: Really? Wow! Mark Schwartz: And that was really fun. And then the other thing I do is travel, I've really traveled a lot. And, yeah, there was one period in my life where for about five years, I was bumming around the world with a backpack with you know, occasional returns to the States to work a little bit and make some money and then go traveling again. So, one of the joys of my current job is that, I get to do a lot of traveling to interesting places. Ula Ojiaku:  So, where would you say is your ideal getaway destination? Mark Schwartz:  Oh, let's see. I'm a big fan of Brazil. That, I have good friends there and it's really nice to see them and the atmosphere is always kind of fun there. Ula Ojiaku: Okay. Mark Schwartz: I don't know what I've discovered so many places around the world that I've really loved being. I lived in Japan for a year and that is a place that I love to go to, especially for the food. Yeah, I like good food. But I don't know I've found so many places that made me feel like I'd like to spend more time there. And of course, you can't really spend more time everywhere. Ula Ojiaku:  Interesting. So, let's, let's go to your book, “The Art of Delicate Bureaucracy”. What was the inspiration behind that book? Mark Schwartz:  Well, for all of my books, before I wrote, before I wrote them, I was thinking, ‘why hasn't anybody else written a book on this topic?' People don't write books on bureaucracy, at least not, you know, popular books, there are academic books on bureaucracy. And the same thing happened to me with my first book, “The Art of Business Value”, where I said to myself, we keep talking about business value in the IT world, like, is it obvious what it means? You know, what, why isn't anybody writing a book about what business value means? So, bureaucracy is one of those things. I have a lot of experience with it first of all, I was a CIO in a government agency. But it turns out, it's not just the government, whenever I tell people about my government experience, when I speak at a conference, people come up to me afterwards and say, ‘Oh, my company's just like that. I work for a financial services company; we have lots of bureaucracy'. And I work with a lot of people who are trying to pull off some sort of digital transformation, which is change on a big scale, that's changing traditional organizations on a big scale. And bureaucracy is always in their way because bureaucracy tends to resist change; it strongly tends to resist change. So, if you're doing a big change, then you're probably going to come up against it. So, I thought maybe with my experience as a bureaucrat, or at least experience in the big bureaucracy, I could give some pointers to people who are trying to cause big change, and yet are facing bureaucratic obstacles. And I can't imagine that there's any organization, at least any large organization that does not have bureaucratic obstacles to digital transformation. So, that got me started on it. And then as I started to think about bureaucracy and research it, I realized this is actually a really interesting topic. Ula Ojiaku:  You had an interesting introduction to the book. You said, “we are bureaucrats all.” Why that claim, you actually were saying, everyone is a bureaucrat, and I know you made a statement that's similar to that earlier on in this conversation - why? Mark Schwartz:  Well, of course, I have to define in the book, what I mean by bureaucracy and all that. And I follow the generally what's accepted as the academic definition. It mostly comes from the sociologist Max Vabre, who is writing around 1920. And, and he talks a lot about bureaucracy, and it's fairly complicated, but I simplify it in the book. Basically, what it comes down to is a bureaucracy is a way of organizing socially, that has rigid formal roles for people and rigid formal rules. And that's the essence of it. You know, bureaucracy, there are rules and they have to be applied uniformly to everybody. And there's a division of labor and you know, a hierarchy. So, it has rigid roles of people who have to sign off on things and approve things. So, with that is the definition. I think it, it connects with the very human tendency to try to structure things and constantly improve them and optimize them. So, if you find a good way of doing something, you tend to turn it into a rule, you know, this is the way it should be done from now on. Ula Ojiaku: Best practice! Mark Schwartz: It's the best practice. Yeah, yeah, exactly. And also, we, in, social organization, we'd like people to be accountable or responsible for things. And we know that you can't hold somebody accountable unless they have authority to perform their role. So, when you put those things together, it's very natural for us to set up these organizational systems, where we assign roles to people, and give them authority, and we make rules that encapsulate the best way to do things. And, essentially, that's bureaucracy. So, bureaucracy, I find, is everywhere around us in one form or another. But it doesn't drive us crazy most of the time, so we don't notice it. Ula Ojiaku:  Maybe if it's serving us, then we wouldn't notice it. But… Mark Schwartz:  It does serve. And if you look at the cases where it does drive us crazy, they have certain things in common. And in the book, I say there are three characteristics that bureaucracies often take on which they don't need to, it's not part of the definition of bureaucracy, but they often take on these characteristics. And it's those three characteristics that are what drive us crazy. And so, the goal, ultimately is to eliminate those three characteristics or turn them into something else. Ula Ojiaku: I know that the listeners would be curious to know what the three characteristics of bureaucracy that drive us crazy are? Is that so or should I just tell them go buy the book? Mark Schwartz: Yeah, go buy the book! Well, let me tell you the three characteristics, and also their opposite, which is what we really want. So, the first characteristic that drives us crazy, I think, is that bureaucracies tend to be bloated instead of lean, that would be the opposite in my view. There's no reason why a bureaucracy has to be bloated and wasteful. It could be lean, but it's one of those things that bureaucracy tends to become. So that's the first one. The second one is that bureaucracies tend to petrify, as opposed to learning. So, when I say petrifies, I mean that the rules and the bureaucracy don't change, or don't change as often as they should, or don't change continuously, which is really what rules should do. Now, that's not necessarily a characteristic of bureaucracy, but the definition, the definition says the rules have to be applied rigorously. You know, once you have a rule, everybody has to follow it. But it doesn't say that the rules have to stay the same forever, they can change. The opposite of a petrified bureaucracy is a learning bureaucracy, where the rules are constantly adjusted, based on what the people in the organization learn. And there are plenty of good examples of learning bureaucracies out there. And your goal is to transform the one into the other, the petrified into the learning. The third is, bureaucracies tend to be coercive, rather than enabling. Coercive, meaning that they're there to control employee behavior, to force employees to behave in ways that otherwise they wouldn't want to. They tend to be ‘no' saying, they say ‘no', a lot. Your bureaucracy for your expense reporting policy in your company probably says, ‘no that expense is no good because X Y and Z.' There are plenty of examples of enabling bureaucracies, where the point is not to stop you from doing things or force you to do something you don't want to. But the bureaucracy provides a support structure, provide best practices, as you said, that help you do your job well. And there's no reason why bureaucracies can't do that. So, the three bad characteristics are bloat, coercion, and petrify. Ula Ojiaku: Okay, nice. So, it sounds like the way you've described bureaucracy, when you look at it from a positive slant, would it be the same thing as guardrails, putting guardrails in place, or giving people the right degree of freedom? Mark Schwartz: Yeah, that's exactly the idea. What I find is that guardrails and automation are ways of implementing bureaucracy, that lead to those three good characteristics rather than the bad ones. Let's say in software development, in DevOps, for example, it's a good idea to put guardrails, security guardrails, for example, around what people can do, and automated security tests and things like that. Because then the developers or the DevOps teams, they can go charging ahead full speed, knowing that they can't do anything wrong, you know, because the guardrails are there. And they get immediate feedback, if they do something that's going to put them outside the guardrails and they can just immediately fix it. So, it's very empowering for them, lets them move fast. And it also gets rid of that coercive element of you know, I write some code and then somebody comes in afterwards and says, ‘no, you can't deploy that'. That's annoying. Instead, I can run the security tests myself, as a developer, see if there's anything that's problematic, fix it right away if I want to, so it's all under my control. But the end result is still the same. The bureaucracy is still there. It's just automated and implemented as guardrails. Ula Ojiaku:  It's enabling, like you said before, instead of hindering. Mark Schwartz:  And it's lean, because it's very inefficient and wasteful, if you write some code, and then at the very end of the development process, somebody finds a security flaw. And now you have to remember what you were doing. And, you know, go back and relearn your code and make changes then, so that's wasteful, as opposed to lean. It's coercive, as opposed to enabling. And if you're good at doing these things, then you keep updating your guardrails and your security tests based on new security threats you learn about or new policies or whatever. So, you make a learning bureaucracy as well. Ula Ojiaku:  Interesting. In the book as well, you said you want us to be calm, chaos monkeys, knights of Ockham, lean sumo wrestlers, very interesting oxymoron there. And you know, black belt experts, could you tell us more about those terms? Why did you use those terms? Mark Schwartz:  Because they made me laugh of course. Ula Ojiaku: Well, they made me laugh too. Mark Schwartz: So, I thought about what I learned about coping with bureaucracy, especially in my government job, but also from reading and from talking to other people. And I realized I had about, you know, 30 techniques for coping with bureaucracy, I call them plays. And I just grabbed those 30 techniques, but I thought about it, and I realized they divided into three. And the three, I could sort of associate with a personality, almost. You know, that these 10 plays are associated with this personality, these 10 plays are associated with this one. And I came up with these three personalities that I thought describe those plays. And the three personalities are the monkey, and the razor, and the sumo wrestler. And, you know, I think, I could stop right there, because it's probably obvious why I associate those with these plays, but I will go a little further. Ula Ojiaku: Please… Mark Schwartz: So, I realized that some of the things we did, the ones that I call the plays of the monkey, the way of the monkey, those things had to do with provoking. You know, monkeys are mischievous, provocative, and sometimes annoying. And a bunch of the techniques had to do with trying to be provocative. And the razor and I'll give you some examples in a minute. The razor, to me is all about being lean. It's about trimming away waste. And it also refers to the philosophical principle of Ockham's razor. Ockham was a medieval philosopher, right, William of Ockham. And he's generally credited with an idea that something like if you have a choice between a simple explanation, and a complicated explanation, you should prefer the simple one. That's not really what he said. But that's, that's what most people associated with him. That's the principle of Ockham's razor. And, and so it's called a principle of ontological parsimony, meaning, you shouldn't presuppose the existence of more things than you need to, in order to explain something. So, you know, don't make up nymphs. And you know, I don't know, water dryads and whatever's to explain something that you can equally just explain through simple physical laws. Ula Ojiaku:  Just saying, 'keep it simple...' Mark Schwartz:  Yeah, keep it simple, in a way, right? So that's called the principle of ontological parsimony. And I said, there's a similar principle of bureaucratic parsimony, which says that if you're trying to implement a control, and you can do it in a simple way, or you could do it in a really complicated way, do it a simple way. And so, it's a principle of leanness because I find that bureaucracies, when they get bloated, they have these really complicated wasteful ways of doing something that they could they could accomplish exactly the same thing, but in a simpler way. So that's the razor. And then a sumo wrestler. Well, Sumo is the sport where, you know, two massive people sort of bang into each other, right? And the goal is you want to push your opponent out of the ring, or you want to make them fall and touch the ground with something other than their feet. And if you can do either of those things, you win. So, if you're a big massive person and you're trying to accomplish those things, you might think that the best thing to do is charge your opponent and push really hard. But if your opponent then just either dodges or just is soft and lets you push, well, you're probably going to go flying out of the ring, right? So, one of the principles in Sumo is you want to use your opponent's strength against them. And if they push hard, now, go ahead, give them a little pull. And, you know, let them push even harder. And I realized that some of these techniques for overcoming bureaucracy have to do with using bureaucracy actually, on your side, you know, the using the strength of bureaucracy against it. So that's why the sumo wrestler. So, I'll give you examples now on each one, now that I've described my three personalities. So, the monkey does what is sometimes referred to as provoking and inspecting or provoking and observing, in parallel with the Agile principle of inspect and adapt. So, provoke and observe, what the monkey does is try something that's probably outside the rules, or at least is, you know, a borderline and watches what happens. So, an example where we use this is that we have these rules in Homeland Security that essentially said, if you were going to do an IT project, you have to produce 87 documents. And each document had a template, and you have to fill in each section of the template. And these documents would run to hundreds of pages. And so, using the persona of the monkey, let's say, we started to turn in these documents. But in each section of the template, we just wrote a one sentence, one sentence answer, you know, we're very short answer instead of writing pages and pages. And we wanted to see what would happen if we did that, because there was no rule that said, it had to be a really long answer. And eventually, we started to provoke even more, we just left out sections that we thought didn't make any sense for what we were doing. And all of this was unprecedented, you know, it caused a lot of fear. It turned out, and this sometimes happens, that the enforcers of this policy, they were happy when they said, “We've never wanted anybody to write these really long answers to these things, we have to read them. And you know, the intention wasn't to slow people down. As long as you're giving us the right information. That's all we need.” So, in this case, provoking just it turned out that we could defeat a bunch of bureaucracy there, we could, we could make things a lot leaner because nobody objected. But sometimes people do object. And if they do, then you learn exactly what the resistance is, who it is, is resisting, and that gives you valuable information, when you're trying to figure out how to overcome it. So that's the monkey. You know, let's try something a little playful and mischievous, and see what happens. The razor, well, that one follows also on my 87 documents, because we then set up an alternative way of doing things that had only 15 documents. And where there had been 13 gate reviews required for each project. We reduced it to two. And so, all we did, you know, we just used our little razor to trim away all the excess stuff that was in the bureaucratic requirements. And then we showed people that those 15 documents and those two gate reviews accomplished exactly the same thing as the 87 documents and the 13 gate reviews. That's the principle of the razor, that's how the razor works. The sumo wrestler, also a favorite of mine. So, we were trying to convince the bureaucracy to let us do DevOps and to be agile, and it was resisting. And people kept pointing to a policy that said, you can't do these things. And so, we wrote our own policy. And it was a very good bureaucratic policy looked exactly like every bureaucratic document out there. But it essentially said you must use DevOps and you must be agile on it, you know, it set up a perfect bureaucracy around that it's set up ways of checking to make sure everybody was using DevOps. And the theory behind it was the auditors when they came to audit us and said we were being naughty because we were doing DevOps. Their argument was we looked at the policy and we looked at what you're doing, and they were different. And that's the way auditing works. That was the, you know, GAO, the Government Accountability Office, and the Inspector General and all that. So, we figured if we had a policy that said you must do DevOps, and they audited us, well, they would actually be enforcing the policy, you know, they'd be criticizing any part of the organization that was not using DevOps and I thought that's great. So, this is how you use the strength of the bureaucracy against the bureaucracy or not really, against even, you know, it's perfectly good, perfect… Ula Ojiaku:  To help the bureaucracy yeah, to help them to improve, improve the organization. But thinking about the monkey though, being provocative and mischievous, do you think that there has to be an element of you know, relationship and trust in place first, before… you can't just you know… you're new, and you've just gotten through the door and you start being a monkey… you probably will be taken back to wherever you came from! What do you think? Mark Schwartz:  Well, it helps if you're giggling while you do it. But you know, I think the goal here is to figure out the right levers that are going to move things. And sometimes you do have to push a little bit hard, you know, you do need to take people out of their comfort zone. Usually, you want to do these things in a way that takes into account people's feelings, and you know, is likely to move them in the right direction, rather than making them dig in their heels. But I'll give you a couple of examples of Monkey tactics that are less comfortable for people. One is simply, you know, there's a status quo bias. It's a known, well-known cognitive bias; people tend to prefer the status quo or look the other way about it's failings and stuff. So often, when you're trying to make a change, people say, we're fine the way we are, you know, everything's okay. So, one of the things the monkey tries to do is, is to make it clear that the status quo is not acceptable, you know, to show people that it actually if they think about it, it's no good. And so, for example, when we decided to move to the cloud, instead of working in our DHS data center, people said - of course at the time it was a big concern, ‘was the cloud secure enough?' And in the persona of the monkey, the right response is, ‘are we secure enough now?' You know, ‘don't you realize that we're not happy with our security posture today?' ‘It's not like, the cloud has proved itself. I mean, we have to compare our security in the cloud versus our security in the data center. And yes, I'm very sure it'll be better in the cloud and here's why…' But you can't start from the assumption that you are fine right now. In general, when we're talking about the cloud, that's the situation. Companies are using their own data centers. And it's like, you know, we have to teach them that they can do better in the cloud. But the truth is that they're not happy in their own data centers, if they think about it, right? There are security issues, there are performance issues, there are cost issues. And they're aware of those issues, right, they just look the other way. And because they're comfortable with the status quo, so the monkey has to sort of shake people up and say, ‘It's not okay, what you're doing now!' Another example, and this is really harsh, and I wouldn't use it in most cases. But let's say that this was in Homeland Security. Let's say that Homeland Security is enforcing a very bureaucratic process that results in IT projects, taking five years instead of six months. And let's say, you know, the process is there on paper, the rules say, ‘Do this', the people are interpreting the rules in a way that makes things take five years. Sometimes, the monkey has to go to somebody who's in their way and say, ‘We are in the Department of Homeland Security, this IT project is going to make people more secure in the homeland. Are you comfortable with the fact that you are preventing people from being more secure for the next four and a half years, when we could…' You know, it's a matter of personalizing it. And that sometimes is what's necessary to get people to start thinking creatively about how they can change the bureaucracy. You know, ‘I hate to say it, but you're a murderer', you know, essentially is the message. It's a monkey message. And like I said, you know, it's not the preferred way to go about doing things. But if you have to, I mean, the lives of people are at stake, and you've got to find a way to get there. Ula Ojiaku:  So how can leaders because your book, The Art of Business Value, in your book, you said that “leaders create the language of the organization, and they set up incentives and define value in a way that elicits desired outcomes.” So, in essence, I understand that statement to mean that leaders set the tone, and you know, kind of create the environment for things to happen. So, how can leaders implement or apply bureaucracy in a way that enables an organization where, before it was seen as a hindrance, how can they do this? Mark Schwartz:  My thought process was, if we all agree, we're gonna try to maximize business value? How do we know what we mean by it? And I realized, a lot of Agile people, you know, people in our Agile and DevOps community, were being a little bit lazy. You know, they were thinking, ‘Oh, business value, you know, it's returns on investment, or, you know, it's up to the business (to define) what's business value.' The tech people just, you know, do the work of providing a solution. And to me, that's too lazy. If you're going to be agile, be it you have to be more proactive about making sure you're delivering business value. So, you have to understand what it means. You have to actually do the work of, you know, figuring out what it means. And what it means is not at all obvious. And, you know, you might think it has something to do with return on investment or shareholder value or something like that. But when you really closely examine it, that is not the right way to define it, when it comes to deciding what its efforts to prioritize and all that that's, you know, the case that the book makes, and I explain why that's true. Instead, I say you have to think of business value within the context of the business's strategy and its objectives as a business. There's no like, abstract, this has more business value than this because we calculated an ROI or something like that, that doesn't work reprioritizing. It's always asked within the context of a particular business strategy. And the business strategy is a direction from leadership. There might be input from everybody else, but ultimately, you have leaders in the organization who are deciding what the strategic objectives are. So, for example, if you are a traditional bank, or traditional financial services company, and you look around you and you see there are all these new FinTech companies that are disrupting the industry, and you're worried, well there are a lot of different ways you can respond to those disruptive FinTechs. And how you're going to choose to respond depends on your preferences, it depends on the situation of your company, in the industry, the history of your company, all of those things. But of the many ways you can respond to that disruption, you're going to choose one as the leader of your enterprise. Well, what adds business value is whatever supports that direction you choose to go. You can't think of business value outside of that direction, you know. That's the case that I make. So, leaders don't just set the tone and the culture there, they're actually setting strategic direction that determines what has business value. And then the people who are executing the agile teams have to take it upon themselves to make sure that whatever they're doing is going to add business value in that sense.   So, the role of leadership then becomes direction setting and visioning for the future and communicating the vision to the people who are working and providing feedback, you know, on whether things are actually adding business value or not . And that's the key responsibility. Now, in order to do that, in order to motivate people to deliver according to that idea of business value, there are certain techniques as a leader that you have to keep in mind, there are ways that you get people, you get a big organization to sort of follow you. And one of the ones that's become most important to me to think about after talking to a lot of leaders about how they're running their organizations, and what's working, is using middle management as a lever for accomplishing those things. So often, I'll talk to leaders of a business, and they'll say, our problem is the frozen middle, middle management is, you know, they're just not changing the way we want, we want to, we want to cause a big transformation, but middle management is getting in the way. And I tell them, ‘that's pretty much a myth.' You know, ‘that's not actually what's happening, let's look more closely at your organization.' Almost always, middle management is still trying to do the best they can, given the situation that they're in. And the way that you get them to align themselves behind the change is, you change their incentives or their role definition, or how you tell them what you're expecting from them, you don't say “change”, you know, and start doing X and Y, you change what success looks like for their position. And then they adapt to it by becoming engaged and finding ways to get there. So, there's almost always a leadership problem when you have that frozen middle effect. And, and I've seen it work really well that, you know, all of a sudden, you get this big leverage, because you just do a little bit of tweaking of role definitions, and bring everybody into solving the problem. And actually, there's an example, I love to talk about a history book, like I said before, I like to bring in other things, right? It's called the Engineers of Victory. And it's about World War Two, the Allies realized that they had to solve a set of problems, I think there was six or so problems. One of them was how do you land troops on a beach that's heavily defended? They realize they were just not going to be able to win the war until they could do that. But nobody knew how to do it. Because, you know, obviously, the bad guys are there on the beach, they're dug in, they put barbed wire everywhere, and mines, and you know, all this stuff. And it's just going to be a slaughter if you try to land on the beach. So, this book, Engineers of Victory, makes the case that what really won the war, was figuring out those solutions. And who was responsible for figuring out those solutions? It was middle management, basically. It was the, you know, within the structure of the army, it was the people not at the top who had big authority, you know, the generals, and it was not the troops themselves, because they weren't in a position to figure out these things. It was middle management that could see across different parts of the organization that could try things and see whether they worked or not, that, you know, essentially could run their own mini skunkworks projects. And eventually, they came up with the solutions to these problems. So, I think that's very encouraging for the role of middle management, you know, that a lot of problems have to be solved at that layer in order to pull off a transformation. And it really can be done. And this is a beautiful example of it. Ula Ojiaku:  It reminds me of, you know, my experience in a few transformation initiatives. So, the middle, the people who are termed to be in the frozen middle, are, like you said, they want to do what's best for the company, and they show up wanting to do their best work, but it's really about finding out, ‘Where do I fit in, (with) all this change that's happening?' You know, ‘if my role is going away, if the teams are going to be more empowered, that means I'm not telling them what to do, but then what do I do now?' So, the clarity of what the ‘New World' means for them, and what's in it for them, would help, you know, make them more effective. Mark Schwartz: And the mistake that's often made is to say to them, ‘start doing DevOps' or, you know, ‘start doing agile or something.' Because if you don't change the definition of success, or you don't change the incentives that, you know, then it's just, make work and they're going to resist it. You know, if you say your incentive is to get really fast feedback or you know, one of the other goals of DevOps, because of the following reasons, it helps the business this way, so let's try to reduce cycle time as much as possible for producing software. Okay, that's a change in the incentive, or the, you know, the definition of success, rather than just telling somebody you have to do DevOps, you know, read a book and figure it out. Ula Ojiaku:  So, what other books because you mentioned the Engineers of Victory, are there any other books you would recommend for the listener to go check out if they wanted to learn more about what we've talked about today? Mark Schwartz:  Well, I think, you know, obviously, my books referred to War and Peace by Tolstoy, Moby Dick, another great one. You know, you probably need to read my books to figure out why those are the right books to read and Engineers of Victory. As I said, I think that one's a great one. Within the field, there are some DevOps books that that I like a lot, of course, Gene Kim's books, The Phoenix Project, and now The Unicorn Project, the sequel to that. Because those are books that give you a feel for the motivation behind all the things that we do. The Mechanics of Things, there are plenty of books out there that help you learn the mechanics of how to do continuous integration and continuous delivery. And then the cloud is I think it's really transformative. You know, it's the cloud itself is a tremendous enabler. I work at AWS, of course but I'm not saying this because I work at AWS, it's more than I work at AWS because I believe these things. And my teammates have written some good books on the cloud. Reaching Cloud Velocity, for example, by Jonathan Allen and Thomas Blood is a great one for reading up on how the cloud can be transformative. But my other teammates, Gregor Hope, has written a number of books that are really good, Stephen Orban did A Head in the Cloud. So, I think those are all… should be at the top of people's reading lists. And then, of course, I recommend my books, because they make me laugh, and they might make you laugh, too. Ula Ojiaku:  Definitely made me laugh, but they've also given me things to think about from a new perspective. So, I totally agree. And so, where can people find you if they want to reach out to you? Mark Schwartz:  Yeah, LinkedIn is a great place to find me. If you're with a company that is an AWS customer, feel free to talk to your account manager, the sales team from AWS and ask them to put you in touch with me, is another easy way. LinkedIn is kind of where I organize my world from so find me there. Ula Ojiaku:  Okay. Sounds great. And any final words for the audience or for the listeners. Mark Schwartz:  Um, I, I have found that these things that you want to do to take advantage of the digital world, and I think we're all sort of pointing ourselves in that direction, there are these amazing things you can do in the digital world. They're sometimes challenging to get there, but it's very possible to get there. And one thing I've learned a lot at Amazon is the idea of working backwards, you know, you get that picture in your head for where you want to be and then you say to yourself, ‘I can get there. Let me work backwards and figure out what I have to do in order to get there.' And you might be wrong, you know, you should test hypotheses, you start moving in the right direction, and of course, correct as you need to. But you can do it with confidence that others are doing it and you can too no matter what your organization is, no matter how much you think you're a snowflake and you know different from every other organization. You can still do it. And with just some good intention and good thinking you can figure out how to how to get there. Ula Ojiaku:  Thank you so much, Mark. That was a great close for this conversation and again, I really appreciate your making the time for this interview. Thank you. Mark Schwartz: Thanks for having me. Ula Ojiaku: You're welcome.  

