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Description
Keynote: Path to Production as a Service - James Urquhart, Global Field CTO, Pivotal
Sometimes it is difficult to clearly articulate the value of a platform team to developers. What is that value? It’s providing the optimal path to production for developers in your particular enterprise. James will discuss the concept of Path to Production as a Service, how thinking in those terms changes the way you prioritize work, and how Cloud Foundry plays a critical role in bridging the gap between developers and the infrastructure they require.
For more info: https://www.cloudfoundry.org/
A
A
Stories
called
bridges,
ramps
and
roads,
and
it's
an
imperfect
analogy,
as
all
analogies
are,
but
I
think,
hopefully
get
a
point
across
so
once
upon
a
time
in
a
world
that
is
not
our
own,
there
was
a
village,
and
this
is
a
very
industrious
village.
They
had
built
a
tremendous
amount
of
capability
around
their
court
function,
which
was
agriculture.
A
They
had
a
lot
of
different
products
around
based
on
the
foods
that
they
produced,
but
also
packaging
and
and
marketing,
and
other
things
that
had
they
had
built
around
that
and
they
wanted
to
be
able
to
bring
these
goods
to
market
now.
The
problem
here
was
that
there
was
some
distance
away
to
get
to
market
and
there
were
obstacles
in
the
way.
There
were
great
huge,
massive
ravines
that
needed
to
be
crossed
and
giant
tall,
intimidating,
almost
impervious
cliffs
insurmountable
cliffs
that
had
to
be
crossed.
A
A
So
they
worked
through
this
challenge.
Each
group
kind
of
addressed
the
obstacles
with
their
best
ideas,
so
they
came
to
the
ravine
and
some
groups
decided
well.
The
best
thing
to
do
here
is
we're
going
to
big
sturdy
wagons
with
powerful,
workhorses
and
drive
trains
and
lots
of
suspension
and
we're
gonna
find
the
narrowest
flattest
part
of
the
ravine.
A
We
can
find
and
we'll
just
kind
of
force
our
way
through
some
groups
decided
even
more
power
was
necessary,
and
this
is
a
picture
of
one
particular
engineer
with
her
team
of
yaks,
which
were
incredibly
good
at
getting
too
rough
brush.
But
whenever
the
weather
changed,
they
needed
a
lot
of
shading
a.
A
Few
impatient
groups
decided
you
know
what
best
thing
to
do
was
just
be
to
take
the
goods
and
just
come
over
the
ravine.
They
built
giant
Trevor,
Shay's
and
chucked
him
over,
and
you
know
that
worked
really
good.
Well,
she
worked
pretty
good.
Actually,
it
only
worked
some
of
the
time,
but
when
it
worked,
it
was
way
faster
than
using
a
wagon
across
the
road.
A
These
aren't
gonna
be
the
same
bridges
but
you'll
see,
and
this
though,
when
they
built
this,
it
took
a
while
to
build.
It
took
a
while
to
get
right,
but
when
they
built
it,
it
was
there
and
when
they
went
to
market
they
didn't
have
to
modify
it
all
the
time.
It
was
a
really
good
solution,
so
the
teams
each
crossed
the
ravines
in
their
own
way,
and
they
made
their
way
to
the
cliffs
that
blocked
their
paths
and
again
ingenuity
abounded.
A
These
impatient
teams
again
decided.
You
know
there
had
to
be
a
quick
and
easy
way
to
do
this,
so
they
said:
let's
you
know,
our
products
are
small.
It's
just
pulling
them
up
they're
the
best
we
can
and
again.
This
worked
okay
with
relatively
light
goods
on
a
windless
day,
but
otherwise
tended
to
have
problems.
A
lot
of
other
groups
are
little
bit
smarter
about
it.
A
They
used
rope
and
police
systems
and
they
would
build
these
things,
and
some
groups
were
quite
good
at
figuring
how
to
do
it,
and
each
one
was
a
little
bit
different,
though,
depending
on
the
cargo,
depending
on
the
you
know,
on
the
the
time
of
year
that
the
systems
would
switch
a
little
bit.
