►
From YouTube: CDF SIG Best Practices - Nov 2, 2022
Description
For more Continuous Delivery Foundation content, check out our blog: https://cd.foundation/blog/
B
Was
just
about
to
get
lonely
enough
to
consider
going
away?
Thank
you.
B
You
know
the
trees
are
kind
of
half
bare
and
the
leaves
on
the
ground
are
mostly
Brown,
but
you
know
still
still
good
and
colorful
I
think
the
red
I
know
there's
some
Reds
over
there
still
about
a
week
ago
we
had
it
was
Peak
fall
about
a
week
ago
we
had
yellow
and
orange
and
red
and
on
the
ground,
everything
was
still
very
colorful
rather
than
brown,
and
it
was
quite
beautiful.
I
mean
it's
still
beautiful,
but
we're
we're
descending
from
the
peak,
and
this
is
the
fun
part.
B
B
A
Just
check
oh
yeah
Tara
is
going
to
join
us
in
a
sec.
That's
that's
good
foreign.
A
Obviously,
we've
we've
kind
of
come
to
the
end
of
one
piece
of
work,
and
and
now
we
need
to
start
looking
at
some
of
the
other
activities
that
we
should
be
picking
up.
A
So
we've
done
the
first
phase
of
the
reference
architecture
and
and
that's
now
available
to
people
and
seems
to
be
getting
some
interest
foreign.
So
we
need
to
take
a
look
at.
B
A
Know
what
some
of
the
next
steps
are
and
how
we
can
move
this
forwards
and
also
we
need
to
take
stock
of
what's
going
on
in
some
of
the
other
special
interest
groups,
because
you
know
we're
starting
to
get
a
situation
now
where
we've
got
overlapping
work
going
on.
A
So
so
we
need
to
be
a
bit
more
proactive
in
making
sure
that
we're
coordinating
things-
and
you
know
keeping
them
all
focused
against
your
overarching
view
of
best
practice
monster.
Otherwise,
things
have
a
tendency
to
diverge
and
we
lose
that
sort
of
joined
up
picture
of.
What's
going
on.
A
So
I
think
one
of
the
key
pieces
that
we
should
be
thinking
about
is
or
one
of
the
outstanding
tasks
that
we've
we've
got
right
now
from
from
the
first
phase
of
the
best
practices
website,
which
was
the
work
to
put
together
some
sort
of
assessment
framework.
A
A
I
think
that
overlaps
with
some
work,
that's
on
the
agenda
for
some
of
the
the
other
groups
as
well.
So
it
makes
sense
to
try
and
coordinate
that
and
keep
things
joined
up.
C
I'm
good
A
little
little
chaos
in
Mayhem
par
for
the
course.
C
B
Did
you
so
you
reminisced
a
bit
well
yeah.
C
I
mean
his
wife
works
at
Google,
I
think,
but
anyway,
all
right.
What
shall
we
talk
about
today?.
A
That
so
Tara
is
co-chair
of
of
of
this
sig,
but
has
been
unable
to
attend
for
a
little
while
because
of
I've.
A
Rescheduling
on
her
her
side,
so
you
know
we're
very,
very
happy
to
have
her
back
involved
again.
A
C
A
An
organization,
so
what
we've
done
today
is,
if
you
like
the
first
phase
of
documenting
that,
based
off
the
the
togaf
architecture
model,
so
basically
trying
to
look
at
different
phases
of
an
Enterprise
architecture
and
then
present
continuous
delivery
online
to
that
model,
so
that
we're
talking
to
a
a
less
engineering,
focused
audience
more
Commercial
Business
focused
audience
about
the
the
value
and
the
return
on
achieving
this
and
what
business
changes
Associated,
as
well
as
what
technical
change.
A
So
so
what
we've
got
now
is
if
we've
now
got
a
a
top
level
architecture
section
in
the
documentation
and
bye,
navigate
over.
B
A
With
we're
doing
initially
the
the
kind
of
overview,
so
views
and
viewpoints,
drivers
and
constraints
and
what
we've
got
as
content
here
now
is
basically
we're
setting
out
all
of
the
individual
viewpoints.
That
would
be
potential
stakeholders
in
this
as
an
investment.