Will Larson is Chief Technology Officer at Carta. Prior to joining Carta, he was the CTO at Calm and held engineering leadership roles at Stripe, Uber, and Digg. He is the author of two foundational engineering career books, An Elegant Puzzle and Staff Engineer, and The Engineering Executive's Primer, which will be released in February. In our conversation, we discuss:• Systems thinking: what it is and how to apply it• Advice for product managers on fostering productive relationships with engineering managers• Why companies should treat engineers like adults• How to best measure developer productivity• Writing and its impact on his career• How to balance writing with a demanding job• How to develop your company values—Brought to you by DX—A platform for measuring and improving developer productivity | OneSchema—Import CSV data 10x faster | Vanta—Automate compliance. Simplify security.—Find the transcript for this episode and all past episodes at: https://www.lennyspodcast.com/episodes/. Today's transcript will be live by 8 a.m. PT.—Where to find Will Larson:• X: https://twitter.com/Lethain• LinkedIn: https://www.linkedin.com/in/will-larson-a44b543/• Website: https://lethain.com/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Will's background(04:12) Changes in the field of engineering(06:27) We need to stop treating engineers like children(08:32) Systems thinking(13:23) Implementing systems thinking in hiring(16:32) Engineering strategy(20:21) Examples of engineering strategies(25:08) How to get good at strategy(26:48) The importance of writing about things that excite you(32:40) The biggest risk to content creation is quitting too soon(35:24) How to make time for writing(37:41) Tips for aspiring writers(41:18) Building productive relationships between product managers and engineers(43:45) Giving the same performance rating to EMs and PMs(48:24) Measuring engineering productivity(55:53) Defining company values(01:02:10) Failure corner: the Digg rewrite(01:11:05) Will's upcoming book, The Engineering Executive's Primer(01:12:04) Lightning round—Referenced:• The end of the “free money” era: https://www.theguardian.com/technology/2023/apr/11/techscape-zirp-tech-boom• Work on what matters: https://lethain.com/work-on-what-matters/• Sheryl Sandberg to Harvard Biz Grads: “Find a Rocket Ship”: https://www.forbes.com/sites/kashmirhill/2012/05/24/sheryl-sandberg-to-harvard-biz-grads-find-a-rocket-ship/?sh=708c9a93b37a• What Is Systems Thinking?: https://www.snhu.edu/about-us/newsroom/business/what-is-systems-thinking• Introduction to systems thinking: https://lethain.com/systems-thinking/• Thinking in Systems: https://www.amazon.com/Thinking-Systems-Donella-H-Meadows/dp/1603580557• Silent Spring: https://www.amazon.com/Silent-Spring-Rachel-Carson/dp/0618249060• Writing an engineering strategy: https://lethain.com/eng-strategies/• Carta: https://carta.com/• Eric Vogl on LinkedIn: https://www.linkedin.com/in/ericvogl/• Good Strategy/Bad Strategy: The difference and why it matters: https://www.amazon.com/Good-Strategy-Bad-difference-matters/dp/1781256179• The Crux: How Leaders Become Strategists: https://www.amazon.com/Crux-How-Leaders-Become-Strategists/dp/1541701240/• How Big Things Get Done: The Surprising Factors That Determine the Fate of Every Project, from Home Renovations to Space Exploration and Everything in Between: https://www.amazon.com/How-Big-Things-Get-Done/dp/0593239512/• Technology Strategy Patterns: Architecture as Strategy: https://www.amazon.com/Technology-Strategy-Patterns-Architecture/dp/1492040878/• The Value Flywheel Effect: Power the Future and Accelerate Your Organization to the Modern Cloud: https://www.amazon.com/Value-Flywheel-Effect-Accelerate-Organization/dp/1950508579• The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win: https://www.amazon.com/Phoenix-Project-DevOps-Helping-Business/dp/1942788290• The Engineering Executive's Primer: Impactful Technical Leadership: https://www.amazon.com/Engineering-Executives-Primer-Impactful-Leadership/dp/1098149483• An Elegant Puzzle: Systems of Engineering Management: https://press.stripe.com/an-elegant-puzzle• Staff Engineer: Leadership beyond the management track: https://www.amazon.com/Staff-Engineer-Leadership-beyond-management-ebook/dp/B08RMSHYGG• Gergely Orosz's newsletter: https://blog.pragmaticengineer.com/author/gergely/• Leaving big tech to build the #1 technology newsletter | Gergely Orosz (The Pragmatic Engineer): https://www.lennyspodcast.com/videos/leaving-big-tech-to-build-the-1-technology-newsletter-gergely-orosz-the-pragmatic-engineer/• The art of product management | Shreyas Doshi (Stripe, Twitter, Google, Yahoo): https://www.lennyspodcast.com/videos/the-art-of-product-management-shreyas-doshi-stripe-twitter-google-yahoo/• Henry Ward on LinkedIn: https://www.linkedin.com/in/heward/• Vrushali Paunikar on LinkedIn: https://www.linkedin.com/in/vrushali-paunikar/• Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations: https://www.amazon.com/Accelerate-Software-Performing-Technology-Organizations/dp/1942788339• How to measure and improve developer productivity | Nicole Forsgren (Microsoft Research, GitHub, Google): https://www.lennyspodcast.com/how-to-measure-and-improve-developer-productivity-nicole-forsgren-microsoft-research-github-goo/• DORA: https://dora.dev/• Setting engineering org values: https://lethain.com/setting-engineering-org-values/• Digg: https://digg.com/• Kevin Rose on LinkedIn: https://www.linkedin.com/in/kevinrose/• Digg's v4 launch: an optimism born of necessity: https://lethain.com/digg-v4/• Dash Gopinath on LinkedIn: https://www.linkedin.com/in/dashgopinath/• Rich Schumacher on LinkedIn: https://www.linkedin.com/in/richschumacher/• The ALL NEW Don't Think of an Elephant!: Know Your Values and Frame the Debate: https://www.amazon.com/ALL-NEW-Dont-Think-Elephant-ebook/dp/B00NP9LHFA• Top Chef on Peacock: https://www.peacocktv.com/watch-online/tv/top-chef/5172289448907967112• Hard to work with: https://lethain.com/hard-to-work-with/—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

Folge 41 beschäftigt sich mit der Frage, wie die IT-Funktion zum Alleinstellungsmerkmal von Unternehmen beitragen kann. Zu Gast ist Annette Hamann, CIO von Beiersdorf und Geschäftsführerin der BSS IT, der Beiersdorf Shared Services. Annette und ihr Team bei BSS verantworten die IT-Funktion für Beiersdorf. Das Team ist für alle IT-Initiativen zuständig und richtet die IT-Infrastruktur und den IT-Betrieb an der Strategie und dem Geschäftsmodell des Konzerns aus. Uli, Markus und Annette diskutieren über die Notwendigkeit, dass sich die IT vollständig mit den Geschäftsprioritäten identifizieren muss, um einen echten Beitrag zur Gestaltung und Verbesserung des Geschäftsmodells leisten zu können. Annette betont, dass diese Ausrichtung eine adäquate Struktur, gezielte Investitionen und den Aufbau entsprechender Kompetenzen erfordert. Das Gespräch mit den beiden CIOs macht deutlich, dass die IT schneller und offensichtlicher Nutzen und Mehrwert bringt, wenn sie eng mit den verschiedenen Abteilungen zusammenarbeitet. Wer mehr wissen möchte, findet hier weitere Informationen: - Beiersdorf und und Beiersdorf Shared Services Angebot https://www.beiersdorf.de und Beiersdorf Shared Services GmbH (BSS) - Literaturhinweis: „The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win“ von Gene Kim, Kevin Behr, and George Spafford https://amzn.eu/d/ftlmCst - Literaturhinweis. „Digital Transformation: Survive and Thrive in an Era of Mass Extinction“ von Thomas M. Siebel https://amzn.eu/d/aGnWsb3 - Literaturhinweis: „The New IT: How Technology Leaders are Enabling Business Strategy in the Digital Age“ von Jill Dyche https://amzn.eu/d/3GSzH9h - Literaturhinweis: „Leading Digital: Turning Technology into Business Transformation“ von George Westerman, Didier Bonnet, and Andrew McAfee https://amzn.eu/d/dI8iJ9n - Literaturhinweis: „The CIO's Guide to Breakthrough Project Portfolio Performance: Applying the Best of Critical Chain, Agile, and Lean“ https://amzn.eu/d/5X1eNF5 - Literaturhinweis: CIO-Magazin https://www.cio.de Euer Feedback zur Folge und Vorschläge für Themen und Gäst:innen sind sehr willkommen! Vernetzt euch und diskutiert mit: - Annette Hamann: https://www.linkedin.com/in/annette-hamann-0549883/ - Ulrich Irnich: https://www.linkedin.com/in/ulrichirnich/ - Markus Kuckertz: https://www.linkedin.com/in/markuskuckertz/ Mitwirkende - Hosts: Ulrich Irnich & Markus Kuckertz // Produktion: Daniel Sprügel, Maniac Studios (https://maniacstudios.com/) // Redaktion: Marcus Pawlik © Digital Pacemaker Podcast 2023

Bentornati e bentornate su Azure Italia Podcast, il primo podcast su Microsoft Azure interamente in italiano! Questo tredicesimo episodio si immerge nella piattaforma Azure DevOps, la piattaforma di CI/CD (e come vedremo molto altro) di Microsoft. Michele Ferracin è l'ospite che ci introdurrà in questo bellissimo argomento. Di seguito tutti i link citati in puntata:Sito: ⁠⁠⁠⁠⁠⁠⁠⁠azureitalia.cloud⁠⁠⁠⁠⁠⁠⁠⁠;Canale: ⁠⁠⁠⁠⁠⁠⁠⁠telegram⁠⁠⁠⁠⁠⁠⁠⁠;Profilo: ⁠⁠⁠⁠⁠⁠⁠⁠X - Twitter⁠⁠⁠⁠⁠⁠⁠⁠;Pagina Linkedin Azure Italia Podcast: ⁠⁠⁠⁠⁠⁠⁠⁠AIP on LinkedIn⁠⁠⁠⁠⁠⁠⁠⁠.Email per collaborazioni e richieste: ⁠⁠⁠⁠⁠⁠⁠⁠azureitaliadevops@gmail.com⁠⁠⁠⁠⁠⁠⁠⁠www.micheleferracin.it;Canale Youtube di Michele;DevOps Heroes Parma;Azure DevOps Blog;(Libro) The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win;Buy Me a coffee: ⁠⁠⁠⁠⁠⁠⁠⁠buymeacoffee.com/azureitalia⁠⁠⁠⁠⁠⁠⁠⁠Azure Italia Podcast ha bisogno della tua opinione! Ho creato questo piccolo sondaggio raggiungibile al seguente link. Ci vogliono solo 2 minuti ✍️

In today's episode of Category Visionaries, we speak with Dylan Etkin, CEO and Co-Founder of Sleuth, an engineering efficiency platform that's raised $25 Million in funding. Topics Discussed: Dylan's career background as an engineer and engineering manager, and contributions to important products like Jira and Bitbucket Transitioning from engineer to CEO, new responsibilities and the importance of product-market fit Why so many engineering teams struggle with bottlenecks, and how automated tools can enhance their processes How DORA metrics established themselves as the gold-standard for efficiency monitoring, and integrating them into Sleuth's solution Building a unique marketing approach based on sponsoring industry reports and thought leaders in the space   Favorite book:  The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win

DORA Metriken: Die Performance-Messung deines Software Development Teams bzw. die Ermittlung des Reifegrades von DevOps in deiner OrganisationSoftwareentwicklung ist ein kreativer Beruf. Jedes Projekt ist einzigartig und die geschriebenen Lines of Code sagen wenig über die dafür benötigte Zeit aus. Das Research-Programm DevOps Research and Assessment (DORA) versucht dennoch die Performance eines Software-Entwicklungs-Teams zu messen. Nicht via Lines of Code, sondern auf Basis von Aktivitäten, die Value liefern: Deployment Frequency, Lead Time for Changes, Mean Time to Recovery, Change Failure Rate und Reliability.Die Metriken selbst sind weit bekannt. Wie diese Metriken beeinflusst werden können, wer eigentlich dahinter steckt, und was die Organisation eigentlich für eine Kultur vorleben muss, damit es überhaupt zu einem positiven Ergebnis kommt, wissen viele nicht. Und genau darüber sprechen wir in dieser Episode.Bonus: AOL CDs und Metal-Musik aus Litauen**** Diese Episode wird von trivago gesponsert:trivago aus Düsseldorf sucht Verstärkung für ihr Site Reliability Engineering Team. Arbeite eng mit den Entwicklungsteams an der globalen Hotelsuchmaschine. Profitiere von einem autonomen Arbeitsumfeld und bewirb dich unter https://careers.trivago.com/sre ****Das schnelle Feedback zur Episode:

On today's show, we have our first book club discussion about The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by authors Gene Kim, Kevin Behr, and George Spafford. We review chapters 3-6 and talk about how Adam's recent compliance work has given him a fresh perspective on the 190-page spreadsheet of vulnerabilities portrayed in the book. It's interesting how a security team can have a deeply collaborative relationship with a company that feels, at least for some, to be purely adversarial.Follow the show and be sure to join the discussion on Discord! Our website is workingcode.dev and we're @WorkingCodePod on Twitter and Instagram. New episodes drop weekly on Wednesday.And, if you're feeling the love, support us on Patreon.With audio editing and engineering by ZCross Media.

