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The Business Agility Treasure Map: Charting a Course to Continuous Delivery
PRESENTED BY
Laine Minor
IT & Human Architect
All companies are IT companies. Except…not. All companies SHOULD be IT companies, if they're trying to keep up with the weight of their customers' ever-increasing demands for speed and agility. Unfortunately…most companies don't know how to get there - or even what “there” looks like, or how they'd describe it.
Josh and Laine will talk about how to use a diagram (in this case, a map!) to build and discuss a strategy to navigate the high seas of being a business today in order to deliberately find the treasure. The treasure (continuous delivery) gives IT, and companies, the ability to embrace and empower existing resources, and eventually will give enough resources to thrive even at the lightning-fast pace of being a business today.
Laine Minor
Laine has been a developer, a technical lead, a stay at home mom, and an IT architect – and that last was a broad enough title that it let her do both technical things AND cultural things.
She realized then that that was her most favorite place to be, in that in-between place of technology and culture.
She also learned that enabling people and organizations is HARD work, and that explaining that in-between place can help.
More from Laine
ALL SESSIONS ↗But I Don't WANNA - Protecting Your Resources as a Skilled Knowledge Worker
We work in IT – and while we WORK with computers, we do not always FUNCTION like computers where inputs consistently make the same outputs. Our jobs are mostly theory and design and strategy, with some good old fashioned implementation thrown in – and as skilled knowledge workers, we function best when we respect that our mental and emotional resources matter.
Governance in the Enterprise: How to See and Set Guardrails that Don't Slow You Down
The hardest parts of technology are people and what they do - so, _culture_ and _process_. In the center of that is how to determine the right amount of oversight when implementing technology or the processes around that technology. That "right amount of oversight" is typically referred to as "governance."
Not a Cultural Fit: Anatomy of Organization Breakdown
What exactly does it mean to be "not a cultural fit" for an organization? Is it a slightly more polite euphemism for "that person was terrible at their job"? Or maybe, "they had no social skills to speak of"? What happens when it means that it's the _organization_ that's...kind of terrible at their job? What if _no one_ is actually terrible at their job and "not a cultural fit" is a simple statement of fact?
One of Us – the Importance of Community in Culture Change
If companies truly want to go FAST, occasionally that requires changing something about the culture of the company. Processes get stale or overly complex, people don’t know why things are the way they are, and everyone wonders at the wisdom of asking too many questions.
Solving Software Delivery Pain: What Hurts and Why it Matters
There is pain inherent in development - monoliths, confusing deployment processes, conflict between dev/ops/business.
To Hug or to Strangle: Tips for Dealing with Monolith Pain
A long time ago, in a land far far away, there were monoliths. These fabled artifacts brought consistency and stability to the land - but there was a cost in speed, agility, time, and development pain. Whether Java EE, .NET, or something else, the big ol' integrated plexi-purpose binaries or yore (and also now...) have grown into problems that hurt developers, architects, and the execution of business goals.
Two and a half days with the people writing the playbook.
Insightful sessions, inspiring ideas, and meeting your peers — the skills and methods that take your organization to the next level.