A
And
then
you
know
for
for
for
each
of
those
we
then
dive
into
you
know
what
is
this
Viewpoint?
You
know
what's
this
this
stakeholder
responsible
for?
How
do
they
see
the
world?
A
And
you
know
what
are
the
the
implications
and
the
value
add
from
continuous
delivery?
From
that
perspective,.
A
So
so
the
point
of
this
piece
of
work
really
was
to
just
say:
you
know,
if
you're
going
to
do
this,
it's
bigger
than
just
your
development
team,
you're
gonna
have
to
get
stakeholder
buy-in
from
all
of
these
people
and
they're
going
to
want
to
understand,
what's
in
it
for
them,
but
also
you're,
going
to
need
to
address
issues
that
they're
having
provide
value
from
this
methodology
and
get
them
to
buy
into
you,
know,
cultural
change
and
process
change
and
everything
else
that
goes
along
with
that.
A
Yeah
so
there's
a
there's,
a
long
shopping
list
of
different
views
and
viewpoints
and
then
from
a
driver's
and
constraints
perspective.
A
These
are
the
the
sort
of
overarching
critical
pieces.
You
know
what
do
we
have
to
do,
what
what
mustn't
we
do
and-
and
this
is
just
expanding
on
some
of
the
stuff
that
we've
already
discussed
in
in
the
best
practices
piece
that
we
put
together
before,
but
it's
about
you
know
explaining
how
to
how
to
tie
these
things
together
from
a
business
perspective,
what
the
what
the
implications
are
early
on
and
what.
A
What
you're
going
to
need
to
do
at
a
process
level.
A
C
Using
capabilities
in
this,
in
this
sense
from
the
from
the
accelerate
definition.
A
No
from
a
a
business
capability
perspective,
so
you
know
so
this
is
a.
This
is
a
fact
a
getting
across
the
fact
that
this
is
a
business
change
piece
of
work
first
and
then
an
engineering
change
piece
of
work.
Second,
so
it's
a
it's
about
trying
to
communicate
the
the
things
that
would
be
a
fundamental
roadblock
to
to
being
successful,
with
continuous
delivery,
yeah,
great,
okay
and
and
then
finally,
how
do
you
know
you're
actually
ready
to
start
on
this
journey?
A
Just
some
some
key
pieces
about
you
know
ensuring
that
that
commitment
is
there
at
executive
level
to
do
the
business
change
and
then
moving
on
to
you
know
metrics
and
Dora,
and
those
sorts
of
things.
Okay.
So
really
this
is
the.
This
is
the
high
level
piece
of
you
know
if,
if,
if
you
want
to
go
on
this
journey
here
are.
A
Good
yeah,
so
so
this,
if
you
like,
is
the
is,
is
the
high
level
peace,
the
the
introduces,
the
the
vision
for
continuous
delivery
in
an
organization,
and
you
know
sets
out
who,
who
you
need
to
pitch
it
to
who
could
potentially
sabotage
and
what
you're
going
to
need
to
do
to
address
their
concerns
and
get
everybody
on
on
board
foreign.
A
If,
if
you
look
at
the
the
togaf
model,
let
me
let
me
see
if
I
can
find
a
toga.
C
A
The
version
what
I'm
thinking
about
is
is
this
okay,
so
so
so
this
is
the.
This
is
the
the
the
sort
of
structure
of
the
togaf
model
and
it
basically
is
designed
to
say
that
when
you
engage
on
any
large-scale
piece
of
transformational
change,
yeah,
there's
there's
some
preliminary
work.
You
need
to
do
and
then
you
start
with
a
with
a
vision
which
is
a
structured
document.
A
And
then
you
work
your
way
around
through
these
various
pieces
of
the
problem
delivering
stuff
as
you
go,
but
it's
circular
so
once
you're
in
this
you're
you're
in
it
for
the
life
of
the
product.
A
Now
what
what
we've
done
so
far
is
is
basically
the
preliminary
pieces
and
the
architecture
vision.
So
so
that's
the
high
level
introduction.
A
A
What's
the
what's
the
systems
change
that
you
need
and
what
what's
the
technology
architecture
in
involved
now
we
we
don't
need
to
stick
completely
to
these,
but
I
think
that
there
is.