René is a Principal Cloud Solution Architect - Engineering (CSA-E) and technical lead for Azure DevOps and software development processes at Microsoft in Germany. In his role as CE, he helps customers adopt good development practices and processes as well as understanding the principles of DevOps. As an Azure DevOps expert, René trains customers in using the DevOps toolchain and shows ways to integrate Azure DevOps into existing heterogeneous environments.   Before his start at Microsoft in late 2008, René had been working as a developer of enterprise logistic systems for almost ten years.   Topics of Discussion: [3:05] René's start of his career and how he got into programming. [5:20] How does René define the real difference between the 1990s waterfall mindset and the agile mindset, just from a process perspective? [7:49] How DevOps is an evolution of Agile. [9:13] What is DevOps all about? [11:29] The three ways of DevOps as described in The Phoenix Project: Maximize flow or system thinking. Amplify feedback loops. The culture of continuous experimentation and learning. [16:52] The importance of creating a natural cadence in your iteration. [17:16] What's the best way to standardize across different teams? [21:13] Choosing the right tool at the right point in time. [24:10] What type of test automation does René find himself recommending? [27:50] To René, the most important thing is to get your code right. In addition, unit testing also has a very positive impact on your architecture and design because you're building a testable product. [28:50] What is Rene's view on open telemetry in a DevOps mindset?   Mentioned in this Episode: Clear Measure Way Architect Forum Software Engineer Forum Programming with Palermo — New Video Podcast! Email us programming@palermo.network Clear Measure, Inc. (Sponsor) .NET DevOps for Azure: A Developer's Guide to DevOps Architecture the Right Way, by Jeffrey Palermo — Available on Amazon! Jeffrey Palermo's Twitter — Follow to stay informed about future events! Architect Tips — Video podcast! Azure DevOps .NET Clear Measure Architect Forum The Phoenix Project book: A Novel about IT, DevOps, and Helping Your Business Win, by Gene Kim, Kevin Behr, and George Spafford Test-driven development: By Example, by Kent Beck Extreme Programming Explained: Embrace Change, by Kent Beck and Cynthia Andres The Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of Data, by Gene Kim The Mythical Man-Month: Essays on Software Engineering, by Frederick Brooks Jr. The Art of Unit Testing: With examples in JavaScript, by Roy Osherove Site Reliability Engineering: How Google Runs Production Systems, by Jennifer Petoff, Niall Murphy, Betsy Beyer, and Chris Jones   Want to Learn More? Visit AzureDevOps.Show for show notes and additional episodes.

It's the most wonderful time of the year! And Matt and Rich can think of no finer way to celebrate it than by hosting a great big podcast party featuring 24 of this year's fabulous guest hosts. Actually, this episode is more like four mini-parties in which subsets of those guests discuss security and cloud computing trends from 2022, managed services trends in 2022, and predictions for 2023. ChannelPro Managing Editor Colleen Frye is back as well to host a meeting of the ChannelPro Book Club. Grab some eggnog, put on your favorite holiday sweater, and join in the fun! ChannelPro Weekly is taking next week off but will be back first week of January with an all new episode in an all new year. Subscribe to ChannelPro Weekly! iTunes: https://itunes.apple.com/us/podcast/channelpro-weekly-podcast/id1095568582?mt=2 Google Podcasts: https://podcasts.google.com/feed/aHR0cHM6Ly9jaGFubmVscHJvd2Vla2x5LmxpYnN5bi5jb20vcnNz?sa=X&ved=2ahUKEwjq-N3UvNHyAhVWPs0KHYdTDmkQ9sEGegQIARAF Spotify: https://open.spotify.com/show/7hWuOWbrIcwtrK6UJLSHvU Amazon Music: https://music.amazon.com/podcasts/a1d93194-a5f3-46d8-b625-abdc0ba032f1/ChannelPro-Weekly-Podcast More here: https://www.channelpronetwork.com/download/podcast/channelpro-weekly-2022-holiday-special Guest hosts featured on this episode: Luis Alvarez, President and CEO, Alvarez Technology Group Scott Beck, CEO, BeckTek Esteban Blanco, Chief Geek Officer, Blanco I.T. Bob Coppedge, CEO, Simplex-IT Ed Correia, President and CEO, Sagacent Technologies Lawrence Cruciana, President, Corporate Information Technologies Michael Goldstein, President and CEO, LAN Infotech Lori Hardtke, President, ByteWize Paco Lebron, CEO. ProdigyTeks Eric Long, President, TeraCloud Stanley Louissaint, Principal, Fluid Designs Peter Melby, CEO, Greystone Technology Paul Nebb, President, Titan Technologies Barb Paluszkiewicz, CEO, CDN Technologies Ronnie Parisella, IT Professional and Managed Services Consultant Ben Pearce, President, ACP Technologies Angel Rojas, CEO, DataCorps Technology Solutions Andrew Sampson, President, Sampson and Associates Dave Seibert, CIO of IT Innovators, CEO of SMB TechFest, and CEO of ProTier Peer Groups Lisa Shorr, Co-Owner, Secure Future Tech Solutions and Owner, Shorr Success Erick Simpson, Chief Strategist, ErickSimpson.com Rick Smith, CEO, Renactus Technology Dave Sobel, host of the Business of Tech Podcast Vince Tinnirello, CEO, Anchor Network Solutions ChannelPro Book Club Recommendations: From Paco Lebron: The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win, by Gene Kim From Luis Alvarez: Upgrade, by Blake Crouch From Voince Tinnirello: Leave the Gun, Take the Cannoli: The Epic Story of the Making of The Godfather, By Mark Seal From Barb Paluszkiewicz, Milk and Honey, by Rupi Kaur From Andrew Sampson: The One Minute Manager, by Kenneth Blanchard From Andrew Sampson: Level Up: The Ultimate MSP Roadmap For Security, Operations And Profitability, by Bruce McCully From Lori Hardtke: Undo It!: How Simple Lifestyle Changes Can Reverse Most Chronic Diseases, Dean and Anne Ornish From Angel Rojas: The 6 Types of Working Genius: A Better Way to Understand Your Gifts, Your Frustrations, and Your Team, by Patrick Lencioni From Ed Correia: Literally: The Book on Customer Success for MSPs, by Marnie Stockman From Ed Correia: The MSP Owner's Handbook, by Marnie Stockman and Juan Fernandez From Colleen Frye: A Truck Full of Money, by Tracy Kidder  

As time passes, organisations that are using Salesforce have become more and more dependent on it. Salesforce DevOps is focused on ensuring administrators and developers can release updates and go through the software development lifecycle as efficiently as possible, with the least defects and user interruption. Jack McCurdy, Salesforce DevOps Advocate at Gearset, features in today's episode of the Salesforce Posse podcast to share his experience as a salesforce advocate. Jack shares knowledge of DevOps throughout the salesforce ecosystem. He has spent the last few years working with businesses to establish DevOps teams and procedures, which are essential for delivering Salesforce installs successfully and fostering both business growth and customer satisfaction. His passion is supporting the creation and maintenance of outstanding cultures that serve as the pillars of DevOps best practices. During today's conversation, we explore what DevOps is, what it provides people, and Jack's experience working at DevOps. Jack dives into what common problems people want DevOps to find solutions to and how they make it simpler and errorless. Furthermore, he discusses the importance of metrics when measuring success and maturity, and wrapping up the conversation, Jack dives into how communication can solve problems and make a better workplace for employees. [04.44] DevOps – DevOps is a set of practices combined with software development and IT operations. Starting the conversation, Jack dives into what DevOps is and how they help people to identify problems sooner and solve them. [06.10] Problems – Jack dives into the common problems people come to DevOps for solutions. [13.14] Backups – Having backups and the mental health benefits of DevOps. Jack dives into how Dora metrics are used by DevOps. [15.58] Metrics – Jack explains how essential metrics are when measuring success or maturity. [21.33] The phoenix project - A Novel about IT, DevOps, and Helping Your Business Win by Gene Kim. [22.42] Mindset shift – Role changes can be difficult in the beginning. But, with the right communication, you can change the environment for employees and build a level of maturity in the organization. Resources Contact Jack: https://www.linkedin.com/in/jack-mccurdy/ Gearset Website The Pheonix Project Book Sponsored by: www.AdminToArchitect.com Find out more at: https://salesforceposse.com/what-is-salesforce-devops/ --- Send in a voice message: https://anchor.fm/salesforce-posse/message

Тайминг 00:00:00 Вступление 00:00:31 Слишком много Вити 00:01:27 40й выпуск! 00:01:46 Гость в DKT - Вячеслав Мацукевич (https://www.linkedin.com/in/viachaslau-matsukevich/) 00:04:11 Цель выпуска 00:05:07 Как Слава создавал DevOps школу внутри компании 00:05:58 Почему хотели переучать dev-ов в DevOps?  00:07:10 Легко ли научить dev-ов OPS-у? 00:09:50 Cравнение c EPAM school 00:11:32 Что мотивировало учиться? 00:14:26 Немного о Сашином опыте преподавания 00:16:53 Как попадают в школу к Славе? 00:18:03 Как придумали программу школы? 00:20:28 Курсы от вендоров 00:21:22 У каждого свой подход 00:22:35 Social learning подход 00:26:00 Критерии успешного завершения 00:30:55 Что Славу мотивировало делать школу? 00:34:12 Почему Саша пошел преподавать? 00:38:51 Professional growth во время преподавания  00:40:24 Эффективные подходы для обучения DevOps  00:53:47 Как переход в онлайн повлиял на обучение 00:56:36 Курс на Udemi от Славы 01:04:10 Планы на будущее 01:05:48 Новые курсы для известных технологий 01:13:15 Не утонуть в обилии информации 01:17:46 Top-3 книги от гостя 01:21:56 3 youtube канала, 3 курса 01:25:51 Как качать Soft skills 01:31:40 Как попаcть в DKT Топ 3 канала Youtube: ⏩ Кирил Семаев https://www.youtube.com/c/KirillSemaev ⏩ ADV-IT https://www.youtube.com/c/ADVIT4000 ⏩ HighLoad https://www.youtube.com/c/HighLoadChannel Топ 3 курса:

Books are an excellent tool not just for personal growth, but for business growth too.How many books do you read each month? How many books do you and your employees read together? In this episode of the Profit Cleaners podcast, you'll hear the Brandons talk about the latest book they're reading as a company, Extreme Ownership: How U.S. Navy SEALs Lead and Win by Jocko Willink and Leif Babin. Winning in business requires that you take extreme ownership in order to truly lead your company and its employees. Learn how you can apply these Navy Seal mindsets and principles to the business world and, of course, your own life, too. Listen now!Highlights:[05:00] The Concept of Extreme Ownership[06:30] Becoming a TRUE Leader by Taking Responsibility[07:20] Dropping the Ego[11:50] The Next Principle: NO Bad Teams, Only BAD Leaders[16:00] The Principle of Clarity and Belief[20:00] Keeping Your EGO in Check[22:28] TEAMWORK: Cover and Move Tactic[28:00] The Prioritize and Execute Principle[30:00] Decentralized Command[38:40] Discipline = FREEDOMLinks: Website: https://profitcleaners.com/Apple Podcast: https://podcasts.apple.com/us/podcast/profit-cleaners-grow-your-cleaning-company-and/id1513357285Facebook: https://web.facebook.com/profitcleaners/?_rdc=1&_rdrYoutube: https://www.youtube.com/channel/UCjlgEpqKAzi9KeiGyXbv43QInstagram: https://www.instagram.com/profitcleaners/?hl=enSpotify: https://open.spotify.com/show/5mvP6cSM6Qu59WnGIqdMkkBook:Extreme Ownership: How U.S. Navy SEALs Lead and WinAmazon.com: Extreme Ownership: How US Navy SEALs Lead and Win