So
what
you
ended
up
with
is
a
situation
where
there
were
a
few
senior
engineers
for
each
production
team
that
were
critical
to
the
operation
of
getting
over
the
cliff.
They
had
to
be
there
and
they
were
as
of
such.
A
Again,
once
smart
team
sat
down
and
said,
you
know
what
let's
carve
a
path
up
the
side
of
the
cliff,
let's
put
in
some
switchbacks
and
everything,
but
let's
make
sure
some
bare
minimum
safety
stuff
make
sure
people
don't
go
over
the
edge
and
it
worked.
I
mean
it
took
a
lot
of
kind
of
effort
to
still
kind
of
pull
up
over
the
hill,
but
it
was
consistent
and
it
didn't
need
to
be
changed
every
time
they
arrived
or
they
didn't
need
to
readjust
for
the
wind
or
anything
it
just
worked.
A
So
each
the
teams
did
their
thing
to
get
over
the
cliffs,
and
then
they
got
to
the
bureaucrats,
and
you
can
see
what
a
bottleneck.
They
were
long
lines
of
product
waiting
to
get
inspected.
Every
time
they
got
close
to
market
and
one
team
said
you
know,
it's
gotta
be
a
way
that
we
could
just
be
really
consistent.
We
use
the
same
packaging,
we
use
the
same
packing.
We
use
manifested
to
make
sure
it's
clear,
what's
included
and
we
provide
ways
of
verifying
the
man
the
manifest.
A
But
but
you
know,
just
simply,
you
know
being
able
to
weigh
and
visualize
visually
inspect
the
the
stuff
very
quickly
and
make
sure
there
are
no
violations,
and
so
they
did
a
lot
of
work
and
with
the
data-driven
argument
to
show
that
it
was
really
hard
for
them
to
bring
bad
product
to
market
with
their
packaging
and
their
approach.
They
went
back
to
the
retina
and
they
negotiated
kind
of
a
special
status.
A
They
they
offered
that
it
was
going
to
be
easier
for
the
bureaucrats
to
maintain
their
rules
but
at
the
same
time
shorten
the
time
that
they
had
to
stop
and
avoid
the
lines
altogether.
They
were
able
to
say:
hey,
we'll
just
go
to
the
scales,
we'll
get
weighed
real,
quick,
we'll
get
visually
inspected
super
fast
and
go
on
our
way.
A
So
that
worked
for
them
quite
well.
Now
the
village
production
leaders
for
all
the
product
teams
they
weren't
dumb.
So
they
kind
of
look
around
they'd.
Compare
notes
and
they'd
see
some
solutions
from
better
than
others.
So
you
know
bridges
started
to
be
built
more
and
more
often
and
used
by
more
teams.
Ramps
started
to
replace
some
of
the
other
solutions
that
were
available
for
getting
over
the
cliffs,
and
some
teams
even
began
to
say,
hey.
A
We
can
do
similar
things
to
what
that
other
team
did
would
be
able
to
bypass
the
core
of
what
the
bureaucracy
was.
A
one
village
elder
well
actually
he's
a
village
hipster.
He
had
a
brilliant
idea.
So
what?
If
the
village
cooperated
on
building
bridges
and
ramps,
bringing
together
the
best
practice
materials
used
by
the
various
teams
over
the
years,
so
they
formed
a
group,
they
called
it.
The
platform
team
get
it
and
soon
the
team
had
a
standard
bridge
design
that
was
modifiable
that
everyone
could
use.
A
They
also
did
the
same
by
the
way
for
ramps
they
built,
they
figured
out
a
standard
ramp
and
they
were
able
to
install
the
ramps
and
make
all
that
work.
Now.
They
also
figure
out
some
other
ways
that
they
could
deal
with
inspections,
but
the
problem
was
all
of
the
different
things
they
did
really
didn't
solve
the
problem
of
having
to
go
through
the
inspection.
So
we
talked
more
about
that
in
a
little
bit.
A
So
I'm
gonna,
stop
here
and
say,
is
the
role
of
the
platform
team
of
your
platform
team
to
deliver
a
technology
portfolio?
Is
that
the
way
you
see
it
is
Cloud
Foundry.
The
reason
that
your
platform
team
exists
is
your
technology
portfolio.