There
is
value
in
now
doing
a
deeper
dive
into
what
what
do
you
have
to
think
about
from
a
from
a
business
process
Viewpoint
to
to
Really
address
some
of
those
stakeholder
concerns
and
and
add
value
to
the
business
and
then
what's
the
technology
implication?
C
This
is
reminding
me,
this
conversation
is
reminding
me
the
first
year,
so
I
was
at
Google
Melody
hooked
me
up
with
this,
this
guy
in
sales.
He
was
talking
to
a
fintech
company
and
they
were
on
round
two
or
three
of
trying
to
you
know:
go
in
go
in
on
devops,
right
and.
C
This
was
like
2018
2019
somewhere
in
there
and
I.
Remember
they
had
they
had
an
internal
technical
conference,
so
they
flew
me
out
to
Scottsdale
and
they're,
making
all
these
presentations
they're
talking.
They
did
a
little
retro
like
what
worked
and
work
and,
and
it
was
there
were
so
many
classic
anti-patterns
that
were
coming
into
play.
C
You
know,
starting
with
we're,
going
to
hire
a
devops
team
off
on
the
side
that
has
no,
you
know
no
Authority
to
work
with
stakeholders
who
have
no
accountability
to
that
team,
and
you
know
lo
and
behold,
it
didn't
actually
work
because
Engineers
hate
change
and
they
didn't
want
to
have
to
adapt.
So
now,
they're
like
recognizing
okay,
that
was
a
problem
and
so
they're.
C
You
know
they're
rebooting
this
and
the
thing
that
I'm
remembering
is
that
they
also
brought
in
some
of
the
executives
of
the
company,
including
the
EVP
of
sales,
who
made
the
fascinating
statement
that,
like
I,
don't
care
what
you
all
do
as
long
as
I
get
my
features
right,
man,
that's
like
boom,
there's
gonna
be
a
round
four
at
this
company,
and
so
I
mean
that's.
So
what
you're
describing
is
a
really
I
think
very
clear
corollary
of
that
idea
of
like
what
are
the
business.
C
What
are
the
business
structures
and
understandings
expectations
that
need
to
be
in
place,
particularly
around
this
idea
of
transition?
It's
disruptive
right.
It's
going
to
impact
at
least
temporarily
you're
going
to
have
to
go
slower
in
order
to
go
faster
right.
That
kind
of
because
you're
going
to
have
to
make
changes
and
I've
often
thought
about
that
scenario.
And
you
know
it
was
a
very
a
very
educational
experience
where
it's
like
that.
That
buy-in
that
you're
talking
about
is
is
I.
C
Don't
think
people
understand
sort
of
the
complexity
and
the
and
the
breadth
of
what
needs
to
happen
collectively
as
a
system,
and
you
know
I'm
sure
we
can
all
think
of
examples
of
this
I
mean
David
you've
probably
been
sitting
in
cabs
I.
Imagine
where
you're
you're,
hearing
sort
of
people
kind
of
stumbling
their
way
in
in
in
good
directions,
or
at
least
I'm
assuming
you've
sat
in
caps?
Are
we
still
doing
cabs
for
cloud
build.
B
No
comment
internally,
private
I'm
actually
not
Cloud,
built
anymore
I'm,
I'm
tecton.
Now,
oh
you're,
pure
Tech
time
pure
time,
sweet,
yeah,
different
worlds,
I'm,
actually
much
more
public
about
my
work
now
than
I
ever
was
frankly
I
I
think
what
I
would
call
out
just
I'm
going
to
step
back
a
little
bit
from
some
of
the
details
we're
talking
about
it
almost
feels
like
what
we
want
is
a
is
a
one-pager
or
a
talking
points
doc
to
help
people
guide.
C
C
And
I
was
just
I
was
looking
at
it.
I'm.
Thinking
like
this
is
great,
but
a
lot
of
these
are
like,
can
we
add
the
tldr
to
them
or
some
kind
of
like
table
of
contenting,
so
that
you
know
you
look
at
this
this
you
know
page
or
multi-page
of
Pros.
C
You
know
how
can
we
make
that
have
like
the
the
the
10
second
grab,
and
now
we
can
dig
in
so
it's
more
like
content
architecture
on
this,
but
I
think
I
think
that's
the
direction
that
you're
thinking
of
David
that
we
can
build
and
some
of
them
have
it
right.