Guest Bio: Mark Schwartz joined AWS as an Enterprise Strategist and Evangelist in July 2017. In this role, Mark works with enterprise technology executives to share experiences and strategies for how the cloud can help them increase speed and agility while devoting more of their resources to their customers. Mark has extensive experience as an IT leader in the government, private sector, and the nonprofit world, and with organizations ranging from startup to large. Prior to joining AWS, he was CIO of US Citizenship and Immigration Services (in the Department of Homeland Security), where he led a large digital transformation effort, moving the agency to the cloud, introducing and refining DevOps and Agile techniques, and adopting user-centric design approaches. From his work at USCIS, he developed a reputation for leading transformation in organizations that are resistant to change, obsessed with security, subject to considerable regulation and oversight, and deeply bureaucratic. Before USCIS, Mark was CIO of Intrax Cultural Exchange, a leader in global youth exchange programs, and CEO of a software company. Mark is the author of The Art of Business Value , A Seat at the Table: IT Leadership in the Age of Agility, War, Peace and IT and The Delicate Art of Bureaucracy. Mark speaks at conferences internationally on such subjects as DevOps, Leading Change, Driving Innovation in IT, and Managing Agility in Bureaucratic Organizations. He has been recognized as a Computerworld Premier IT Leader and received awards for Leadership in Technology Innovation, the Federal 100 IT Leaders, and a CIO Magazine 100 award. Mark has both a BS and MA degree from Yale University, and an MBA from Wharton.   Social Media/ Website: Mark's LinkedIn Profile: https://www.linkedin.com/in/innovativecio Mark's AWS Executive Insights page with links to all his blogs posts and books https://aws.amazon.com/ar/executive-insights/enterprise-strategists/mark-schwartz/  Books/ Resources: The Delicate Art of Bureaucracy: Digital Transformation with the Monkey, the Razor and the Sumo Wrestler by Mark Schwartz https://www.amazon.co.uk/Delicate-Art-Bureaucracy-Transformation-Wrestler-ebook/dp/B086XM4WCK/ The Art of Business Value by Mark Schwartz https://www.amazon.co.uk/Art-Business-Value-Mark-Schwartz/dp/1942788045 A Seat at the Table: IT Leadership in the Age of Agility by Mark Schwartz https://www.amazon.co.uk/Seat-Table-Leadership-Age-Agility/dp/1942788118/ War, Peace and IT: Business Leadership, Technology, and Success in the Digital Age by Mark Schwartz https://www.amazon.co.uk/War-Peace-Business-Leadership-Technology/dp/1942788711 Reaching Cloud Velocity: A Leader's Guide to Success in the AWS Cloud by Jonathan Allen et al https://www.amazon.co.uk/Reaching-Cloud-Velocity-Leaders-Success/dp/B086PTDP51 Ahead in the Cloud: Best Practices for Navigating the Future of Enterprise IT by Stephen Orban https://www.amazon.co.uk/Ahead-Cloud-Practices-Navigating-Enterprise-ebook/dp/B07BYQTGJ7 Engineers of Victory: The Problem Solvers Who Turned the Tide in the Second World War by Paul Kennedy https://www.amazon.co.uk/Engineers-Victory-Problem-Solvers-Turned-ebook/dp/B00ADNPCC0 The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by Gene Kim https://www.amazon.co.uk/Phoenix-Project-Devops-Helping-Business/dp/1942788290/ The Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of Data by Gene Kim https://www.amazon.co.uk/Unicorn-Project-Disruption-Redshirts-Overthrowing/dp/1942788762   Interview Transcript Ula Ojiaku:  Mark, thank you so much for making the time for this conversation. Mark Schwartz: Thank you, my pleasure. Ula Ojiaku: Great. Now let's start with you know, the question I usually ask my guests: who's Mark? What makes him tick? Mark Schwartz:  And they can answer that question. It's not a hard one. where to start? Um, you know, I always enjoy my work. That's a thing about me. I like to think that people have fun working with me because I tend to laugh a lot. And even you know, when the work is boring, I find ways to make it interesting. I just enjoy doing things and accomplishing things. I think if we're going to talk about my books, and some of the things I've done later, an important thing to realize is that, I started out, you know, when I went, when I was in high school, when I went to college, I was pretty sure I wanted to study computer science and get involved with these computer things. But when I was actually studying, I realized there were all these other interesting areas, I'm just, you know, endlessly curious. And so, I wound up studying all kinds of other things, in addition. And the result was that when I finished college, I decided to go to graduate school in philosophy. And I spent a few years getting a master's degree in philosophy. And the fact that I'm curious about so many things and read so many different things, I think it enters into a lot of what I do. I like to pull analogies from non-IT related fields and, and, and I'll call upon all the things I've learned in all sorts of different areas, as I'm writing and speaking and working. Ula Ojiaku:  It shines through in your book, definitely. Mark Schwartz:  Yes, I think it does. That's partly an explanation for what you see in my books. I think, um, you know, I sometimes say that I have trouble reading business books generally. Because I kind of find them boring. They tend to make the same point over and over again, and to be very just so one directional, you know, just on the same subject, and it's a little bit odd because in every other subject, the books tend to refer to other books in other fields and there's this extra dimension and that helps you understand what the author is getting at. But in business books, they, you know, aside from having a quote now and then from a famous leader or something, they don't tend to do that, they don't, they don't sort of call upon the whole history of literature and writing. And so, I have a little bit of fun in writing my books in trying to see if I can add an extra dimension just by reference and by bringing in other things that are a little bit orthogonal to the subject matter. Ula Ojiaku:  And that kind of, you know, brings home the point that life isn't black and white. It's actually a complex or a complex kind of, you know, maze and of different disciplines, different ideologies and different viewpoints that make it what it is really. Mark Schwartz:  Yeah well, of course, that was part of the fun of my recent book on Bureaucracy. You know, because I know we all, we want to throw up when we encounter bureaucracy, you know, it disturbs us in so many ways. And one of the things I wanted to say in the book is, well, actually bureaucracy is all around you all the time in unexpected places and it usually doesn't drive you crazy, actually. Yeah... Ula Ojiaku:  Well, I have a lot of questions for you on your book, The Delicate Art of Bureaucracy, which is a catchy, catchy title on its own, very clever. But before we get to that, what do you do when you're not working? I know, you said you love work and you've also said that you're curious about so many things, which means that you read broadly - that's my interpretation. So, what do you do when you're not ‘working'? Mark Schwartz:  Yes, I read broadly, is one thing. In the past, I played the guitar a lot. And I don't quite as much lately. I don't know why, you know, I'll start doing it again. I'm sure at some point. But while I was living in San Francisco, I was actually playing in bars and coffee shops, I have a singer, who I performed with. Ula Ojiaku: Really? Wow! Mark Schwartz: And that was really fun. And then the other thing I do is travel, I've really traveled a lot. And, yeah, there was one period in my life where for about five years, I was bumming around the world with a backpack with you know, occasional returns to the States to work a little bit and make some money and then go traveling again. So, one of the joys of my current job is that, I get to do a lot of traveling to interesting places. Ula Ojiaku:  So, where would you say is your ideal getaway destination? Mark Schwartz:  Oh, let's see. I'm a big fan of Brazil. That, I have good friends there and it's really nice to see them and the atmosphere is always kind of fun there. Ula Ojiaku: Okay. Mark Schwartz: I don't know what I've discovered so many places around the world that I've really loved being. I lived in Japan for a year and that is a place that I love to go to, especially for the food. Yeah, I like good food. But I don't know I've found so many places that made me feel like I'd like to spend more time there. And of course, you can't really spend more time everywhere. Ula Ojiaku:  Interesting. So, let's, let's go to your book, “The Art of Delicate Bureaucracy”. What was the inspiration behind that book? Mark Schwartz:  Well, for all of my books, before I wrote, before I wrote them, I was thinking, ‘why hasn't anybody else written a book on this topic?' People don't write books on bureaucracy, at least not, you know, popular books, there are academic books on bureaucracy. And the same thing happened to me with my first book, “The Art of Business Value”, where I said to myself, we keep talking about business value in the IT world, like, is it obvious what it means? You know, what, why isn't anybody writing a book about what business value means? So, bureaucracy is one of those things. I have a lot of experience with it first of all, I was a CIO in a government agency. But it turns out, it's not just the government, whenever I tell people about my government experience, when I speak at a conference, people come up to me afterwards and say, ‘Oh, my company's just like that. I work for a financial services company; we have lots of bureaucracy'. And I work with a lot of people who are trying to pull off some sort of digital transformation, which is change on a big scale, that's changing traditional organizations on a big scale. And bureaucracy is always in their way because bureaucracy tends to resist change; it strongly tends to resist change. So, if you're doing a big change, then you're probably going to come up against it. So, I thought maybe with my experience as a bureaucrat, or at least experience in the big bureaucracy, I could give some pointers to people who are trying to cause big change, and yet are facing bureaucratic obstacles. And I can't imagine that there's any organization, at least any large organization that does not have bureaucratic obstacles to digital transformation. So, that got me started on it. And then as I started to think about bureaucracy and research it, I realized this is actually a really interesting topic. Ula Ojiaku:  You had an interesting introduction to the book. You said, “we are bureaucrats all.” Why that claim, you actually were saying, everyone is a bureaucrat, and I know you made a statement that's similar to that earlier on in this conversation - why? Mark Schwartz:  Well, of course, I have to define in the book, what I mean by bureaucracy and all that. And I follow the generally what's accepted as the academic definition. It mostly comes from the sociologist Max Vabre, who is writing around 1920. And, and he talks a lot about bureaucracy, and it's fairly complicated, but I simplify it in the book. Basically, what it comes down to is a bureaucracy is a way of organizing socially, that has rigid formal roles for people and rigid formal rules. And that's the essence of it. You know, bureaucracy, there are rules and they have to be applied uniformly to everybody. And there's a division of labor and you know, a hierarchy. So, it has rigid roles of people who have to sign off on things and approve things. So, with that is the definition. I think it, it connects with the very human tendency to try to structure things and constantly improve them and optimize them. So, if you find a good way of doing something, you tend to turn it into a rule, you know, this is the way it should be done from now on. Ula Ojiaku: Best practice! Mark Schwartz: It's the best practice. Yeah, yeah, exactly. And also, we, in, social organization, we'd like people to be accountable or responsible for things. And we know that you can't hold somebody accountable unless they have authority to perform their role. So, when you put those things together, it's very natural for us to set up these organizational systems, where we assign roles to people, and give them authority, and we make rules that encapsulate the best way to do things. And, essentially, that's bureaucracy. So, bureaucracy, I find, is everywhere around us in one form or another. But it doesn't drive us crazy most of the time, so we don't notice it. Ula Ojiaku:  Maybe if it's serving us, then we wouldn't notice it. But… Mark Schwartz:  It does serve. And if you look at the cases where it does drive us crazy, they have certain things in common. And in the book, I say there are three characteristics that bureaucracies often take on which they don't need to, it's not part of the definition of bureaucracy, but they often take on these characteristics. And it's those three characteristics that are what drive us crazy. And so, the goal, ultimately is to eliminate those three characteristics or turn them into something else. Ula Ojiaku: I know that the listeners would be curious to know what the three characteristics of bureaucracy that drive us crazy are? Is that so or should I just tell them go buy the book? Mark Schwartz: Yeah, go buy the book! Well, let me tell you the three characteristics, and also their opposite, which is what we really want. So, the first characteristic that drives us crazy, I think, is that bureaucracies tend to be bloated instead of lean, that would be the opposite in my view. There's no reason why a bureaucracy has to be bloated and wasteful. It could be lean, but it's one of those things that bureaucracy tends to become. So that's the first one. The second one is that bureaucracies tend to petrify, as opposed to learning. So, when I say petrifies, I mean that the rules and the bureaucracy don't change, or don't change as often as they should, or don't change continuously, which is really what rules should do. Now, that's not necessarily a characteristic of bureaucracy, but the definition, the definition says the rules have to be applied rigorously. You know, once you have a rule, everybody has to follow it. But it doesn't say that the rules have to stay the same forever, they can change. The opposite of a petrified bureaucracy is a learning bureaucracy, where the rules are constantly adjusted, based on what the people in the organization learn. And there are plenty of good examples of learning bureaucracies out there. And your goal is to transform the one into the other, the petrified into the learning. The third is, bureaucracies tend to be coercive, rather than enabling. Coercive, meaning that they're there to control employee behavior, to force employees to behave in ways that otherwise they wouldn't want to. They tend to be ‘no' saying, they say ‘no', a lot. Your bureaucracy for your expense reporting policy in your company probably says, ‘no that expense is no good because X Y and Z.' There are plenty of examples of enabling bureaucracies, where the point is not to stop you from doing things or force you to do something you don't want to. But the bureaucracy provides a support structure, provide best practices, as you said, that help you do your job well. And there's no reason why bureaucracies can't do that. So, the three bad characteristics are bloat, coercion, and petrify. Ula Ojiaku: Okay, nice. So, it sounds like the way you've described bureaucracy, when you look at it from a positive slant, would it be the same thing as guardrails, putting guardrails in place, or giving people the right degree of freedom? Mark Schwartz: Yeah, that's exactly the idea. What I find is that guardrails and automation are ways of implementing bureaucracy, that lead to those three good characteristics rather than the bad ones. Let's say in software development, in DevOps, for example, it's a good idea to put guardrails, security guardrails, for example, around what people can do, and automated security tests and things like that. Because then the developers or the DevOps teams, they can go charging ahead full speed, knowing that they can't do anything wrong, you know, because the guardrails are there. And they get immediate feedback, if they do something that's going to put them outside the guardrails and they can just immediately fix it. So, it's very empowering for them, lets them move fast. And it also gets rid of that coercive element of you know, I write some code and then somebody comes in afterwards and says, ‘no, you can't deploy that'. That's annoying. Instead, I can run the security tests myself, as a developer, see if there's anything that's problematic, fix it right away if I want to, so it's all under my control. But the end result is still the same. The bureaucracy is still there. It's just automated and implemented as guardrails. Ula Ojiaku:  It's enabling, like you said before, instead of hindering. Mark Schwartz:  And it's lean, because it's very inefficient and wasteful, if you write some code, and then at the very end of the development process, somebody finds a security flaw. And now you have to remember what you were doing. And, you know, go back and relearn your code and make changes then, so that's wasteful, as opposed to lean. It's coercive, as opposed to enabling. And if you're good at doing these things, then you keep updating your guardrails and your security tests based on new security threats you learn about or new policies or whatever. So, you make a learning bureaucracy as well. Ula Ojiaku:  Interesting. In the book as well, you said you want us to be calm, chaos monkeys, knights of Ockham, lean sumo wrestlers, very interesting oxymoron there. And you know, black belt experts, could you tell us more about those terms? Why did you use those terms? Mark Schwartz:  Because they made me laugh of course. Ula Ojiaku: Well, they made me laugh too. Mark Schwartz: So, I thought about what I learned about coping with bureaucracy, especially in my government job, but also from reading and from talking to other people. And I realized I had about, you know, 30 techniques for coping with bureaucracy, I call them plays. And I just grabbed those 30 techniques, but I thought about it, and I realized they divided into three. And the three, I could sort of associate with a personality, almost. You know, that these 10 plays are associated with this personality, these 10 plays are associated with this one. And I came up with these three personalities that I thought describe those plays. And the three personalities are the monkey, and the razor, and the sumo wrestler. And, you know, I think, I could stop right there, because it's probably obvious why I associate those with these plays, but I will go a little further. Ula Ojiaku: Please… Mark Schwartz: So, I realized that some of the things we did, the ones that I call the plays of the monkey, the way of the monkey, those things had to do with provoking. You know, monkeys are mischievous, provocative, and sometimes annoying. And a bunch of the techniques had to do with trying to be provocative. And the razor and I'll give you some examples in a minute. The razor, to me is all about being lean. It's about trimming away waste. And it also refers to the philosophical principle of Ockham's razor. Ockham was a medieval philosopher, right, William of Ockham. And he's generally credited with an idea that something like if you have a choice between a simple explanation, and a complicated explanation, you should prefer the simple one. That's not really what he said. But that's, that's what most people associated with him. That's the principle of Ockham's razor. And, and so it's called a principle of ontological parsimony, meaning, you shouldn't presuppose the existence of more things than you need to, in order to explain something. So, you know, don't make up nymphs. And you know, I don't know, water dryads and whatever's to explain something that you can equally just explain through simple physical laws. Ula Ojiaku:  Just saying, 'keep it simple...' Mark Schwartz:  Yeah, keep it simple, in a way, right? So that's called the principle of ontological parsimony. And I said, there's a similar principle of bureaucratic parsimony, which says that if you're trying to implement a control, and you can do it in a simple way, or you could do it in a really complicated way, do it a simple way. And so, it's a principle of leanness because I find that bureaucracies, when they get bloated, they have these really complicated wasteful ways of doing something that they could they could accomplish exactly the same thing, but in a simpler way. So that's the razor. And then a sumo wrestler. Well, Sumo is the sport where, you know, two massive people sort of bang into each other, right? And the goal is you want to push your opponent out of the ring, or you want to make them fall and touch the ground with something other than their feet. And if you can do either of those things, you win. So, if you're a big massive person and you're trying to accomplish those things, you might think that the best thing to do is charge your opponent and push really hard. But if your opponent then just either dodges or just is soft and lets you push, well, you're probably going to go flying out of the ring, right? So, one of the principles in Sumo is you want to use your opponent's strength against them. And if they push hard, now, go ahead, give them a little pull. And, you know, let them push even harder. And I realized that some of these techniques for overcoming bureaucracy have to do with using bureaucracy actually, on your side, you know, the using the strength of bureaucracy against it. So that's why the sumo wrestler. So, I'll give you examples now on each one, now that I've described my three personalities. So, the monkey does what is sometimes referred to as provoking and inspecting or provoking and observing, in parallel with the Agile principle of inspect and adapt. So, provoke and observe, what the monkey does is try something that's probably outside the rules, or at least is, you know, a borderline and watches what happens. So, an example where we use this is that we have these rules in Homeland Security that essentially said, if you were going to do an IT project, you have to produce 87 documents. And each document had a template, and you have to fill in each section of the template. And these documents would run to hundreds of pages. And so, using the persona of the monkey, let's say, we started to turn in these documents. But in each section of the template, we just wrote a one sentence, one sentence answer, you know, we're very short answer instead of writing pages and pages. And we wanted to see what would happen if we did that, because there was no rule that said, it had to be a really long answer. And eventually, we started to provoke even more, we just left out sections that we thought didn't make any sense for what we were doing. And all of this was unprecedented, you know, it caused a lot of fear. It turned out, and this sometimes happens, that the enforcers of this policy, they were happy when they said, “We've never wanted anybody to write these really long answers to these things, we have to read them. And you know, the intention wasn't to slow people down. As long as you're giving us the right information. That's all we need.” So, in this case, provoking just it turned out that we could defeat a bunch of bureaucracy there, we could, we could make things a lot leaner because nobody objected. But sometimes people do object. And if they do, then you learn exactly what the resistance is, who it is, is resisting, and that gives you valuable information, when you're trying to figure out how to overcome it. So that's the monkey. You know, let's try something a little playful and mischievous, and see what happens. The razor, well, that one follows also on my 87 documents, because we then set up an alternative way of doing things that had only 15 documents. And where there had been 13 gate reviews required for each project. We reduced it to two. And so, all we did, you know, we just used our little razor to trim away all the excess stuff that was in the bureaucratic requirements. And then we showed people that those 15 documents and those two gate reviews accomplished exactly the same thing as the 87 documents and the 13 gate reviews. That's the principle of the razor, that's how the razor works. The sumo wrestler, also a favorite of mine. So, we were trying to convince the bureaucracy to let us do DevOps and to be agile, and it was resisting. And people kept pointing to a policy that said, you can't do these things. And so, we wrote our own policy. And it was a very good bureaucratic policy looked exactly like every bureaucratic document out there. But it essentially said you must use DevOps and you must be agile on it, you know, it set up a perfect bureaucracy around that it's set up ways of checking to make sure everybody was using DevOps. And the theory behind it was the auditors when they came to audit us and said we were being naughty because we were doing DevOps. Their argument was we looked at the policy and we looked at what you're doing, and they were different. And that's the way auditing works. That was the, you know, GAO, the Government Accountability Office, and the Inspector General and all that. So, we figured if we had a policy that said you must do DevOps, and they audited us, well, they would actually be enforcing the policy, you know, they'd be criticizing any part of the organization that was not using DevOps and I thought that's great. So, this is how you use the strength of the bureaucracy against the bureaucracy or not really, against even, you know, it's perfectly good, perfect… Ula Ojiaku:  To help the bureaucracy yeah, to help them to improve, improve the organization. But thinking about the monkey though, being provocative and mischievous, do you think that there has to be an element of you know, relationship and trust in place first, before… you can't just you know… you're new, and you've just gotten through the door and you start being a monkey… you probably will be taken back to wherever you came from! What do you think? Mark Schwartz:  Well, it helps if you're giggling while you do it. But you know, I think the goal here is to figure out the right levers that are going to move things. And sometimes you do have to push a little bit hard, you know, you do need to take people out of their comfort zone. Usually, you want to do these things in a way that takes into account people's feelings, and you know, is likely to move them in the right direction, rather than making them dig in their heels. But I'll give you a couple of examples of Monkey tactics that are less comfortable for people. One is simply, you know, there's a status quo bias. It's a known, well-known cognitive bias; people tend to prefer the status quo or look the other way about it's failings and stuff. So often, when you're trying to make a change, people say, we're fine the way we are, you know, everything's okay. So, one of the things the monkey tries to do is, is to make it clear that the status quo is not acceptable, you know, to show people that it actually if they think about it, it's no good. And so, for example, when we decided to move to the cloud, instead of working in our DHS data center, people said - of course at the time it was a big concern, ‘was the cloud secure enough?' And in the persona of the monkey, the right response is, ‘are we secure enough now?' You know, ‘don't you realize that we're not happy with our security posture today?' ‘It's not like, the cloud has proved itself. I mean, we have to compare our security in the cloud versus our security in the data center. And yes, I'm very sure it'll be better in the cloud and here's why…' But you can't start from the assumption that you are fine right now. In general, when we're talking about the cloud, that's the situation. Companies are using their own data centers. And it's like, you know, we have to teach them that they can do better in the cloud. But the truth is that they're not happy in their own data centers, if they think about it, right? There are security issues, there are performance issues, there are cost issues. And they're aware of those issues, right, they just look the other way. And because they're comfortable with the status quo, so the monkey has to sort of shake people up and say, ‘It's not okay, what you're doing now!' Another example, and this is really harsh, and I wouldn't use it in most cases. But let's say that this was in Homeland Security. Let's say that Homeland Security is enforcing a very bureaucratic process that results in IT projects, taking five years instead of six months. And let's say, you know, the process is there on paper, the rules say, ‘Do this', the people are interpreting the rules in a way that makes things take five years. Sometimes, the monkey has to go to somebody who's in their way and say, ‘We are in the Department of Homeland Security, this IT project is going to make people more secure in the homeland. Are you comfortable with the fact that you are preventing people from being more secure for the next four and a half years, when we could…' You know, it's a matter of personalizing it. And that sometimes is what's necessary to get people to start thinking creatively about how they can change the bureaucracy. You know, ‘I hate to say it, but you're a murderer', you know, essentially is the message. It's a monkey message. And like I said, you know, it's not the preferred way to go about doing things. But if you have to, I mean, the lives of people are at stake, and you've got to find a way to get there. Ula Ojiaku:  So how can leaders because your book, The Art of Business Value, in your book, you said that “leaders create the language of the organization, and they set up incentives and define value in a way that elicits desired outcomes.” So, in essence, I understand that statement to mean that leaders set the tone, and you know, kind of create the environment for things to happen. So, how can leaders implement or apply bureaucracy in a way that enables an organization where, before it was seen as a hindrance, how can they do this? Mark Schwartz:  My thought process was, if we all agree, we're gonna try to maximize business value? How do we know what we mean by it? And I realized, a lot of Agile people, you know, people in our Agile and DevOps community, were being a little bit lazy. You know, they were thinking, ‘Oh, business value, you know, it's returns on investment, or, you know, it's up to the business (to define) what's business value.' The tech people just, you know, do the work of providing a solution. And to me, that's too lazy. If you're going to be agile, be it you have to be more proactive about making sure you're delivering business value. So, you have to understand what it means. You have to actually do the work of, you know, figuring out what it means. And what it means is not at all obvious. And, you know, you might think it has something to do with return on investment or shareholder value or something like that. But when you really closely examine it, that is not the right way to define it, when it comes to deciding what its efforts to prioritize and all that that's, you know, the case that the book makes, and I explain why that's true. Instead, I say you have to think of business value within the context of the business's strategy and its objectives as a business. There's no like, abstract, this has more business value than this because we calculated an ROI or something like that, that doesn't work reprioritizing. It's always asked within the context of a particular business strategy. And the business strategy is a direction from leadership. There might be input from everybody else, but ultimately, you have leaders in the organization who are deciding what the strategic objectives are. So, for example, if you are a traditional bank, or traditional financial services company, and you look around you and you see there are all these new FinTech companies that are disrupting the industry, and you're worried, well there are a lot of different ways you can respond to those disruptive FinTechs. And how you're going to choose to respond depends on your preferences, it depends on the situation of your company, in the industry, the history of your company, all of those things. But of the many ways you can respond to that disruption, you're going to choose one as the leader of your enterprise. Well, what adds business value is whatever supports that direction you choose to go. You can't think of business value outside of that direction, you know. That's the case that I make. So, leaders don't just set the tone and the culture there, they're actually setting strategic direction that determines what has business value. And then the people who are executing the agile teams have to take it upon themselves to make sure that whatever they're doing is going to add business value in that sense.   So, the role of leadership then becomes direction setting and visioning for the future and communicating the vision to the people who are working and providing feedback, you know, on whether things are actually adding business value or not . And that's the key responsibility. Now, in order to do that, in order to motivate people to deliver according to that idea of business value, there are certain techniques as a leader that you have to keep in mind, there are ways that you get people, you get a big organization to sort of follow you. And one of the ones that's become most important to me to think about after talking to a lot of leaders about how they're running their organizations, and what's working, is using middle management as a lever for accomplishing those things. So often, I'll talk to leaders of a business, and they'll say, our problem is the frozen middle, middle management is, you know, they're just not changing the way we want, we want to, we want to cause a big transformation, but middle management is getting in the way. And I tell them, ‘that's pretty much a myth.' You know, ‘that's not actually what's happening, let's look more closely at your organization.' Almost always, middle management is still trying to do the best they can, given the situation that they're in. And the way that you get them to align themselves behind the change is, you change their incentives or their role definition, or how you tell them what you're expecting from them, you don't say “change”, you know, and start doing X and Y, you change what success looks like for their position. And then they adapt to it by becoming engaged and finding ways to get there. So, there's almost always a leadership problem when you have that frozen middle effect. And, and I've seen it work really well that, you know, all of a sudden, you get this big leverage, because you just do a little bit of tweaking of role definitions, and bring everybody into solving the problem. And actually, there's an example, I love to talk about a history book, like I said before, I like to bring in other things, right? It's called the Engineers of Victory. And it's about World War Two, the Allies realized that they had to solve a set of problems, I think there was six or so problems. One of them was how do you land troops on a beach that's heavily defended? They realize they were just not going to be able to win the war until they could do that. But nobody knew how to do it. Because, you know, obviously, the bad guys are there on the beach, they're dug in, they put barbed wire everywhere, and mines, and you know, all this stuff. And it's just going to be a slaughter if you try to land on the beach. So, this book, Engineers of Victory, makes the case that what really won the war, was figuring out those solutions. And who was responsible for figuring out those solutions? It was middle management, basically. It was the, you know, within the structure of the army, it was the people not at the top who had big authority, you know, the generals, and it was not the troops themselves, because they weren't in a position to figure out these things. It was middle management that could see across different parts of the organization that could try things and see whether they worked or not, that, you know, essentially could run their own mini skunkworks projects. And eventually, they came up with the solutions to these problems. So, I think that's very encouraging for the role of middle management, you know, that a lot of problems have to be solved at that layer in order to pull off a transformation. And it really can be done. And this is a beautiful example of it. Ula Ojiaku:  It reminds me of, you know, my experience in a few transformation initiatives. So, the middle, the people who are termed to be in the frozen middle, are, like you said, they want to do what's best for the company, and they show up wanting to do their best work, but it's really about finding out, ‘Where do I fit in, (with) all this change that's happening?' You know, ‘if my role is going away, if the teams are going to be more empowered, that means I'm not telling them what to do, but then what do I do now?' So, the clarity of what the ‘New World' means for them, and what's in it for them, would help, you know, make them more effective. Mark Schwartz: And the mistake that's often made is to say to them, ‘start doing DevOps' or, you know, ‘start doing agile or something.' Because if you don't change the definition of success, or you don't change the incentives that, you know, then it's just, make work and they're going to resist it. You know, if you say your incentive is to get really fast feedback or you know, one of the other goals of DevOps, because of the following reasons, it helps the business this way, so let's try to reduce cycle time as much as possible for producing software. Okay, that's a change in the incentive, or the, you know, the definition of success, rather than just telling somebody you have to do DevOps, you know, read a book and figure it out. Ula Ojiaku:  So, what other books because you mentioned the Engineers of Victory, are there any other books you would recommend for the listener to go check out if they wanted to learn more about what we've talked about today? Mark Schwartz:  Well, I think, you know, obviously, my books referred to War and Peace by Tolstoy, Moby Dick, another great one. You know, you probably need to read my books to figure out why those are the right books to read and Engineers of Victory. As I said, I think that one's a great one. Within the field, there are some DevOps books that that I like a lot, of course, Gene Kim's books, The Phoenix Project, and now The Unicorn Project, the sequel to that. Because those are books that give you a feel for the motivation behind all the things that we do. The Mechanics of Things, there are plenty of books out there that help you learn the mechanics of how to do continuous integration and continuous delivery. And then the cloud is I think it's really transformative. You know, it's the cloud itself is a tremendous enabler. I work at AWS, of course but I'm not saying this because I work at AWS, it's more than I work at AWS because I believe these things. And my teammates have written some good books on the cloud. Reaching Cloud Velocity, for example, by Jonathan Allen and Thomas Blood is a great one for reading up on how the cloud can be transformative. But my other teammates, Gregor Hope, has written a number of books that are really good, Stephen Orban did A Head in the Cloud. So, I think those are all… should be at the top of people's reading lists. And then, of course, I recommend my books, because they make me laugh, and they might make you laugh, too. Ula Ojiaku:  Definitely made me laugh, but they've also given me things to think about from a new perspective. So, I totally agree. And so, where can people find you if they want to reach out to you? Mark Schwartz:  Yeah, LinkedIn is a great place to find me. If you're with a company that is an AWS customer, feel free to talk to your account manager, the sales team from AWS and ask them to put you in touch with me, is another easy way. LinkedIn is kind of where I organize my world from so find me there. Ula Ojiaku:  Okay. Sounds great. And any final words for the audience or for the listeners. Mark Schwartz:  Um, I, I have found that these things that you want to do to take advantage of the digital world, and I think we're all sort of pointing ourselves in that direction, there are these amazing things you can do in the digital world. They're sometimes challenging to get there, but it's very possible to get there. And one thing I've learned a lot at Amazon is the idea of working backwards, you know, you get that picture in your head for where you want to be and then you say to yourself, ‘I can get there. Let me work backwards and figure out what I have to do in order to get there.' And you might be wrong, you know, you should test hypotheses, you start moving in the right direction, and of course, correct as you need to. But you can do it with confidence that others are doing it and you can too no matter what your organization is, no matter how much you think you're a snowflake and you know different from every other organization. You can still do it. And with just some good intention and good thinking you can figure out how to how to get there. Ula Ojiaku:  Thank you so much, Mark. That was a great close for this conversation and again, I really appreciate your making the time for this interview. Thank you. Mark Schwartz: Thanks for having me. Ula Ojiaku: You're welcome.

