- Sep 2013
Welcome one-on-ones Career planning
These conversations are important to me. Let's keep having them and having more of them.
Tim, thanks for organizing the very first blameless post-mortem-- an important step in our emergency and incident response that will lead to a better system and organization overall.
Create slack time for important improvement projects
This is one of the intended effects of The Gardener role. By centralizing the duty of interrupt handling into one person's job it will free up time for each of the rest of us to focus on projects most of the time, and only occasionally every couple of months will we each have to worry about interrupts when the role of The Gardener passes to one of us for the week.
They also started to standardize and very deliberately reduce the supported infrastructure and configurations. One decision was to switch everything to PHP and MySQL. This was a philosophical decision, not a technology one: they wanted both Dev and Ops to be able to understand the stack, so that everyone can contribute if they wanted to, as well as enabling everyone to be able to read, rewrite and fix someone else’s code.
NOTE: "This was a philosophical decision, not a technology one."
and most importantly, a culture that the rest of the world admires.
Starting with our group here in IDSG, I would like us to lead the way for EECS, CoE, Berkeley, and the UC in fostering a culture that the people around us admire.
Visible Ops Handbook
They have events like “Meetsy” (suggested lunch groups to meet people you may not work directly with) and “Eatsy” (where the entire company eats together).
Don't eat alone.
If all we're going to do is talk, let's eat or have a drink in our hands!
Clear documented standards and processes are a must, but they aren’t set in stone. They can and should change as your business grows.
Don’t guess at what’s wrong with your infrastructure–graph it.
The management ideals that started getting formed included: Accept failures but don’t lower standards. Failures happen, and it’s best if they’re visible, understood, and used a springboards to greatness. Trust but verify. Blameless post-mortems Welcome one-on-ones Career planning Happy company = happy community
- [X] Accept failures but don’t lower standards. Failures happen, and it’s best if they’re visible, understood, and used a springboards to greatness.
- [X] Trust but verify.
- [X] Blameless post-mortems
- [X] Welcome one-on-ones
- [X] Career planning
- [ ] Happy company = happy community
They created and implemented the “Developer on Call” program, to address the problem of IT Operations asking, “why should I be the only person waking up at 3am?” To create more developer responsibility and accountability, and to ensure that IT Operations had the necessary resources on hand during deployments, each developer rotated to be on call for one week. With the company’s current size, this translates to one week every three years that a developer would have to be on call 24/7.
They also adopted the mantra, “If it moves, graph it.”
ending the era when management would just say, “Go do this” or “Go do that.” People were happy to come to work, and contribute in ways beyond their job description.
1) Gain support from the top and bottom to change culture, 2) Increase transparency both within the organization and to the public, and 3) Pay back technical debt as soon as possible.
- [X] Gain support from the top and bottom to change culture
- [X] Increase transparency both within the organization and to the public
- [ ] Pay back technical debt as soon as possible.
We believe that the very first thing that an organization must do when embarking on this journey is to do the following: Create slack time for important improvement projects Keep batch sizes small and the planning horizon short (e.g., weeks, not months) Keep prioritizing higher “the system of work” over “doing work”
- [X] Create slack time for important improvement projects
- [X] Keep batch sizes small and the planning horizon short (e.g., weeks, not months)
- [X] Keep prioritizing higher “the system of work” over “doing work”
My notes are below, but you can find the full recorded video recorded by Damon Edward here and their Slideshare link here.
Community and culture, Rembetsy asserts in the talk, is the foundation of any company. And how does one go about fostering community and encouraging positive culture? You begin by eliminating barriers, getting rid of silos, and encouraging collaboration across the entire company.
- [X] eliminating barriers
- [X] getting rid of silos
- [X] encouraging collaboration across the entire company
At Velocity London 2012, I saw one of the top five presentations I’ve ever seen in my life. In their talk “Continuously Deploying Culture,” Michael Rembetsy @mrembetsy, LinkedIn) and Patrick McDonnell (@mcdonnps, LinkedIn) described the story of their amazing IT transformation that started in 2008.
@mrembetsy and @mcdonnps