C
So
I
think
you
know
breaking
this
out.
A
little
bit
would
be
great
and
then
the
other
thing
is
that
I'm
thinking
of
is
one
of
the
things
when
I
was
still
at
Google.
I
was
trying
to
do
is
in
devrel.
C
One
of
my
projects
was
creating
a
a
body
of
work,
not
me
personally,
like
getting
my
Engineers
to
do
it,
creating
a
body
of
of
work
that
were
reference,
implementations
showing
showcasing
different
ideas
right
now.
The
showcasing
was,
for
example,
kubernetes,
like
here's,
how
you
put
microservices
on
kubernetes
or
here's,
how
you
run
web
applications
using
serverless
right
or
you
know,
there's
a
couple
of
different
or
here's
how
you
do
ops
right.
Here's,
how
you
use,
monitoring
and
and
log
Trace
libraries,
and
all
that
other
stuff
right
and
I
swear.
C
Last
week,
I
was
getting
a
vendor
demo
from
a
not
Google
company.
It
was
around
security.
Like
you
know,
how
do
you
do
like
code
introspection
and
and
generate
a
programmatically
generate
reports
so
that
you
can
hand
them
over
to
Auditors
for
like
critical
infrastructure
things
for
compliance
and
they
pop
up
a
demo?
C
And
lo
and
behold
it
was
one
of
these
Google
demo
applications
I
mean
they're,
open
source
right
and
I
went
and
I
had
a
look
and
the
one
that
they
were
using
has
got
like
I,
don't
know
four
or
five
thousand
Forks
I
feel
like
it's
kind
of
turned
into
like
an
industry
standard
demo,
if
you
will,
and
by
the
way,
I'm,
not
taking
any
credit
for
this
at
all
I.
Just
when
I
saw
it
I'm
like
wait.
A
minute.
C
I
know
what
that
is:
I
ran
the
team
that
rebooted
that
right
and
so
I'm
wondering
if
there's
an
opportunity
and
one
of
the
things
that
we
were
trying
to
do.
David
there
was
a
there
was
a
young,
a
young
lady
that
I
was
talking
to
whose
name
is
completely
escaping
me.
Right
now,
I,
don't
know
if
she's
still
affiliated
with
the
team,
but
we're
like.
C
Can
we
can
we
take
one
of
these
things
and
can
we
tectonify
it
right,
and
you
know,
conversely,
with
the
other
and
I'm
kind
of
like
skipping
ahead,
hugely
on
your
on
your
togaf
Terry
to.
C
But
I
feel
like
there's,
maybe
an
opportunity
like
migration
planning,
for
example.
Now
this
we
have
to
be
a
little
careful
about
this
one,
because
this
would
be
like
if
we
wanted
to
capture
it.
It
would
be
migration
planning
off
of
probably
Cloud
build
to
a
tecton
variant
which
might
get
people
a
little
bit
Twitchy
but
I.
What
I'm
saying
is
there
may
be
some
opportunities
to
bootstrap
some
things
here
with
the
projects.
C
Similarly,
right
and
I
think
I
think
if
we
look
around,
we
may
find
other
opportunities
where
people
have
things
that
can
be
leveraged
in
such
a
way
and
another
obvious
one
with
that
again,
unfortunately,
we
have
to
be
kind
of
careful
about
how
we
do
this
is
like
you
know
what,
if
some
we
have
one,
that's
a
Jenkins
example.
You
know:
can
we
get
you
know?
Do
we
migrate
that
to
Jake
you
know?
Could
we
say?
Oh
here's,
here's
old
school
Jenkins,
but
you
want
to
like
go
Cloud
native
microservices.
C
Here's
how
you
might
do
a
checked
on
under
the
covers,
because,
for
whatever
reason,
Jacob's
ex
is
not
exposing
the
level
of
tecton
that
you
want
access
to
like
that
kind
of
stuff,
I'm,
just
and
I
am
skipping
ahead,
but
I'm
trying
to
think
about
how
we
can
also
pitch
this
to
the
partner
teams
for
how
to
get
some
engagement
from
that
perspective,
right
so
kind
of
close
that
Loop
and
then
you
know,
work
through
some
of
these
sort
of
intervening
discussions
as
part
of
that
process.