Materiały dodatkowe..Prezentacje:Dissecting Bounded Contexts, prezentacja Nicka Tune z konferencji DDD Europe 2020Context Maps - a deep dive, prezentacja Michaela Plöd z konferencji KanDDDinsky 2019Książki:Accelerate: Building and Scaling High-Performing Technology Organizations, Nicole Forsgren,Jez Humble, Gene KimThe DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations, Gene Kim, Jez Humble, Patrick Debois, John WillisEscaping the Build Trap: How Effective Product Management Creates Real Value, Melissa PerriInspired: How to Create Tech Products Customers Love, Marty CaganEmpowered: Ordinary People, Extraordinary Products, Marty Cagan, Chris JonesThe Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win, Gene Kim, Kevin Behr, George SpaffordStrategic Microservices and Monoliths, Vaughn Vernon, Tomasz JaskułaLearning Domain-Driven Design: Aligning Software Architecture and Business Strategy, Vladik Khononov

Three members of the CyberWire's Hash Table of experts: Rick Doten Kevin Ford Kevin Magee discuss SOAR tools. Resources: “A Brief History of SIEM,” by Stephen Gailey, CyberSecurity Magazine, 19 January 2020. “Cybersecurity First Principles: DevSecOps.” by Rick Howard, CSO Perspectives, The CyberWire, 8 June 2020. "Intelligence-Driven Computer Network Defense Informed by Analysis of Adversary Campaigns and Intrusion Kill Chains,” by Eric Hutchins, Michael Cloppert, Rohan Amin, Lockheed Martin Corporation, 2010, last visited 30 April 2020.   “Site Reliability Engineering: How Google Runs Production Systems,” by Betsy Beyer, Chris Jones, Jennifer Petoff, and Niall Richard Murphy, Published by O'Reilly Media, 16 April 2016. “The Cybersecurity Canon: The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win,” book review by Rick Howard, Palo Alto Networks, 21 October 2016. “The Evolution of SOAR Platforms,” by Stan Engelbrecht, SecurityWeek, 27 July 2018. “The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win,” by Gene Kim, Kevin Behr, George Spafford, Published by IT Revolution Press, 10 January 2013.

Rick explains the network defender evolution from defense-in-depth in the 1990s, to intrusion kill chains in 2010, to too many security tools and SOAR in 2015, and finally to devsecops somewhere in our future.  Resources: “Cybersecurity First Principles: DevSecOps.” by Rick Howard, CSO Perspectives, The CyberWire, 8 June 2020. “FAQ,” RSA Conference, 2020. "Intelligence-Driven Computer Network Defense Informed by Analysis of Adversary Campaigns and Intrusion Kill Chains,” by Eric Hutchins, Michael Cloppert, Rohan Amin, Lockheed Martin Corporation, 2010, last visited 30 April 2020.   “Malware? Cyber-crime? Call the ICOPs!” by Jon Oltsik, CSO, Cybersecurity Snippets, 22 June 2015. “Market Guide for Security Orchestration, Automation and Response Solutions,” by Gartner, ID G00727304, 21 September 2020.  “MITRE ATT&CK,” by Mitre. “The Cybersecurity Canon: The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win,” book review by Rick Howard, Palo Alto Networks, 21 October 2016. “The Cyber Kill Chain is making us dumber: A Rebuttal,” by Rick Howard, LinkedIn, 29 July 2017. “The Evolution of SOAR Platforms,” by Stan Engelbrecht, SecurityWeek, 27 July 2018. “What is SOAR (Security Orchestration, Automation, and Response)?” by Kevin Casey, The Enterprisers Project, 30 October 2020.

Rick explains the network defender evolution from defense-in-depth in the 1990s, to intrusion kill chains in 2010, to too many security tools and SOAR in 2015, and finally to devsecops somewhere in our future.  Resources: “Cybersecurity First Principles: DevSecOps.” by Rick Howard, CSO Perspectives, The CyberWire, 8 June 2020. “FAQ,” RSA Conference, 2020. "Intelligence-Driven Computer Network Defense Informed by Analysis of Adversary Campaigns and Intrusion Kill Chains,” by Eric Hutchins, Michael Cloppert, Rohan Amin, Lockheed Martin Corporation, 2010, last visited 30 April 2020.   “Malware? Cyber-crime? Call the ICOPs!” by Jon Oltsik, CSO, Cybersecurity Snippets, 22 June 2015. “Market Guide for Security Orchestration, Automation and Response Solutions,” by Gartner, ID G00727304, 21 September 2020.  “MITRE ATT&CK,” by Mitre. “The Cybersecurity Canon: The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win,” book review by Rick Howard, Palo Alto Networks, 21 October 2016. “The Cyber Kill Chain is making us dumber: A Rebuttal,” by Rick Howard, LinkedIn, 29 July 2017. “The Evolution of SOAR Platforms,” by Stan Engelbrecht, SecurityWeek, 27 July 2018. “What is SOAR (Security Orchestration, Automation, and Response)?” by Kevin Casey, The Enterprisers Project, 30 October 2020.

This week, Dan Neumann is joined by two AgileThought colleagues, Andrea Floyd and Hal Hogue.   In this episode, Dan, Andrea, and Hal are talking about the books that have been influential to them and what they learned from them. Continuous learning is a crucial piece of the work at AgileThought, and this is why today, you are invited to this special space called The Book Club.   Key Takeaways Books that bring new ideas to the practice: A fairly common book that you should not take for granted: Turn the Ship Around! A True Story of Turning Followers Into Leaders, written by David Marquet. This book brings a great opportunity to reflect on your own role as an Agile Coach, it also delivers an important message on leadership and serving others. Another book referring to work as a servant leader is Team of Teams: New Rules of Engagement for a Complex World, by General Stanley McChrystal. This book shares crucial practices to be more effective with our teams. Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win, written by Gene Kim, Kevin Behr, Kim Spafford (a business fable with some great suggestions to the state of growing software companies to scale). The nature of the challenges has changed over time; businesses are seeing more value in being flexible while responding to change and The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done, by Stephen Denning, is a number one must-read book for people experiencing Agile transformations, for them to be considered as holistic opportunities for an organization to create and sustain a shift in its cultures. Agile Project Management with Scrum, by Ken Schwaber, is a great tool that explains the rules and practices for Scrum. The Rational Unified Process: An Introduction, by Philippe Kruchten. The Scrum Guide has some interesting references; this guide has been modified and updated over the years, which is the best proof of the constant need for flexibility and adaptation that lies in the core of Agile Teams. Start With Why: How Great Leaders Inspire Everyone to Take Action, by Simon Sinek. This book is a great one to help teams and leaders recognize the reasons and purposes behind what they are doing. Your Daily Scrum is a YouTube series where you can find (in 10 minutes or less) the answer to a question from the community related to Scrum which is the trigger for an insightful conversation about that topic. Ted Lasso on Apple TV brings awesome content about leadership and humanity.   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

Dragan Stepanović is our guest, and he brings his heuristic: “Continuous code reviews enable higher team's throughput”. We dive into Dragan's research on how async code reviews affect the quality and throughput of teams that create and maintain software. He also shares how his research challenged some of his assumptions, and we finalise discussing his experiences bringing his research to management. Dragan recommends the following resources: The Principles of Product Development Flow from Donald G. Reinertsen The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win from Gene Kim, Kevin Behr and George Spafford The Goal from Eliyahu M. Goldratt Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation from Jez Humble and Dave Farley Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations from Nicole Forsgren, Jez Humble and Gene Kim Dragan (@d_stepanovic) is based in Berlin and currently works as a principal engineer at HelloFresh. Typically on the search for better ways of working, exploring ends of the spectrums, and helping teams and organisations try out counter-intuitive ideas that initially don't make a lot of sense but end up as completely opposite of that. It's been a long time since he fell in love with eXtreme Programming, Domain-Driven Design, and software as a craft (founder of Software Crafting Serbia community). In the last couple of years, he enjoys endless discussions connecting the Theory of Constraints, Systems Thinking, Lean and socio-technical topics.

La natura stessa del lavoro di uno sviluppatore comporta la necessità di un continuo miglioramento e una continua crescita personale. Oggi vi parlo dei miei piani per il 2021 e del percorso che ho iniziato, che sento di poter consigliare a chiunque voglia crescere come sviluppatore.I libri che ho citato: - Agile Technical Practice Distilled (https://amzn.to/3o9dadg)- Extreme Programming explained (https://amzn.to/3c7Kejh)- Test Driven Development: by example (https://amzn.to/398rAFY)- Refactoring: Improving the Design of Existing Code (https://amzn.to/3sO7kBt)- Growing Object-Oriented Software, Guided by Tests (https://amzn.to/2KFjnzT)- Working Effectively with Legacy Code (https://amzn.to/2Y35nD9)- Design Patterns: Elements of Reusable Object-Oriented Software (https://amzn.to/39alDZg)- Practical Guide to Structured Systems Design (https://amzn.to/3odL802)- Clean Code: A Handbook of Agile Software Craftsmanship (https://amzn.to/3iDZFkH)- The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win (https://amzn.to/3qOVVzD)______________________________________________________________________Per altri contenuti a tema programmazione e pratiche Agili, seguimi anche su Youtube: https://www.youtube.com/channel/UCow5aybmZhzR7HbPf8JmcmA .Il mio sito personale: https://www.dan-the-dev.it Il mio profilo LinkedIn: http://linkedin.com/in/daniele-scillia/ Il mio profilo Twitter: https://twitter.com/danielescillia (su Twitter potete commentare il podcast nel tweet dedicato all'episodio!)Il mio profilo GitHub: https://github.com/dan-the-dev/Per contattarmi: daniele.scillia@gmail.com (sono disponibile per collaborazioni, progetti, eventi, conferenze, corsi, coaching, mentoring).

Charles Flatt is joining the podcast today! He has been a software developer since 1994 and has helped over a dozen organizations succeed on over fifty projects, both small and large. Charles has an unusual breadth of business and personal experience from foodservice and retail to music, business management, hardware installation, and of course, software development.   In this episode, Charles talks about his learning as a developer and some of his successes, big lessons, and key takeaways from the course of his career. He shares actionable advice for developers, teams, and organizations on how to improve; his favorite resources and books for further learning;  the metrics that matter the most; and what he sees as being the key components of what makes a DevOps organization successful.   Topics of Discussion: [:38] Be sure to visit AzureDevOps.Show for past episodes and show notes. [1:00] About The Azure DevOps Podcast, Clear Measure, and Jeffrey’s offer to speak at virtual user groups. [1:24] Clear Measure is hiring! Be sure to check out the link in the show notes. [1:34] About today’s guest, Charles Flatt! [1:57] Jeffrey welcomes Charles to the podcast. [2:34] Charles shares his career journey before software development and how he began his career in software. [6:49] Charles speaks about where he has worked and what he has been working on in the last decade. [11:48] Charles shares some of the big lessons and key takeaways from the course of working on over fifty projects in software development. [18:21] Charles and Jeffrey discuss their favorite books on DevOps and give their recommendations on what you should be reading as a developer today. [20:50] A word from Azure DevOps Podcast’s sponsor: Clear Measure. [21:22] What Charles sees as needing to change within an organization in order to become more successful. [23:01] Charles gives some actionable advice on how to begin improving as a developer, as a team, and as an organization. [28:06] Charles and Jeffrey discuss the metrics that matter the most. [29:18] Jeffrey and Charles discuss the importance of continuous integration and what it really means to do continuous integration. [32:32] Charles recommends some go-to resources to check out after today’s podcast! [34:33] Jeffrey thanks Charles for joining the podcast!   Mentioned in this Episode: Azure DevOps Clear Measure (Sponsor) .NET DevOps for Azure: A Developer's Guide to DevOps Architecture the Right Way, by Jeffrey Palermo — Available on Amazon! bit.ly/dotnetdevopsebook — Click here to download the .NET DevOps for Azure ebook! Jeffrey Palermo’s Youtube Jeffrey Palermo’s Twitter — Follow to stay informed about future events! The Azure DevOps Podcast’s Twitter: @AzureDevOpsShow Charles Flatt’s LinkedIn Azure DevOps Podcast Ep. 33: “Rockford Lhotka on Software Architecture” Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations, by Nicole Forsgren PhD The Phoenix Project (A Novel About IT, DevOps, and Helping Your Business Win), by Gene Kim The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations, by Gene Kim, Patrick Debois, John Willis, and Jez Humble Continuous Integration: Improving Software Quality and Reducing Risk, by Paul M. Duvall, Steve Matyas, and Andrew Glover Good Habits, Bad Habits: The Science of Making Positive Changes That Stick, by Wendy Wood Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs, by John Doerr   Want to Learn More? Visit AzureDevOps.Show for show notes and additional episodes.