The
reason
that
your
platform
exists,
a
problem
that
I
see
with
this
mentality
is
fairly
straightforward.
A
If
you
go
back
to
our
story
and
look
closely,
you
can
see
that
each
team
is
still
dealing
with
how
they
get
product
their
own
product
to
market.
There's
still
a
lot
of
different
elements
of
building
a
path
that
they
have
to
deal
with,
and
they
still
have
to
deal
with
the
bureaucrats,
the
compliance
and
the
regulatory
aspects
they
have
to
deal
with.
There's
there's
no
technology
solution
to
that
problem
alone.
That
can
be
done
by
the
platform
team
alone,
independent
of
the
working
with
others.
A
So
there
were
the
the
platform
team
and
our
story.
They
had
an
epiphany.
They
built
a
redundant
bridge
system,
they
built
a
phenomenal
high
capacity,
multi-use
ramp
system
over
the,
and
they
built
a
path
that
could
be
used
by
everybody,
a
paved
surface
path
with
guardrails.
That
made
it
incredibly
fast
to
get
over
the
ravines
to
get
over
the
cliffs
and
get
to
the
the
market,
and
they
even
worked
with
the
market
teams
to
say:
hey:
let's
make
distribution
a
central
function
once
we
get
to
market.
A
This
is
where
I
see
Cloud
Foundry
shining,
and
that
made
it
easier
for
the
bureaucrats,
and
we
see
this
at
companies
by
the
way
in
terms
of
compliance
to
say,
hey
I
can
get
the
information.
The
data
I
need
for
audit
I
want
to
make
it
easier.
I
want
to
work
with
teams
to
find
an
easier
way
to
make
sure
we
can
kind
of
automate
or
pre-approve
deployments
and
make
that
easier
and
eliminate
that
step.
So
what
was
the
bottleneck
in
the
process?
A
This
made
delivering
products
so
reliable
and
low-cost
for
the
producers
that
they
were
soon
able
to
reduce
the
cost,
their
products,
the
markets,
increased
revenue
for
the
village,
and
everyone
was
happily
ever
after.
Well
that
wasn't
until
delivery
drones
were
invented.
So
here's
the
point
of
this
I
just
wrap
it
up
real
quick,
which
is
what
is
the
role
of
a
platform,
team
and
I.
My
argument
is
that
the
role
of
a
platform
team
is
to
build
a
superior
path
of
production
and
operate
it
as
a
service
for
developers.
A
That's
the
heart
and
soul
of
what
you
do
on
a
platform
team.
It's
not
a
comfortable
thing
for
engineers
to
here
part
of
your
role
as
the
platform
teams
to
go,
negotiate
with
other
organizations
to
figure
out
what
you
can
do
to
help
eliminate
them
as
a
bottleneck
in
that
path
of
reduction
for
developers,
but
I
believe
that's
an
incredibly
important
role.
We
see
time
and
a
time
again
at
pivotal
that
organizations
get
spun
up
and
they
get
pivotal
and
I
get
cloud
foundry
running,
and
it's
all
beautiful
and
people
tell
you.
A
This
is
great,
except
I,
still
have
a
three
month,
wait
to
get
through
my
compliance
regime.
So
it's
part
of
that
they've
recognized
that
it's
part
of
their
role
to
begin
to
work
with
those
organizations
to
find
ways
to
automate
elements
of
that
process
or
to
change
policy
in
a
way
that
it
doesn't
increase,
increase
our
risk,
but
it
does
allow
for
faster
releases
and
I'll
leave
the
slide
up
just
for
a
couple
of
seconds
here.
Take
a
picture.
A
I
won't
go
through
the
whole
thing,
but
but
there
are
practices
here
and
there
are
things
that
we're
learning
and
obviously
pivotal
is
happy
to
work
with
you
on
your
problems
in
this
space
right
outside
of
the
technology
space,
but
I
think
this
is
a
really
critical
mentality
for
platform
teams
to
take
forward
and
and
to
to
derive
success
within
your
organization.
In
terms
of
your
your
ongoing
innovation,
your
ongoing
work.
Thank
you
very
much.