A
Yeah,
absolutely
and
in
fact,
you're
not
really
skipping
ahead
here,
because
each
of
these
circles
can
be
treated
independently
as
a
piece
of
work,
and
so
we
can
get
people
contributing
at
any
point
in
here
now,
as
as
long
as
we're
keeping
things
somewhat
to
to
a
consistent
overall
narrative.
A
So
yeah
there's
an
opportunity
now
to
to
have
separate
working
groups
focusing
on
getting
different
pieces
of
this,
but
together
and
I.
Think
the
the
overarching
piece
and
the
bit
that
we've
we
discussed
at
a
CDF
board
level
was
that
yeah.
The
the
majority
of
people
inside
CDF,
who
are
promoting
this
stuff
are
coming
from
a
background
where
they
already
do
this
and
they
they
know
why
they're
doing
it
and
and
they're
just
it's
about
refining
the
detail.
A
A
How
do
we
connect
with
the
rest
of
the
world
who
not
only
don't
know
what
to
do,
but
they
don't
know
why
they
should
be
doing
it
either,
and
so
the
early
focus
of
this
was
on.
We
really
need
to
communicate
the
bit.
That's
missing,
because
it's
implicit
in
inside
your
Googles
and
your
Amazons,
because
everybody
already
lives
and
breathes
that,
but
they
can't
see
it
because
it's
like
water
in
the
for
fish,
it's
just
it's
all
around
you,
but
you
forget.
It's
there.
C
B
Yeah,
it
might
be
helpful
to
so.
This
goes
with
our
our
content
around
assessing
your
your
current,
the
current
state
of
your
CI
CD.
It
would
be
helpful
to
be
able
to
project
ranges
of
cost
and
value
proposition
on
a
piece
by
piece
basis.
You
know,
what's
the
what's
the
cost
and
value
of
adopting
this
practice,
because
the
reality
is
that
people
don't
migrate
to
these
things
in
one
go
right:
they
they
go
right,
people
phase
by
phase.
A
Yeah
and
and
that's
why
I
think
it's
important
that
we
do
one
more
round
of
business
architecture
if
you
like,
because
it's
about
really
clarifying
the
business
value
and
not
necessarily
putting
numbers
on
things
but
giving
people
the
approaches
that
they
need
to
be
able
to
calculate
those
numbers
for
themselves.
A
So
it's
about
it's
about
saying.
You
know
this
is
the
the
class
of
opportunity
that
you
unlock
by
making
this
process
change,
and
so
you
know,
if
you're,
going
from
a
strategic
upfront
planning
model
where
it
takes
you
six
months
to
put
something
into
production,
to
a
model
where
you
can
be
putting
something
into
production
every
week,
then
how
does
that
affect
your
ability
to
react
to
changes
in
the
marketplace
and
respond
to
potential
customer
opportunities?
And
things
like
that?
A
It's
that
stuff,
that
we
need
to
spell
out
in
in
fairly
simple
terms
with
not
too
much
of
an
engineering
Focus,
but
much
more
on
the
responsiveness
of
the
organization
to
to
demand-
and
this
is
this-
is
where
we
we
sort
of
Hit.
The
challenge
we
have
right
now
within
the
CDF
is
that
we've
got
loads
and
loads
of
engineering,
expertise
and
people
who
will
happily
argue
the
nuances
of
different
forms
of
pipelines
for
hours
on
end.
A
But
we
have
very
few
ctOS
and
product
managers,
and
you
know
marketing
people
and
people
who
are
focused
on
actually
delivering
business
value,
and
that's
really
the
the
Viewpoint
that
we
we
need
to
get
across
right.
B
B
C
B
C
A
A
B
A
Confident
that
if
we,
if
we
speak
to
the
right
people,
we
we
will
get
a
bit
more
involvement
in
that
space
and
also
I'm
I'm,
you're,
very
happy
that
you're
engaged
again
because
you're
it's
got
It's
it's
more
you're
a
world
in
in
that
product,
Focus
space.
So
it
it
it's
something
that
you
already
understand-
and
you
know
the
value
of
so
it's
easy
for
you
to
communicate
in
this
way.