Today we look at using simplicity both in your code at work an in your life and why the two are intertwined. How to bring Occam’s Razor to work to help keep projects from getting out of hand. A better way to look at dead time and why its necessary to allow your mind to rest. Panel Caleb Wells Joel Schaubert Shawn Clabough Wai Liu Guest Guilherme Ferreira Sponsors Raygun | Click here to get started on your free 14-day trial Links OMNIA-Low-Code Business Application Development Platform Embracing Simplicity - Guilherme Ferreira Google Graveyard- Killed by Google Picks Caleb- Waking Up with Sam Harris Guilherme- The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win By Gene Kim Guilherme- Netflix Series: The Last Dance Joel- Adventure Fatbikes | Alaska | 9:ZERO:7 Bikes Wai- Garmin Forerunner® 245 Shawn- MV 7- Podcast Microphone

Today we look at using simplicity both in your code at work an in your life and why the two are intertwined. How to bring Occam’s Razor to work to help keep projects from getting out of hand. A better way to look at dead time and why its necessary to allow your mind to rest. Panel Caleb Wells Joel Schaubert Shawn Clabough Wai Liu Guest Guilherme Ferreira Sponsors Raygun | Click here to get started on your free 14-day trial Links OMNIA-Low-Code Business Application Development Platform Embracing Simplicity - Guilherme Ferreira Google Graveyard- Killed by Google Picks Caleb- Waking Up with Sam Harris Guilherme- The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win By Gene Kim Guilherme- Netflix Series: The Last Dance Joel- Adventure Fatbikes | Alaska | 9:ZERO:7 Bikes Wai- Garmin Forerunner® 245 Shawn- MV 7- Podcast Microphone

I denne episoden av #LØRN snakker Silvija med Senior Architect i Schibsted News Media, Jo Odland. Schibsted selger i hovedsak nyheter og journalistikk, i papirform og som nettavis. En av utfordringene i News Media er derfor at inntekter fra papiravisene forsvinner, og de digitale inntektene er foreløpig ikke store nok til å finansiere journalistikken fremover. Kan man lage fellessystemer på tvers av avisene for å dele kostnader til produktutvikling. Klarer avisene å beholde sin identitet? Jo har også vært ansvarlig for å utarbeide den første teknologistrategien i News Media, og dette vil være et av de sentrale temaene i samtalen.Dette lørner du:TeknologiStrategiInfrastrukturDigitaliseringAnbefalt litteratur:The Infinite Game by Simon SinekGive and Take: A Revolutionary Approach to Success by Adam M. Grant Sapiens: A Brief History of Humankind by Yuval Noah HarariThe Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by Gene Kim, Kevin Behr, George SpaffordThe Unicorn Project by Gene Kim See acast.com/privacy for privacy and opt-out information.

Tom Ayerst - Dealing with Legacy Architecture: Be strategically aligned and evolve it!Agility isn't always about being lovely and the Architecture start with isn't necessarily the one you end with. The organisation will get its needs met somehow so IT needs to learn to be good at delivery.Development, Architecture and Programme Manager and expert talks to us about alignment with product and strategy, delivering features whilst managing tech debt and revising the architecture.Ref:Working Effectively with Legacy Code by Michael FeatherThe Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win by Gene Kim, Kevin Behr#devops #agility #agilehttps://agilitybynature.com/contact-us/ Our GDPR privacy policy was updated on August 8, 2022. Visit acast.com/privacy for more information.

In this episode, we speak with two amazing Twilio SEs, Mark Shavers and Jay Parisi. We talk about what a world class AE / SE partnership looks like today. You'll also learn: What general tensions (double booking, agendaless meetings, & more) exist and how to resolve them. What opportunity tensions (demos, RFP/RFI, ownership) exist and how to resolve them. How to operate as a highly paid professional? Book recommendations: 1) Outliers: The Story of Success. 2) The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win.  Check out Twilio's job board for open roles https://www.twilio.com/company/jobs. If you have a topic you'd like to discuss or know someone great that should be on the show, please comment below or reach out at salesengineeringpodcast@gmail.com.

As mentioned in Episode 1 of The Idealcast, this is Dr. Mik Kersten’s talk from DevOps Enterprise Summit Las Vegas 2018 with exclusive commentary from Gene. , In his presentation, Mik dives into the Flow Framework featured in his work, Project to Product: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework.  Get Mik’s insights on building a foundation for innovation in the software field. Follow along as he breaks down the lessons learned as a leader in tech working with brands like Microsoft and BMW. Find out what they got right and what he says anyone looking to innovate in tech should start doing immediately. This is a perfect followup to Episode 1.  Episode Timeline: [00:03] Intro  [00:52] Meet Mik Kersten  [02:35] The Flow Framework  [03:24] Working at Xerox PARC  [05:29] Epiphany #1: Software architecture and the value stream [06:15] Epiphany #2: How Nokia lost the market it created [08:57] Epiphany #3: Software innovation and tools for transformation [12:33] Carlota Perez and tech revolutions [14:39] BMW, Lean principles  [18:30] Optimizing business value flow in IT [22:24] How Microsoft excelled where Nokia couldn't [25:10] Flow efficiency and moving towards a connected value network [27:42] How they're applying flow framework at Tasktop [29:49] Business advice for developers [31:22] Finding Dr. Mik Kersten  [32:02] Outro    ABOUT THE GUESTS Dr. Mik Kersten started his career as a Research Scientist at Xerox PARC where he created the first aspect-oriented development environment. He then pioneered the integration of development tools with Agile and DevOps as part of his Computer Science PhD at the University of British Columbia. Founding Tasktop out of that research, Mik has written over one million lines of open-source code that is still in use today, and he has brought seven successful open-source and commercial products to market.   Mik’s experiences working with some of the largest digital transformations in the world has led him to identify the critical disconnect between business leaders and technologists. Since that time, Mik has been working on creating new tools and a new framework for connecting software value stream networks and enabling the shift from project to product.   Mik is the author of the book Project to Product: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework. Mik lives with his family in Vancouver, Canada, and travels globally, sharing his vision for transforming how software is built.     Visit Mik’s Website   YOU’LL LEARN ABOUT Ways to optimize business value flow for IT How fragmented value streams kill productivity. The role proxy metrics and silos play in derailing software transformations. Why project management and cost centered is the wrong model for transforming a business. RESOURCES Slides to Mik Kersten’s Project to Product: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework The Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of Data by Gene Kim Zone to Win: Organizing to Compete in an Age of Disruption by Geoffrey A. Moore Project to Product: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework by Mik Kersten The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by Gene Kim, Kevin Behr, and George Spafford Technological Revolutions and Financial Capital by Carlota Perez “Project To Product: Beyond the Turning Point,” presentation by Mik Kersten at DevOps Enterprise Summit Las Vegas, 2019 “How Value Stream Networks Will Transform IT and Business,” presentation by Mik Kersten at DevOps Enterprise Summit London, 2018 “How Value Stream Networks Will Transform IT and Business,” presentation by Mik Kersten at DevOps Enterprise Summit Las Vegas, 2018 Bill Gates: Trustworthy Computing, Wired

This episode dives into the Five Ideals, key principles for success in a digital age, as they are introduced with two eminent experts that Gene admires greatly. For years, Dr. Mik Kersten’s work on dev productivity and digital disruption informed many of the core concepts found in The Unicorn Project. Peter Moore is a business strategy and technology advisor who specializes in helping companies compete in the age of digital disruption. Newly acquainted within the last year, Peter has already shared so much with Gene and Mik about how we can best use technology to win in the marketplace, from the business leadership perspective which is something every technology leader needs to know and embrace.   ABOUT THE GUESTS Dr. Mik Kersten started his career as a Research Scientist at Xerox PARC where he created the first aspect-oriented development environment. He then pioneered the integration of development tools with Agile and DevOps as part of his Computer Science PhD at the University of British Columbia. Founding Tasktop out of that research, Mik has written over one million lines of open-source code that is still in use today, and he has brought seven successful open-source and commercial products to market. Mik’s experiences working with some of the largest digital transformations in the world has led him to identify the critical disconnect between business leaders and technologists. Since that time, Mik has been working on creating new tools and a new framework for connecting software value stream networks and enabling the shift from project to product. Mik is the author of the book Project to Product: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework. Mik lives with his family in Vancouver, Canada, and travels globally, sharing his vision for transforming how software is built.   Visit Mik’s Website Peter D. Moore is a business and digital technology strategy advisor specializing in helping companies manage for exponential revenue, margin and net income growth. Over the past 15 years, Mr. Moore has worked with CEO’s, COO’s and other C-Suite executives from Citigroup, Charles Schwab, Johnson & Johnson, Mead Westvaco, Microsoft, Tommy Hilfiger, SAP, SAS Institute and U.S. Trust.  Over the past five years he has collaborated with his brother Geoffrey Moore to develop new models and tools to enable companies to effectively compete in the new age of digital disruption. He has introduced a new 4 Zone Model to help C-Suite executives and their senior leadership teams maximize the business value of digital technology within their organizations. Client engagements include Amgen, Box, Clorox, FedEx,  ICANN, Intuit, Molina Healthcare, SpaceX, Splunk, UBER and VMware.  Visit Peter’s Website YOU’LL LEARN ABOUT How DevOps and digital disruption will bring in the Age of Software and Data. A way to organize your technology portfolio and free its future from the pull of the past The about First Ideal, the “lunch factor, and what is required to unleash developer productivity About the Second Ideal, flow, and the conditions that allow developers to be orders of magnitude more productive than the competition About the Fifth Ideal, core vs. context, and ensuring that context doesn’t starve core  About Sarah Moulton, the SVP of Retail Operations, who we must either work with, or compete with RESOURCES The Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of Data by Gene Kim Zone to Win: Organizing to Compete in an Age of Disruption by Geoffrey A. Moore Project to Product: How to Survive and Thrive in the Age of Digital Disruption with the Flow Framework by Mik Kersten The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by Gene Kim, Kevin Behr, and George Spafford Technological Revolutions and Financial Capital by Carlota Perez “Project To Product: Beyond the Turning Point,” presentation by Mik Kersten at DevOps Enterprise Summit Las Vegas, 2019 “How Value Stream Networks Will Transform IT and Business,” presentation by Mik Kersten at DevOps Enterprise Summit London, 2018

In this episode, we're discussing the main differences between mobile and web development, the unique challenges of developing mobile apps, the main ideas behind Mobile DevOps, and the tools, processes, and technologies that can help teams adopt this new culture. Today's guest: Vladimir Ivanov, Solutions Architect at EPAM Systems from Saint Petersburg, Russia Hosts: Anna Bátki and Nóra Bézi from Bitrise Follow Vladimir on Twitter: https://twitter.com/vvsevolodovich?lang=en References: The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by Gene Kim, Kevin Behr, and George Spafford Waltzing With Bears: Managing Risk on Software Projects by Tom Demarco Liquid Software: How to Achieve Trusted Continuous Updates in the DevOps World by Fred Simon, Yoav Landman, and Baruch Sadogursky Site Reliability Engineering: How Google Runs Production Systems by Niall Richard Murphy, Betsy Beyer, Chris Jones, and Jennifer Petoff Mobile People Talks podcast (in Russian): https://soundcloud.com/mobilepeopletalks Follow us on Twitter: https://twitter.com/bitrise

Today’s guest is Emily Freeman who leads the modern operations team in cloud advocacy at Microsoft. She’s also the author of the recently released book, DevOps for Dummies, which guides readers through the ins and outs of DevOps. On top of this, Emily is a very talented speaker and speaks all over at many conferences and advises many cutting-edge startups and some of the largest companies in the world on DevOps, engineering leadership, and developer engagement. She is known for her creative approach to identifying and solving the human challenges of software engineering   In this episode, Emily and Jeffrey are talking about modern DevOps. Emily discusses her new book, DevOps for Dummies; the differences and similarities between the cloud advocacy area in Microsoft vs. other tech sectors when thinking about putting together a DevOps environment; where DevOps is now; changes in the industry; what makes ‘operations’ modern; and her concerns and hopes for the future of the industry.   Topics of Discussion: [:39] Be sure to visit AzureDevOps.Show for past episodes and show notes. [:56] About today’s guest, Emily Freeman! [1:32] Jeffrey welcomes Emily on to the podcast. [1:48] Emily talks about her new book, DevOps for Dummies, and what people can expect from it when they pick it up! [2:27] Emily shares her journey into tech and how she ended up at Microsoft. [4:24] Emily speaks about her strategy when writing DevOps for Dummies to target the newcomer to DevOps. [7:42] Why the second version/rewrite of a system always fails and why you don’t usually need to start completely from scratch. [9:25] Emily talks about her new book and the possibility of writing new books in the future. [10:27] Emily speaks about the differences and similarities between the cloud advocacy area in Microsoft vs. other tech sectors when thinking about putting together a DevOps environment. [12:06] In one of Emily’s talks, she speaks about firefighting, AKA putting out code fires. What does this mean? And how can we use this ‘firefighter’ approach to our benefit? [16:26] A quick word from Azure DevOps Podcast’s sponsor: Clear Measure. [16:52] Jeffrey gives some quick announcements. [17:30] Jeffrey and Emily continue the firefighter discussion! [19:04] Where is DevOps now? Can it be defined by one definition? [23:44] Over the last 6 or 7 years there are twice as many programmers in the industry — so what does this mean for the current industry? [27:53] What other practices beyond continuous integration do people just tend to automatically reach for when they say they’re doing DevOps? [32:50] Emily shares her concerns and hopes for the industry. [36:00] Emily explains what makes ‘operations’ modern. [38:00] Emily recommends some resources to dig into more on the topics discussed today.   Mentioned in this Episode: Azure DevOps Clear Measure (Sponsor) .NET DevOps for Azure: A Developer's Guide to DevOps Architecture the Right Way, by Jeffrey Palermo — Available on Amazon! bit.ly/dotnetdevopsebook — Click here to download the .NET DevOps for Azure ebook! bit.ly/dotnetdevopsbookforcommunity — Visit to get your hands on two free books to give away at conferences or events! Jeffrey Palermo’s Youtube Jeffrey Palermo’s Twitter — Follow to stay informed about future events! Jeffrey@Clear-Measure.com — Email Jeffrey for a free 30-point DevOps inspection (regularly priced at $5000!) — Spaces are limited! EmilyFreeman.io Emily’s Twitter: @EditingEmily DevOps for Dummies, by Emily Freeman John Allspaw Fred Brooks The Agile Manifesto Octopus Deploy Redgate SQL Change Automation The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win, by Gene Kim, Kevin Behr, and George Spafford GitHub Actions Stack Overflow Continuous Integration: Improving Software Quality and Reducing Risk, by Paul M. Duvall, Steve Matyas, and Andrew Glover Niall Murphy Site Reliability Engineering: How Google Runs Production Systems, by Niall Richard Murphy, Betsy Beyer, Chris Jones, and Jennifer Petoff   Want to Learn More? Visit AzureDevOps.Show for show notes and additional episodes.

In this episode of Adventures in DevOps the pane interviews Adam Nowak. Adam is a part of the DevOps team at Netguru. He joins the panel today to share his DevOps transformation story. Adam starts by explaining the title he chose for today’s episode. He also shares his definition of DevOps. Adam explains the age-old story of a misunderstood DevOps team that was overworked and underappreciated. The organization grew but the DevOps team didn’t scale with it, leaving them with piles of tickets and everyone else wondering what was taking so long. The panel commiserates with Adam and shares some of their own similar stories.  Reaching out to others to help solve the problem, Adam found that many DevOps teams had and are experiencing the same problem. He found help from others in the DevOps space and recommended books. His team started by making their work more visible. To do this they streamlined their communication and published documentation.  Next, they made more focused goals. Instead of trying to do everything and never meeting their goals they chose a couple things to work on and focused on that. Another change they made was to diversify their meetings, projects, and initiatives; they brought in people from all the teams to collaborate, making the projects even better.  The panel discusses the importance of empathy in the workplace and in life. Most people are trying their best and probably have a reason for doing the things that they are doing. Instead of treating others as if they are incompetent, talk them and discuss the reasons behind their actions and decisions.  Panelists Nell Shamrell-Harrington Charles Max Wood Guest Adam Nowak Sponsors CacheFly Links How we killed DevOps by creating a dedicated DevOps team | Adam Nowak The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win  Making Work Visible: Exposing Time Theft to Optimize Work & Flow  The Goal: A Process of Ongoing Improvement   The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations  Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs  Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations  Switch: How to Change Things When Change Is Hard  https://www.facebook.com/Adventures-in-DevOps-345350773046268/ Picks Charles Max Wood: Holiday Inn  White Christmas  The MaxCoders Guide To Finding Your Dream Developer Job  Nell Shamrell-Harrington: The Mandalorian Rust in Motion  Adam Nowak: Why We Sleep: Unlocking the Power of Sleep and Dreams Jabra Elite 85h Wireless Noise-Canceling Headphones

In this episode of Adventures in DevOps the pane interviews Adam Nowak. Adam is a part of the DevOps team at Netguru. He joins the panel today to share his DevOps transformation story. Adam starts by explaining the title he chose for today’s episode. He also shares his definition of DevOps. Adam explains the age-old story of a misunderstood DevOps team that was overworked and underappreciated. The organization grew but the DevOps team didn’t scale with it, leaving them with piles of tickets and everyone else wondering what was taking so long. The panel commiserates with Adam and shares some of their own similar stories.  Reaching out to others to help solve the problem, Adam found that many DevOps teams had and are experiencing the same problem. He found help from others in the DevOps space and recommended books. His team started by making their work more visible. To do this they streamlined their communication and published documentation.  Next, they made more focused goals. Instead of trying to do everything and never meeting their goals they chose a couple things to work on and focused on that. Another change they made was to diversify their meetings, projects, and initiatives; they brought in people from all the teams to collaborate, making the projects even better.  The panel discusses the importance of empathy in the workplace and in life. Most people are trying their best and probably have a reason for doing the things that they are doing. Instead of treating others as if they are incompetent, talk them and discuss the reasons behind their actions and decisions.  Panelists Nell Shamrell-Harrington Charles Max Wood Guest Adam Nowak Sponsors CacheFly Links How we killed DevOps by creating a dedicated DevOps team | Adam Nowak The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win  Making Work Visible: Exposing Time Theft to Optimize Work & Flow  The Goal: A Process of Ongoing Improvement   The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations  Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs  Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations  Switch: How to Change Things When Change Is Hard  https://www.facebook.com/Adventures-in-DevOps-345350773046268/ Picks Charles Max Wood: Holiday Inn  White Christmas  The MaxCoders Guide To Finding Your Dream Developer Job  Nell Shamrell-Harrington: The Mandalorian Rust in Motion  Adam Nowak: Why We Sleep: Unlocking the Power of Sleep and Dreams Jabra Elite 85h Wireless Noise-Canceling Headphones

Adrian Moisey, former VP of Engineering at SweepSouth, and now Salesloft engineer, is a huge advocate for attending tech meetups. As one of the organisers of Cape Town’s DevOpsDays, he’s learned that the way a conference is set up affects the value people get out of it. Using his experience organising DevOpsDays conferences, he shares how he thinks about creating 10x value. He talks about speaker-sponsor-attendee value through mingling, putting together a curated line-up of speakers, and leveraging the ‘open spaces’ model to create engaged conversation amongst attendees.Read the blog post here!-----------If you are keen to learn more about DevOps, two books that Adrian recommends are:“The DevOps Handbook: The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations”, by Gene Kim. A book about DevOps (as the title suggests!), but with examples of specific, technical DevOps practices and stories in action.“The Phoenix Project: The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win 5th Anniversary Edition”, by Gene Kim, Kevin Behr, and George Spafford. This is great for people who are in upper management, and who might see what's happening on the ground but aren’t necessarily that involved with the technical side of DevOps.

