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How Groups are incentivized vs How They Work to CollaborateWho Wears PagersWho is asked to Work Late, Holidays, Weekends

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The concept here is that muda or waste does not simply add… it multiplies, because of interdependencies. Many lean practitioners talk of muda squared, muda cubed, …

The ways to reduce waste multiplication:

- Reduce waste generally within the actitivities and delays between activities

- Decouple where obvious separations exist, so that the compounding of waste is smaller and more localized

It is possible that the nature of the system changes in the process, separating complex into smaller, more understandable systems composed of less complex , complicated, or even simple subsystems

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SLA Includes Potential Delays for Contracted Customer Notice, Contracted Frequency of ChangeLabor is not just a cost…. Availability and Cost of Keeping Good Employees figures inComplexity… What is that?

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VMs, Firewalls, Interactions (Sessions)If you do this well: Escrow-able Process

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ModularityMention the API EconomyFormal, Explicit agreementsThe faster and more comprehensive the feedback, the better – faster fixes, adjustments

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Developers not knowing Architectural elementsToo many customer specific DBs – Restores?Consolidating on Standard Architectures

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Standard Change TypesLow risk = Content, Quick & Easy to Back OutBe careful about putting off maintenanceDon’t forget customer notifications, SLAs

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Note – May be a Different Board or Other Task Types: Dev Board, Data Center Ops Board, Release / Maintenance Window BoardsCards… Enough info for tracking, local decision making, priority mgmtTitle, Colors, Work types(bugs, features, security patch, task, story), Priority, Start Date, Hard delivery date, ID#/Barcode, avatar for engineer(s) working taskElectronic Tools Pros & Cons… easy to get certain measures(CFD, aging reports, filtering, “roll-up?”) not as visible or tactileCompare to Sprint Task Board – Queues, WIP Limits, How Managed, Stand-ups, swarming, swim lanesEstimates vs Internal SLAs vs Best Speed

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Often IT and Dev so disjoint that they have no idea the tightrope already being walked on the hosting side. Product development companies are more and more becoming hosting companies… there are more and more patches & updates, more environment demands, and expectations of faster cycle times; The same is true for internal IT organizations

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No Heroes

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No prizes for putting out fires…. Too common that we let it happen (prize is for complete behavior – root cause analysis & action plan)Be careful of not rewarding those doing it right but quietlyNo heroes or single points of failure allowedNo night owls – Sleep deprivation does not result in qualityManagement has to be On boardEveryone has a backup – risk for company otherwiseProject knowledge may be transitory; Process & Infrastructure Knowledge should not evaporateMoving Up, Taking a Vacation Means Proper HandoffSharing ExpertiseGive them path out – should be also in their interest

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The system is the combination of people, process, technical elements, interfaces, interactions, capacity, trends, risks, gaps, ….

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http://scaledagileframework.com

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http://disciplinedagiledelivery.com

http://www.amazon.com/Disciplined-Agile-Delivery-Practitioners-Enterprise/dp/0132810131

http://scottwambler.wordpress.com/category/disciplined-agile-delivery/

LinkedIn group also available

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http://www.amazon.com/The-Phoenix-Project-Helping-Business/dp/0988262592

http://itrevolution.com/books/phoenix-project-devops-book/

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Start simple. Buying into a full framework of overly defined roles and mechanisms only invites complexity prematurely. Let evidence for regulatory needs accumulate automatically trough the logging mechanisms. Establish controls – and records – but build them into the system, not as an added actiivty. Let documentation exist where needed, but limit formality and structure in preference of content… agile modeling comes to mind.

Seeking to create hi-freq deployments… not yet continuous

NOTE: Increasing bandwidth downstream and serious focus on visibility, constraint management, problem-solving, and flow are the PRIMARY mechanism for FLOW!!! Take WIP limits seriously and improve the system.

A basic rule…. NO MANUAL CHANGES!

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No walls… no patterns of missteps passed on to the downstream (protections, mistake-proofing)Mediocrity Driven OutTrust is the key to Collaboration and Change

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This meeting ritual is fixed in time and guideposts… it has simple but fixed guideposts and avoids negotiating around risks; it is designed to limit meetings and variations –everyone knows the targets before handNot stand-ups…. Not daily…Problem-solving, Consent & Buy-in; Breakouts for targeted problemsOften means large meeting – network expert, DBA, architect, product owner/manager/or senior managerThe ritual is paramount – no technical and business representation means no deploymentQA names known test gaps & risks; Technical & IT leads own deployment discussionReports identify deployment types & signature requirementsIT/Ops may use their choice of daily internal task management mechanisms; remember range of work

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