Defensive leaders bristle at the hint that they could have done better. Defensive leaders believe you’re the problem. Self-protective leaders justify themselves and attack others. 4 reasons leaders justify defensiveness: Defensiveness finds reasons to throw stones. They lack experience. Inexperience is the reason you can ignore people. They don’t see the whole picture. They just don’t […]
OPINION: 2016 may be the year history anoints as the dawn of the modular smartphone era. Headline after headline breathlessly crown handsets like the LG G5 and Motorola Moto Z as the first to offer users some degree of hardware customization. But will they add up to a false narrative, one which confuses true modularity with sets…
Here’s a DevOps 101 presentation based on the definition of DevOps here at The Agile Admin I’m delivering at Innotech San Antonio tomorrow as part of a devops.com attempt to spread DevOps learning to IT and the enterprise. (You probably want to go view it on slideshare.com so you can read the notes, too…)
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Prominent voices in tech journalism are criticizing the global startup community for building software products and services that cater to the 1 percent or have zero societal value. They claim that curated shopping services are not really revolutionary; that food delivery services aren’t changing the world; and that ridesharing is nice but not exactly earth-shattering. And, clearly, building ways to sell more ads adds nothing to the global karmic bottom line.
Everything about Silicon Valley is a lie. So goes the thinking about the lack of meaningful startups.
However, in my world, I see numerous critical tools and services coming from startups that have world-changing potential. These tools and services help mere mortals wrangle data and use it to greater effect.
Data is power. Those who can wield data effectively or collect data where previously it was unavailable can fight powerful monied adversaries and force social change…
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OK, so it’s been a while since the last installment in this series. I had talked about how we’d brought Scrum to our operations team, which worked fine, and then added in the developers as well, which didn’t. Here’s how we got past that to a fully integrated DevOps setup managing both proactive/project/feature work and reactive/support/tactical work in an effective way.
The first challenge we had was just that I couldn’t manage 4 new scrum teams totally on my own. We had gotten the ops team working well on Scrum but we didn’t have any scrum masters other than me, and were low on people designated as tech leads as well. So step one, we just mushed everyone into a 30+-person scrum team, which sucked but was the least of the evils, and I immediately worked on mentoring people up as both Scrum masters and tech leads. I basically led by…
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