In this episode, AC and CJ sit down with the CEO of CircleCI, Rob Zuber, to talk about the latest feature they’ve added to their service: support for Windows!Guest Rob Zuber - CTO, CircleCI CircleCI Rob on Twitter Rob on LinkedIn News CircleCI Introducing Windows support on CircleCI Why CircleCI is a Leader in The Forrester Wave™: Cloud-Native Continuous Integration Tools, Q3 2019: speed, scale, security, and compliance DevSecOps and CircleCI orbs: secure your CI/CD pipeline Picks AC’s Picks The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win 5th Anniversary Edition CJ’s Pick All I want to do is chill and play ‘Flight Simulator’ Rob’s Pick Rick Beato

Live from DevOpsDays Portland, I speak with Gene Kim, Author of "The Phoenix Project" and the upcoming book "The Unicorn Project."  When I started this podcast, one of my goals was to talk to Gene about his own experiences in IT, thankfully this trip to DevOpsDays in PDX helped that happen.  Cameos by Jennifer Davis, Matty Stratton, Jason Yee and Terri Haber! Gene Kim is a multiple award-winning CTO, researcher and author, and has been studying high-performing technology organizations since 1999. He was founder and CTO of Tripwire for 13 years. He has written five books, including “The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win”, “The DevOps Handbook”, “Accelerate” and the upcoming “The Unicorn Project”. Since 2014, he has been the organizer of the DevOps Enterprise Summit, studying the technology transformations of large, complex organizations. https://twitter.com/RealGeneKim Transcript - https://aka.ms/AA6107c The Unicorn Project - https://itrevolution.com/book/the-unicorn-project/ DevOps Enterprise Summit Las Vegas - https://events.itrevolution.com/us/

Robby speaks with Matt Weagle, Engineering Manager at Lyft. Matt discusses how his engineering teams have handled technical debt in small iterations vs. a major rewrite, why a whiteboard is the best tool for architectural challenges, and the most common mistakes he sees when engineers approach legacy code bases. Helpful Links: Follow Matt on Twitter Matt on LinkedIn Some Thoughts on Security After 10 Years of Gmail A Taxonomy of Yak Shaving [Book] The Manager's Path by Camille Fournier [Book] Release It!: Design and Deploy Production-Ready Software by Michael T. Nygard [Book] The Phoenix Project, A Novel about IT, DevOps, and Helping Your Business Win by Gene Kim , Kevin Behr [Book] The Inmates Are Running the Asylum: Why High Tech Products Drive Us Crazy and How to Restore the Sanity by Alan Cooper [Book] Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations by Nicole Forsgren Subscribe to Maintainable on: Apple Podcasts Overcast Or search "Maintainable" wherever you stream your podcasts. Loving Maintainable? Leave a rating and review on Apple Podcasts to help grow our reach. Brought to you by the team at Planet Argon.

Today’s episode is all about recognizing middle-of-the-day deployments; how teams such as Netflix, Facebook, and even the Azure DevOps Product Team are doing them; and taking a look at how other teams can achieve that for themselves!   Jeffrey Palermo’s guest today is Eric Fleming, a Software Architect at Clear Measure. Eric leads an intense team, developing and operating a mission-critical software system in the financial sector. He lives in Alpharetta, Georgia, and is a host of the Function Junction Youtube Channel, which is all about Azure functions. He’s also written articles for MSDN Magazine and CODE Magazine.   In this episode, Eric takes Jeffrey through his journey of inheriting a monolithic software system and the major transformations he had to execute to get it where it is today; deploying in the middle of the day! He explains the key steps he took in breaking up the monolith, the development process, who was involved, what the structure and DevOps environments looked like, and all of the details you need to know if you’re finding yourself in a similar situation!   Topics of Discussion: [:52] How to get your hands on Jeffrey’s book, .NET DevOps for Azure. [2:04] About today’s episode and featured guest. [3:00] Jeffrey welcomes Eric to the podcast! [3:06] Eric begins the story of how he inherited a software system and the journey it took getting it to deploy in the middle of the day. [9:58] Fast forward to today, what does this software system look like now? [11:50] What does Eric attribute to his ability to handle a high-throughput in only four app servers? [15:52] Eric’s process for deploying the 50-sum processes that need to be deployed. [17:32] A word from Azure DevOps sponsor: Clear Measure. [17:59] Eric speaks about their Git Repositories. [19:25] Eric explains what the structure and DevOps environments of one of his applications looks like (that is a Windows service with its own Git Repository). [21:45] Who is involved whenever part of the system is being deployed? [25:37] Has there been development process differences during their monthly deployments/monolith time? [26:22] Now that they are shipping every day/whenever they need to, what has become of their sprints? And how do they get some features done in just a day and ready to deploy within days? What does this look like and how do they implement this pattern? [31:50] Do sprints even exist in this new world? [33:31] The major transformations that Eric had to execute to get to where he is today with the software system, and some of the first steps he took to breaking up the monolith. [36:27] Would Eric have been able to start breaking the monolith apart if he didn’t have automated tests? [38:47] Resources Eric recommends to listeners in a similar situation to where he was!   Mentioned in this Episode: Azure DevOps Clear Measure (Sponsor) — Reach out to Jeffrey @JeffreyPalermo on Twitter if you have a user group or conference and would like some free copies of .NET DevOps for Azure! .NET DevOps for Azure, by Jeffrey Palermo bit.ly/dotnetdevopsproject — Visit for an example of .Net DevOps for Azure Function Junction Youtube Channel MSDN Magazine CODE MagazineEric Flemming’s Twitter: @EFleming18 NServiceBus Particular SoftwareTeamCity Octopus Deploy Sumo Logic New Relic Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations, by Nicole Forsgren PhD, Jez Humble, and Gene Kim The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations, by Gene Kim, Patrick Debois, John Willis, and Jez Humble The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win, by Gene Kim, Kevin Behr, and George Spafford   Want to Learn More? Visit AzureDevOps.Show for show notes and additional episodes.

Sponsors Triplebyte offers a $1000 signing bonus Sentry use the code “devchat” for $100 credit CacheFly Panel AJ O’Neal Charles Max Wood Joined by Special Guest: Anatoliy Zaslavskiy Summary Anatoliy Zaslavskiy introduces pickle.js and answers the panels questions about using it. The panel discusses the automated testing culture and employee retention. The panel discusses job satisfaction and why there is so much turn over in development jobs. Charles Max Wood reveals some of the reasons that he left past development jobs and the panel considers how the impact of work environments and projects effect developers. Ways to choose the right job for you and how to better a work situation is discussed. Anatoliy finishes by advocating for junior developers and explaining the value they bring to a company. Links https://github.com/storybooks/storybook https://www.picklejs.com/docs/getting-started https://opencv.org/ https://itunes.apple.com/us/app/snapcrap/id1436238261 https://tolicodes.com/ https://www.facebook.com/tolicodes https://www.facebook.com/javascriptjabber https://twitter.com/JSJabber Picks AJ O’Neal The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win by Gene Kim How to Diagnose and Fix Everything Electronic, Second Edition by Michael Jay Geier   Charles Max Wood https://andyfrisella.com/blogs/mfceo-project-podcast https://www.garyvaynerchuk.com/the-askgaryvee-show-podcast/ The 1-Page Marketing Plan: Get New Customers, Make More Money, And Stand out From The Crowd by Allan Dib Skyward by Brandon Sanderson Anatoliy Zaslavskiy Acro yoga http://www.cuddleparty.com/  

Sponsors Triplebyte offers a $1000 signing bonus Sentry use the code “devchat” for $100 credit CacheFly Panel AJ O’Neal Charles Max Wood Joined by Special Guest: Anatoliy Zaslavskiy Summary Anatoliy Zaslavskiy introduces pickle.js and answers the panels questions about using it. The panel discusses the automated testing culture and employee retention. The panel discusses job satisfaction and why there is so much turn over in development jobs. Charles Max Wood reveals some of the reasons that he left past development jobs and the panel considers how the impact of work environments and projects effect developers. Ways to choose the right job for you and how to better a work situation is discussed. Anatoliy finishes by advocating for junior developers and explaining the value they bring to a company. Links https://github.com/storybooks/storybook https://www.picklejs.com/docs/getting-started https://opencv.org/ https://itunes.apple.com/us/app/snapcrap/id1436238261 https://tolicodes.com/ https://www.facebook.com/tolicodes https://www.facebook.com/javascriptjabber https://twitter.com/JSJabber Picks AJ O’Neal The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win by Gene Kim How to Diagnose and Fix Everything Electronic, Second Edition by Michael Jay Geier   Charles Max Wood https://andyfrisella.com/blogs/mfceo-project-podcast https://www.garyvaynerchuk.com/the-askgaryvee-show-podcast/ The 1-Page Marketing Plan: Get New Customers, Make More Money, And Stand out From The Crowd by Allan Dib Skyward by Brandon Sanderson Anatoliy Zaslavskiy Acro yoga http://www.cuddleparty.com/  

Sponsors Triplebyte offers a $1000 signing bonus Sentry use the code “devchat” for $100 credit CacheFly Panel AJ O’Neal Charles Max Wood Joined by Special Guest: Anatoliy Zaslavskiy Summary Anatoliy Zaslavskiy introduces pickle.js and answers the panels questions about using it. The panel discusses the automated testing culture and employee retention. The panel discusses job satisfaction and why there is so much turn over in development jobs. Charles Max Wood reveals some of the reasons that he left past development jobs and the panel considers how the impact of work environments and projects effect developers. Ways to choose the right job for you and how to better a work situation is discussed. Anatoliy finishes by advocating for junior developers and explaining the value they bring to a company. Links https://github.com/storybooks/storybook https://www.picklejs.com/docs/getting-started https://opencv.org/ https://itunes.apple.com/us/app/snapcrap/id1436238261 https://tolicodes.com/ https://www.facebook.com/tolicodes https://www.facebook.com/javascriptjabber https://twitter.com/JSJabber Picks AJ O’Neal The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win by Gene Kim How to Diagnose and Fix Everything Electronic, Second Edition by Michael Jay Geier   Charles Max Wood https://andyfrisella.com/blogs/mfceo-project-podcast https://www.garyvaynerchuk.com/the-askgaryvee-show-podcast/ The 1-Page Marketing Plan: Get New Customers, Make More Money, And Stand out From The Crowd by Allan Dib Skyward by Brandon Sanderson Anatoliy Zaslavskiy Acro yoga http://www.cuddleparty.com/  

Today on the Agile Coaches’ Corner, your host, Dan Neumann invites on Sean Davis to explore the DevOps movement. Sean is one of Dan’s colleagues at AgileThought and is a DevOps expert and frequent conference speaker. He has been a Business Transformation Consultant at AgileThought for nearly two years now and previously was a Technical Advisor at InterContinental Hotel Groups.   In this episode, Dan and Sean explore the background and history behind DevOps, where they believe it is headed in the future, the enablers that help teams be most effective with DevOps, important mindsets to bring to DevOps, as well as both the challenges and benefits of DevOps not having a defined manifesto or framework.   Key Takeaways Challenges Sean sees the most without a manifesto in terms of defining good DevOps: It is harder to get education around it Lack of standardization Lots of interpretations of what DevOps is The benefits of DevOps not having a defined manifesto or framework: Freedom to create different frameworks around what works best for a customer or organization so it’s much more adaptive A supported culture of collaboration Able to adapt and grow more easily over the years Continuous learning Important mindsets to bring into DevOps: Focus on connecting the dots of Dev and Ops Work together as a team and articulate that to the business Get every stakeholder of the business involved Don’t do things in a vacuum Learn from every experience, good or bad Effectively debrief so you’re continuously improving and learning A strong culture with expectations Where Sean sees DevOps headed and where he thinks it should head: A possible name change as the name itself is limiting Not to think of DevOps in such a narrow way and instead, think of how to radiate it throughout the entire organization Be more careful about building silos in communities Move towards a model similar to ADAPT (which ties together Transformation, Agile, DevOps, and Product all into one executable transformation) DevSecOps and a greater culture of collaboration   Mentioned in this Episode: Sean Davis (LinkedIn) Agile Manifesto Patrick Debois (AKA the Godfather of DevOps) John Willis’ framework, CAMS DevOps Institute ITSM Academy Gene Kim’s ‘Three Ways’ Scrum DevSecOps Azure Terraform Xebialabs VSTS (Azure DevOps) Derek Wade Tom Gilmore, creator of ADAPT   Sean Davis’ Book Picks The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win, by Gene Kim, Kevin Behr, and George Spafford Reinventing Organizations, by Frederic Laloux   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

Corporate communication has consumed us all. While there are different ways to easily communicate, new platforms have been wasting people’s time and taking away our brain cells. In today’s episode, Jeff Robertson, CTO of 9thWonder Agency will share his thoughts on why we need to unsubscribe to newsletters and how you can be efficient in managing your emails. Tune in to find out how you can have a more productive day.   “Do more with your time in your inbox.” -Jeff Robertson Subscribe to the podcast on: Apple Podcast Stitcher Castbox PodBean TuneIn Radio Timestamps: 2:16 - What is broken in the communication system today 11:00 - Why people stopped sending emails 13:05 - How successful people manage their messages to stay productive 16:53 - Tips to reduce your emails 23:42 - Bad practices in email handling and their negative effects 38:00 - What you need to do to solve problems faster 39:00 - Don’t email your boss 42:00 - The percentage utilization of resource formula   Resources: Agility CMS Inbox Zero ReWork: Change the Way You Work Forever The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win   Connect with Jeff: LinkedIn   Connect with Jon: Facebook LinkedIn

What’s your retirement dream? Does it involve bathing on the beach in a big bowl of bright red gelatin? If you answered yes, you have something in common with Manuel Palachuk, managed services expert extraordinaire and Matt and Rich’s guest co-host this week. Listen in as the three of them discuss Kaseya’s blockbuster acquisition of RapidFire Tools, a new IoT solution from Ingram Micro, new SMB storage arrays from Dell EMC, a free forthcoming data retrieval service from Buffalo Americas, Manuel’s “agile service delivery” methodology for MSPs, and more. The “more” part includes soaking in Jello on the beach, by the way. We’d say it made sense at the time, but frankly we’re less than sure it did. Subscribe to ChannelPro Weekly!    Look for us in your favorite podcast app. If you don't see us (yet) then you can subscribe via RSS in almost any podcast app using this link: http://www.channelpronetwork.com/rss/cpw Show Information: Episode #: 091Title: Sitting in a Bowl of JelloDuration: 1:57:01File size: 53.7MBRegulars: Rich Freeman - Executive Editor, Matt Whitlock - Technology EditorSpecial Guest: Manuel Palachuk Topics and Related Links Mentioned: Kaseya Buys RapidFire Tools, Introduces Compliance Management Solution  Ingram Micro Partners with Sprint and myDevices on Internet of Things Solution  Dell EMC Unveils Entry-Level Storage Line for SMBs  Buffalo Americas Readies Free Data Recovery Service  GMS Live Expert and Inbay Join Forces on NOC and Help Desk Service Delivery  Agile Service Delivery: Taking a Page from DevOps  The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win Manuel Palachuk's Getting Agile Workshop The 20 Goes to War Matt's Museum Pick: Ultra U12-40715 KVM Matt's Tech Pick: Belkin Secure Flip 2-Port Rich's ICYMI preview and peek ahead at the news week to come

I recently read a book called “The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win”. All in all, it is very inspiring book. So I would highly recommend you give it a read. https://www.amazon.com/Phoenix-Project-DevOps-Helping-Business/dp/1942788290/ 5 minutes of React - podcast about React hot topics and JavaScript ecosystem. https://5minreact.audio

Paul and Keith Hoodlet discuss The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win! Full Show Notes: https://wiki.securityweekly.com/ES_Episode85 Visit http://securityweekly.com/esw for all the latest episodes!

Paul and Keith Hoodlet discuss The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win! Full Show Notes: https://wiki.securityweekly.com/ES_Episode85 Visit http://securityweekly.com/esw for all the latest episodes!

Former musical theatre actress and Hackbright Academy graduate, Chloe Condon is now a Developer Evangelist at Sentry. Pre-Hackbright, she spent her nights and weekends performing in the Bay Area as a singer/actress and worked in tech by day. To support her theatre career, she started to learn to code on her own through online resources. Perhaps the only engineer you’ll meet who has been in “Hairspray”, “Xanadu”, and “Jerry Springer: the Opera”- she is passionate about bringing people with non-traditional backgrounds into the world of tech. If you’re trying to place her face, yes- she’s the young woman giving the awkward thumbs up in the “What It’s Like to be a Woman at a Tech Conference” article (which she also wrote). Chloe is also the organizer of TechLadyPicnic (a SF women in tech meet-up group), as well as the hostess/organizer of Sentry Scouts (a camp-themed monthly tech meet-up… yes there are patches for each meet-up). A quick Google search of her will provide you with getting started with Docker videos, observability articles, theatre reviews, tech blogs, and videos of her singing- enjoy! EXTRAS: Hackbright Academy (https://hackbrightacademy.com/) Better Than Before: What I Learned About Making and Breaking Habits–to Sleep More, Quit Sugar, Procrastinate Less, and Generally Build a Happier Life by Gretchen Rubin (http://amzn.to/2DLeHPn) The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win by Gene Kim (http://amzn.to/2HSFJqq) https://breakingintostartups.com/ (https://breakingintostartups.com/) Fear: Essential Wisdom for Getting Through the Storm by Thich Nhat Hanh (http://amzn.to/2ucgKMZ) CONTACT: https://twitter.com/ChloeCondon (https://twitter.com/ChloeCondon) https://www.linkedin.com/in/chloecondon/ (https://www.linkedin.com/in/chloecondon/) https://medium.com/@chloecondon (https://medium.com/@chloecondon) https://blog.sentry.io/2018/01/10/sentry-scouts-meetup (https://blog.sentry.io/2018/01/10/sentry-scouts-meetup) BONUS: Click on this link and Help support this podcast becuase I love puppies : ) https://www.patreon.com/advanceyourart (https://www.patreon.com/advanceyourart) This podcast is brought to you by Audible. I have used Audible for years, and I love audiobooks. Click on the link to get a 30-day free trial, complete with a credit for a free audiobook download Audible.com (http://www.audibletrial.com/Yuri) QUESTION(S) OF THE DAY: What was your favorite quote or lesson from this episode? Please let me know in the comments.

