As with life, much of DIGITAL TRANSFORMATION is getting good at messing things up on a regular basis. There’s also a footnote on negotiating error budgets in SRE think and some small pointers on small talk.
Skidding on my bike, that is, getting good at messing up. Also: don’t learn to surf if you can’t swim.
Just one topic today: once you have your value stream (or whatever you want to call it) mapped, it’s time to eliminate bottlenecks. Here are five common bottlenecks in the software lifecycle to work on.
Pair programming might seem ridiculous at first, but it’s a proven, better way to program and do related work. In this episode, I go over six ways it makes things all better: quality, learning, team resilience, happiness, productivity, scaling change.
Humanity is divided into two: on the one hand, those who are improvising their way through life, patching solutions together and putting out fires as they go, but deluding themselves otherwise; and on the other, those doing exactly the same, except that they know it. It’s infinitely better to be the latter (although too much “assertiveness training” consists of techniques for turning yourself into the former).
I had a great conversation with Boskey Savla (@boskey) goes over kubernetes for VI admins. We discuss what VI admins traditionally do, how that maps to kubernetes, and the new tasks and roles admins have when managing kubernetes. Also: what does “kubernetes in vSphere,” like, actually mean?
00:00 – Boskey Savla 01:06 – Her two courses at kube.academy. 01:56 – What is a “VI admin”? 05:57 – How kubernetes changes the role of VI admins. 10:00 – The “API”/interface differences between traditional VMs and kubernetes. 15:20 – Getting started with kubernetes: start with what you have. 19:54 – Putting together video training. 23:57 – kubernetes is in vSphere – wut? 30:46 – Bye, bye!
The takeover deal, said by Reuters to worth about $1bn, was justified because it offers Tibco the opportunity to “access to a broader set of analytics and technology,” said Dan Streetman, chief executive officer at Tibco. “The blend of our two companies, with strong and complementary capabilities, will further unlock the potential of real-time data for making faster, smarter decisions.”
Robbie Clutton joins me again to talk more agile-think. First, we discuss how you can nudge people to actually follow priorities. How do you get people to do what they’re supposed to? Then, we discuss how to think about and use cost of delay in business case thinking. Cost of delay is also a good tool for prioritizing work as well.
>“I think some of my best conversations came through finding ways to respectfully ask those whys and trying to learn more about the process and why we were doing certain things, and really just diving into some of those uncomfortable situations,” said Liberty Mutual’s LeBlanc about her Pivotal Labs engagement. “But respectfully pushing back and sharing my perspectives, as well, ended up helping us learn so much more because we weren’t just taking it all in. We were really trying to understand the whole process.”
00:00 – The agenda. 02:14 – Less leadership, more technocracy. 20:38 – kube.academy. 21:54 – tanzu.vmware.com/developer 23:01 – Pets for your pets. 28:34 – Geting started with your transformation strategy. 30:35 – Bye, bye!
“In April, I took over the job. I said: ‘Listen, our community has a new North Star. It’s to go take the Cloud Foundry developer experience and get that thing re-platformed onto Kubernetes. No more delay, no more diversity of thought here. It’s time to make the move,’ ” Childers said (with a chuckle). “And here we are. It’s October, we have our ecosystem aligned, we have major project releases that are fulfilling that vision. And we’ve got a community that’s very energized around it continuing the work of progressing this integration with a bunch of cloud-native projects.”
If you’re starting your app modernization plans with the biggest, most critical app you can find, you’re probably stumbling through the drunk under the lamppost app modernization anti-pattern. Chances are, you’ll also encounter a lot of resistance and excuses to avoid changing. Also, I discuss saying “no” more as a way to think about prioritization. Bonus topic: deep-fried bread in The Netherlands.
00:00 – Agenda. 01:49 – The drunk under the lamppost anti-pattern. 15:09 – Start planning your app modernization journey. 18:07 – Saying “no.” 25:12 – “Too many salads.” 30:23 – Learn kubernetes, free! 32:07 – Gartner on IT strategy “turns.” 35:51 – Free developer education & bye, bye!
“With in-house development and acquisitions, FedEx would bolt on technologies resulting in an ‘accidental architecture,'”” Carter said. Through its renewal program, FedEx began to “build out the core services and microservices that represent the less complex, more flexible, faster-to-market capabilities that we have today.” From “How FedEx’s CIO led a decade of modernization.”
Don’t get obsessed with the lamppost of pain: focusing on the difficult, critical things and concluding you can’t transform. Use a type of Disruption: work on lesser, cheaper things to creep up to the critical. Mobile apps, store finder, etc.
Saying “no” as prioritization. All these execs saying no to things to focus on other customer and prospect engagement.
This means that, in theory at least, managers should benefit from the automation of mundane tasks and the support provided by ‘technology augmentation’ even if it means significant changes to their job spec — as long as such ideas are thought-through; presented in a non-threatening way they can buy into, and finally that they are provided with appropriate levels of training to help them make the most of it.
I hadn’t had enough coffee to sort out all the survey numbers and assertions in this write-up. However:
As I’m fond of pointing out, most “management” and office work stuff (where the work is oriented around The Meeting where project status will be reviewed or business decisions made) has very little tools (beyond Office) or process.
People spend a lot of time on low-value decisions: “Another issue is that they spend inordinate amounts of time working out what amount to small pay variations.” This is a kind of, I don’t know, “local optimism.” You think that spending a lot of time on this decision will create a lot of value, but it’s actually just over a few points of improvement that don’t payoff on the time spent.
Corporate strategy could be improved by shifting right, moving closer to the week-to-week software cycle to get more familiar with customers and changes in the market. See more on corporate strategy in The Business Bottleneck.
Plus, I discuss bottleneck removal and thinking about policy and governance as human system, not static “laws.”
00:00 – Staycation.
01:32 – Doing something works better than doing nothing
04:36 – BMC case study
09:03 – ending zombie process
11:21 – lack of management tools
13:59 – example of a management tool
15:09 – three small things on kubernetes
28:31 – Your CTA!
You will be deploying sets of microservice applications on fleets of edge locations, and so will need to think about and invest in deployment strategies for a variety of applications.
Questions you will need to answer include: How do we do canary deployments? When do the updates actually propagate to locations? Where does the container registry that holds all the applications sit? It’s even more important that the non-production development environment is as close to identical to the hundreds or thousands of edge sites to avoid bugs in production. It’s also imperative that application and operations teams work together to automate the blueprint using GitOps or a similar approach for the entire stack—to the point that a disaster recovery strategy can be backed by bootstrapping edge environments and applications from scratch in the event a site gets corrupted or damaged.