This week, Paul and Keith talk about "The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win!" Full Show Notes: https://wiki.securityweekly.com/ASW_Episode08 Visit our website: http://securityweekly.com Follow us on Twitter: https://www.twitter.comsecurityweekly

This week, Paul and Keith talk about "The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win!" Full Show Notes: https://wiki.securityweekly.com/ASW_Episode08 Visit our website: http://securityweekly.com Follow us on Twitter: https://www.twitter.comsecurityweekly

Juan Pablo Buritica, VP of Engineering at splice.com, talks about building and managing a distributed team and the benefits of running developer communities. Juan Pablo Buritica is the VP of Engineering at splice.com where he leads a distributed engineering team throughout the US and Latin America that is building the creative hub for the modern musician. Juan Pablo has built effective software engineering organizations by emphasizing Open Source software values, technical excellence, trust, and empathy. He has organized more than 10 software engineering conferences in the US & Latin-America, founded multiple JavaScript meetups, and led the growth of Colombia’s JavaScript community, the largest Spanish-speaking JS community in the world with more than 7,000 members. Contact Information: https://buriti.ca https://splice.com Github Twitter @buritica Show Notes: Slack Clubhouse Project Management When your manager isn't supporting you, build a Voltron NEW(-ISH) ENG-MANAGERS SLACK The Manager's Path: A Guide for Tech Leaders Navigating Growth and Change The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win  

The single most asked question is "What do I need to do to be a professional social engineer?" This month is devoted to talking to our team.  Folks who had almost no SE experience before working with SECOM and now lead the market in all things SE. Enjoy our new format while we talk about these topics: Why is vishing so hard? How can you become a master phisherman? Pro-tips on SE Red Teaming? The team's favorite books? What Laurie would sound like if she was a 12 year boy? Why does Kaz not understand Twitter? So much more....   Book List: Dan: The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win by Gene Kim and Kevin Behr Bryan: CS Lewis - Chronicles of Narnia Lee: Cryptonomicon Mass Market Paperback – by Neal Stephenson Laurie: Of Sudden Origin - C Chase Hardwood Amanda: Quiet: The Power of Introverts in a World That Can't Stop Talking - Susan Cain Colin: Something Missing - Matthew Dicks Amaya: At The Crossing Places -Kevin Crossley-Holland Kaz: Any book on Twitter Mike: Phishing Dark Waters - Hadnagy/Fincher Michele: Fight Club - Chuck Palahniuk Chris: Presence -Amy Cuddy  

02:36 - Software Development and Reality Construction by Christiane Floyd Hermeneutics 05:42 - Peter Naur: Programming as Theory Building   07:55 - The Art of Empathy: A Complete Guide to Life's Most Essential Skill by Karla McLaren 13:14 - Programming Elixir: Functional |> Concurrent |> Pragmatic |> Fun by Dave Thomas 14:32 - ng-book 2 16:09 - Paper Reading Group Adrian Colyer's Blog We hear you like papers by Ines Sombra (Slides) 19:58 - Mindset: The New Psychology of Success by Carol Dweck 20:29 - Cracking the Coding Interview, 6th Edition: 189 Programming Questions and Solutions by Gayle Laakmann McDowell 22:01 - Ruby Rogues Book Club Books Episodes Ruby Rogues Episode #23: Book Club: Smalltalk Best Practice Patterns with Kent Beck Ruby Rogues Episode #87: Practical Object-Oriented Design in Ruby with Sandi Metz Ruby Rogues Episode #68: Book Club: Growing Object Oriented Software Guided by Tests with Steve Freeman and Nat Pryce Ruby Rogues Episode #97: Patterns of Enterprise Application Architecture with Martin Fowler Ruby Rogues Episode #178: Book Club: Refactoring Ruby with Martin Fowler 22:43 - Books to Learn When You’re Learning to Become a Software Developer Peopleware: Productive Projects and Teams by Tom DeMarco The Mythical Man-Month: Essays on Software Engineering by Frederick Phillips Brooks Software Project Survival Guide by Steve McConnell Code Complete: A Practical Handbook of Software Construction by Steve McConnell     The Pragmatic Programmer: From Journeyman to Master by Andrew Hunt Pragmatic Thinking and Learning: Refactor Your Wetware by Andy Hunt The Practice of Programming by Brian W. Kernighan and Rob Pike 33:07 - Technical Programming Books Programming Perl: Unmatched power for text processing and scripting by Tom Christiansen (The Camel Book) Unix Power Tools by Shelley Powers Ruby Cookbook by Lucas Carlson Programming Ruby: The Pragmatic Programmers' Guide by Dave Thomas, with Chad Fowler and Andy Hunt Agile Web Development with Rails 4 (Facets of Ruby) by Sam Ruby    SQL Queries for Mere Mortals: A Hands-On Guide to Data Manipulation in SQL by John Viescas The Art of SQL by Stephane Faroult PostgreSQL: Up and Running: A Practical Introduction to the Advanced Open Source Database by Regina O. Obe SQL Pocket Guide by Jonathan Gennick SQL Antipatterns: Avoiding the Pitfalls of Database Programming by Bill Karwin Why's (Poignant) Guide to Ruby       Why The Lucky Stiff 41:17 - Pramming and Business Books The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers by Ben Horowitz Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration by Ed Catmull In The Plex: How Google Thinks, Works, and Shapes Our Lives by Steven Levy The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win by Gene Kim    So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love by Cal Newport The Passionate Programmer: Creating a Remarkable Career in Software Development (Pragmatic Life) by Chad Fowler Soft Skills: The software developer's life manual by John Sonmez The Rails Freelancing Handbook by Mike Gunderloy The Smart Girl's Guide to Privacy: Practical Tips for Staying Safe Online by Violet Blue Doxing Practices of an Agile Developer: Working in the Real World by Venkat Subramaniam Picks Mark Manson: The Most Important Question of Your Life (Jessica) Dan Luu: Normalization of Deviance in Software: How Completely Messed Up Practices Become Normal (Coraline) The Noun Project (Avdi) Lies My Teacher Told Me: Everything Your American History Textbook Got Wrong by James W. Loewen (Avdi) CES (Chuck) Bill Buxton: Avoiding the Big Crash (Jessica)

02:36 - Software Development and Reality Construction by Christiane Floyd Hermeneutics 05:42 - Peter Naur: Programming as Theory Building   07:55 - The Art of Empathy: A Complete Guide to Life's Most Essential Skill by Karla McLaren 13:14 - Programming Elixir: Functional |> Concurrent |> Pragmatic |> Fun by Dave Thomas 14:32 - ng-book 2 16:09 - Paper Reading Group Adrian Colyer's Blog We hear you like papers by Ines Sombra (Slides) 19:58 - Mindset: The New Psychology of Success by Carol Dweck 20:29 - Cracking the Coding Interview, 6th Edition: 189 Programming Questions and Solutions by Gayle Laakmann McDowell 22:01 - Ruby Rogues Book Club Books Episodes Ruby Rogues Episode #23: Book Club: Smalltalk Best Practice Patterns with Kent Beck Ruby Rogues Episode #87: Practical Object-Oriented Design in Ruby with Sandi Metz Ruby Rogues Episode #68: Book Club: Growing Object Oriented Software Guided by Tests with Steve Freeman and Nat Pryce Ruby Rogues Episode #97: Patterns of Enterprise Application Architecture with Martin Fowler Ruby Rogues Episode #178: Book Club: Refactoring Ruby with Martin Fowler 22:43 - Books to Learn When You’re Learning to Become a Software Developer Peopleware: Productive Projects and Teams by Tom DeMarco The Mythical Man-Month: Essays on Software Engineering by Frederick Phillips Brooks Software Project Survival Guide by Steve McConnell Code Complete: A Practical Handbook of Software Construction by Steve McConnell     The Pragmatic Programmer: From Journeyman to Master by Andrew Hunt Pragmatic Thinking and Learning: Refactor Your Wetware by Andy Hunt The Practice of Programming by Brian W. Kernighan and Rob Pike 33:07 - Technical Programming Books Programming Perl: Unmatched power for text processing and scripting by Tom Christiansen (The Camel Book) Unix Power Tools by Shelley Powers Ruby Cookbook by Lucas Carlson Programming Ruby: The Pragmatic Programmers' Guide by Dave Thomas, with Chad Fowler and Andy Hunt Agile Web Development with Rails 4 (Facets of Ruby) by Sam Ruby    SQL Queries for Mere Mortals: A Hands-On Guide to Data Manipulation in SQL by John Viescas The Art of SQL by Stephane Faroult PostgreSQL: Up and Running: A Practical Introduction to the Advanced Open Source Database by Regina O. Obe SQL Pocket Guide by Jonathan Gennick SQL Antipatterns: Avoiding the Pitfalls of Database Programming by Bill Karwin Why's (Poignant) Guide to Ruby       Why The Lucky Stiff 41:17 - Pramming and Business Books The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers by Ben Horowitz Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration by Ed Catmull In The Plex: How Google Thinks, Works, and Shapes Our Lives by Steven Levy The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win by Gene Kim    So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love by Cal Newport The Passionate Programmer: Creating a Remarkable Career in Software Development (Pragmatic Life) by Chad Fowler Soft Skills: The software developer's life manual by John Sonmez The Rails Freelancing Handbook by Mike Gunderloy The Smart Girl's Guide to Privacy: Practical Tips for Staying Safe Online by Violet Blue Doxing Practices of an Agile Developer: Working in the Real World by Venkat Subramaniam Picks Mark Manson: The Most Important Question of Your Life (Jessica) Dan Luu: Normalization of Deviance in Software: How Completely Messed Up Practices Become Normal (Coraline) The Noun Project (Avdi) Lies My Teacher Told Me: Everything Your American History Textbook Got Wrong by James W. Loewen (Avdi) CES (Chuck) Bill Buxton: Avoiding the Big Crash (Jessica)

02:36 - Software Development and Reality Construction by Christiane Floyd Hermeneutics 05:42 - Peter Naur: Programming as Theory Building   07:55 - The Art of Empathy: A Complete Guide to Life's Most Essential Skill by Karla McLaren 13:14 - Programming Elixir: Functional |> Concurrent |> Pragmatic |> Fun by Dave Thomas 14:32 - ng-book 2 16:09 - Paper Reading Group Adrian Colyer's Blog We hear you like papers by Ines Sombra (Slides) 19:58 - Mindset: The New Psychology of Success by Carol Dweck 20:29 - Cracking the Coding Interview, 6th Edition: 189 Programming Questions and Solutions by Gayle Laakmann McDowell 22:01 - Ruby Rogues Book Club Books Episodes Ruby Rogues Episode #23: Book Club: Smalltalk Best Practice Patterns with Kent Beck Ruby Rogues Episode #87: Practical Object-Oriented Design in Ruby with Sandi Metz Ruby Rogues Episode #68: Book Club: Growing Object Oriented Software Guided by Tests with Steve Freeman and Nat Pryce Ruby Rogues Episode #97: Patterns of Enterprise Application Architecture with Martin Fowler Ruby Rogues Episode #178: Book Club: Refactoring Ruby with Martin Fowler 22:43 - Books to Learn When You’re Learning to Become a Software Developer Peopleware: Productive Projects and Teams by Tom DeMarco The Mythical Man-Month: Essays on Software Engineering by Frederick Phillips Brooks Software Project Survival Guide by Steve McConnell Code Complete: A Practical Handbook of Software Construction by Steve McConnell     The Pragmatic Programmer: From Journeyman to Master by Andrew Hunt Pragmatic Thinking and Learning: Refactor Your Wetware by Andy Hunt The Practice of Programming by Brian W. Kernighan and Rob Pike 33:07 - Technical Programming Books Programming Perl: Unmatched power for text processing and scripting by Tom Christiansen (The Camel Book) Unix Power Tools by Shelley Powers Ruby Cookbook by Lucas Carlson Programming Ruby: The Pragmatic Programmers' Guide by Dave Thomas, with Chad Fowler and Andy Hunt Agile Web Development with Rails 4 (Facets of Ruby) by Sam Ruby    SQL Queries for Mere Mortals: A Hands-On Guide to Data Manipulation in SQL by John Viescas The Art of SQL by Stephane Faroult PostgreSQL: Up and Running: A Practical Introduction to the Advanced Open Source Database by Regina O. Obe SQL Pocket Guide by Jonathan Gennick SQL Antipatterns: Avoiding the Pitfalls of Database Programming by Bill Karwin Why's (Poignant) Guide to Ruby       Why The Lucky Stiff 41:17 - Pramming and Business Books The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers by Ben Horowitz Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration by Ed Catmull In The Plex: How Google Thinks, Works, and Shapes Our Lives by Steven Levy The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win by Gene Kim    So Good They Can't Ignore You: Why Skills Trump Passion in the Quest for Work You Love by Cal Newport The Passionate Programmer: Creating a Remarkable Career in Software Development (Pragmatic Life) by Chad Fowler Soft Skills: The software developer's life manual by John Sonmez The Rails Freelancing Handbook by Mike Gunderloy The Smart Girl's Guide to Privacy: Practical Tips for Staying Safe Online by Violet Blue Doxing Practices of an Agile Developer: Working in the Real World by Venkat Subramaniam Picks Mark Manson: The Most Important Question of Your Life (Jessica) Dan Luu: Normalization of Deviance in Software: How Completely Messed Up Practices Become Normal (Coraline) The Noun Project (Avdi) Lies My Teacher Told Me: Everything Your American History Textbook Got Wrong by James W. Loewen (Avdi) CES (Chuck) Bill Buxton: Avoiding the Big Crash (Jessica)

JS Remote Conf will run from Thursday, January 14th - Saturday, January 16th. Get your ticket(s) or submit a CFP today!   02:27 - Jeff Cross Introduction Twitter GitHub 02:31 - Rob Wormald Introduction Twitter GitHub 02:42 - Object.observe() => Dirty Checking 06:22 - Reactive Programming and Reactivity 14:34 - What problem are we solving? Promises > Callbacks Streams 22:45 - Reactive Programming in Angular 2 HTTP Requests 27:43 - Using Observables/Promises => Observables Push vs Pull   More on Reactive Programming Jeff Cross, Rob Wormald and Alex Rickabaugh: Angular 2 Data Flow @ AngularConnect 2015 Picks The Miracle Morning: The Not-So-Obvious Secret Guaranteed to Transform Your Life by Hal Elrod (Jeff) How We'll Live on Mars by Stephen Petranek (Aaron) The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by Gene Kim (Ward) Relative Finder (Chuck) FamilySearch (Chuck) The Introduction to Reactive Programming You've Been Missing by Andre Staltz (Rob) Cycle.js (Rob)

JS Remote Conf will run from Thursday, January 14th - Saturday, January 16th. Get your ticket(s) or submit a CFP today!   02:27 - Jeff Cross Introduction Twitter GitHub 02:31 - Rob Wormald Introduction Twitter GitHub 02:42 - Object.observe() => Dirty Checking 06:22 - Reactive Programming and Reactivity 14:34 - What problem are we solving? Promises > Callbacks Streams 22:45 - Reactive Programming in Angular 2 HTTP Requests 27:43 - Using Observables/Promises => Observables Push vs Pull   More on Reactive Programming Jeff Cross, Rob Wormald and Alex Rickabaugh: Angular 2 Data Flow @ AngularConnect 2015 Picks The Miracle Morning: The Not-So-Obvious Secret Guaranteed to Transform Your Life by Hal Elrod (Jeff) How We'll Live on Mars by Stephen Petranek (Aaron) The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by Gene Kim (Ward) Relative Finder (Chuck) FamilySearch (Chuck) The Introduction to Reactive Programming You've Been Missing by Andre Staltz (Rob) Cycle.js (Rob)

JS Remote Conf will run from Thursday, January 14th - Saturday, January 16th. Get your ticket(s) or submit a CFP today!   02:27 - Jeff Cross Introduction Twitter GitHub 02:31 - Rob Wormald Introduction Twitter GitHub 02:42 - Object.observe() => Dirty Checking 06:22 - Reactive Programming and Reactivity 14:34 - What problem are we solving? Promises > Callbacks Streams 22:45 - Reactive Programming in Angular 2 HTTP Requests 27:43 - Using Observables/Promises => Observables Push vs Pull   More on Reactive Programming Jeff Cross, Rob Wormald and Alex Rickabaugh: Angular 2 Data Flow @ AngularConnect 2015 Picks The Miracle Morning: The Not-So-Obvious Secret Guaranteed to Transform Your Life by Hal Elrod (Jeff) How We'll Live on Mars by Stephen Petranek (Aaron) The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win by Gene Kim (Ward) Relative Finder (Chuck) FamilySearch (Chuck) The Introduction to Reactive Programming You've Been Missing by Andre Staltz (Rob) Cycle.js (Rob)

03:51 - Dilemma of Choice: Onboarding Process AngularJS Homepage Angular 2: 5 Minute Quickstart   Friction Dan Wahlin: AngularJS in 20ish Minutes 12:45 - Frameworks => Structured Languages Are we leaving behind the casual web developer? 17:47 - Do Angular 1 with TypeScript, etc., before doing it with Angular 2 Scott Moss PatrickJS 20:46 - ES5 with Angular 2 23:45 - Wrangling Tools Source Code > Documentation TodoService in Angular 2 and Angular 1 both in TypeScript and ES5 systemjs 28:58 - If you’re starting an app now…what do you do? Adventures in Angular Episode #020: Structuring Code in an AngularJS App with Dan Wahlin Adventures in Angular Episode #039: ES6 with Scott Moss Explaining Value 39:36 - Applying Concepts 42:12 - Repos github.com/johnpapa hottowel-angular-typescript ng2play Picks The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win by Gene Kim (Lukas) Arrow (John) Ex Machina (Ward) Listen to other people’s views (Chuck)

03:51 - Dilemma of Choice: Onboarding Process AngularJS Homepage Angular 2: 5 Minute Quickstart   Friction Dan Wahlin: AngularJS in 20ish Minutes 12:45 - Frameworks => Structured Languages Are we leaving behind the casual web developer? 17:47 - Do Angular 1 with TypeScript, etc., before doing it with Angular 2 Scott Moss PatrickJS 20:46 - ES5 with Angular 2 23:45 - Wrangling Tools Source Code > Documentation TodoService in Angular 2 and Angular 1 both in TypeScript and ES5 systemjs 28:58 - If you’re starting an app now…what do you do? Adventures in Angular Episode #020: Structuring Code in an AngularJS App with Dan Wahlin Adventures in Angular Episode #039: ES6 with Scott Moss Explaining Value 39:36 - Applying Concepts 42:12 - Repos github.com/johnpapa hottowel-angular-typescript ng2play Picks The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win by Gene Kim (Lukas) Arrow (John) Ex Machina (Ward) Listen to other people’s views (Chuck)

03:51 - Dilemma of Choice: Onboarding Process AngularJS Homepage Angular 2: 5 Minute Quickstart   Friction Dan Wahlin: AngularJS in 20ish Minutes 12:45 - Frameworks => Structured Languages Are we leaving behind the casual web developer? 17:47 - Do Angular 1 with TypeScript, etc., before doing it with Angular 2 Scott Moss PatrickJS 20:46 - ES5 with Angular 2 23:45 - Wrangling Tools Source Code > Documentation TodoService in Angular 2 and Angular 1 both in TypeScript and ES5 systemjs 28:58 - If you’re starting an app now…what do you do? Adventures in Angular Episode #020: Structuring Code in an AngularJS App with Dan Wahlin Adventures in Angular Episode #039: ES6 with Scott Moss Explaining Value 39:36 - Applying Concepts 42:12 - Repos github.com/johnpapa hottowel-angular-typescript ng2play Picks The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win by Gene Kim (Lukas) Arrow (John) Ex Machina (Ward) Listen to other people’s views (Chuck)

In this episode, we sat down with Gene Kim and Jez Humble to discuss The Phoenix Project:  A Novel About IT, DevOps, and Helping Your Business Win.

Gene and Josh talk about burnout in the infosec industry and what's being done about it. Plus Gene has a new book released that's getting rave reviews: "The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win"