A
So
you
know,
if
you
look
at
that
views
and
viewpoints
list,
anyone
who's,
not
an
engineer
in
that
list,
their
their
Viewpoint
is
is
significant
for
this
phase
of
of
the
the
buy-in,
because
these
are
the
people.
Who've
got
the
War
Stories
who
understand
the
the
pain
of
of
needing
to
deliver
quickly
and
being
unable
to
because
they
can't
get
the
engineers
to
to
magically
do
stuff
instantaneously.
C
The
sea
level
stuff
may
be
trickier,
but
I
bet.
C
I
bet
I
could
maybe
we
start
with
for
sea
level.
Maybe
we
start
with
some
csos.
C
Security
for
anybody
who's
in
a
regulated
industry-
that's
that's
the
hotness
right
now,
especially
in
the
U.S,
around
everybody's
scrambling,
around
the
executive
order
for
secure
software
supply
chain,
foreign.
A
And
just
to
that,
that
brings
us
into
another
piece:
I
wanted
to
just
update
you
on,
because
obviously,
we've
now
got
a
bunch
of
other
special
interest
groups
within
the
CDF
doing
a
whole
bunch
of
new
things.
So
on
the
supply
chain
side,
there's
there's
another
group,
that's
fairly
active.
A
That
is
also
considering
some
of
these
issues
and
looking
at
there's
a
crossover
to
another
Gap
that
we've
got,
which
is
the
the
assessment
of
capability.
A
A
So
so
we
we
need
to.
We
need
to
really
make
sure
that
we
are
hooked
in
with
them
and
we're
doing
one
piece
of
work
to
to
go
into
here,
rather
than
having
to
parallel
groups.
Doing
the
same
thing
in
two
different
ways.
C
A
And
I
had
that
conversation
last
week
with
them
to
which,
which
thing
is
that
I'll
have
to
look
up
remember
what
they're
called.
C
I
know
that
the
other,
the
other
folks
you
were
talking
to
were
it
I
mean
there's
interoperability,
foreign.
C
B
A
But
that's
that's
ever
the
nature
of
Open
Source
groups
is
this
is
true
people
like
to
specialize
and
get
their
teeth
into
something
and
and
then
they
don't
talk
to
anybody
else
about
what
they're
doing
so
we
we
need
to
take
on
that
role
of
connecting
with
everyone
and
making
sure
we're
realigning
things
back
to
the
overarching
big
picture.
A
A
Yes,
so
we
attempted
to
to
get
some
Google
analytics
set
up
on
the
site,
but
unfortunately,
because
we're
sitting
underneath
the
the
CDF
main
site,
they've
got
analytics,
set
up
at
that
level
in
a
somewhat
complex
way
and
doxy
expects
to
be
sitting
at
a
top
level
with
just
a
you
know,
a
analytics
ID
which
it
expects
to
inject
automatically
into
each
of
the
synthesized
pages.
A
No
we're
likely
to
hit
that
same
problem
elsewhere,
because
a
lot
of
the
other
projects
are
also
using
doxy.
So
we
we
may
have
to
actually
do
that
at
some
point.
But
right
now
it's
it's
kind
of
a
bit
out
of
scope.
A
Well,
what
they're
doing
is
seems
to
be
something
more
specialized,
and
it's
not
it's
not
my
field,
so
I
I
don't
really
understand
what
what
the
subtleties
are
of
what
what
they're
trying
to
achieve
I
thought
they
were
just
going
to
give
us
a
you
know
an
analytics
ID
that
we
could
stick
into
doxy
and
it
would
just
report
on
that
and
they
gave
us
what
looked
like
an
analytics
idea
and
I
stuck
it
in
there,
but
they're
saying
that,
there's
no
data
coming
out
and
instead
they
they
sent
me
back
a
whole
bunch
of
JavaScript
that
they
wanted
me
to
put
in
every
page
God.
C
Yeah,
this
is
not
my
my
area
either
on
purpose
I
manage
UI
Engineers.
Now,
though,
that's
seems
like
everywhere,
I
go
I
start
managing
people
who
do
things.
I
have
no
insights
into
I,
told
them.
I
was
like
I
mean
managing
like
I'm.
The
VP
right
I
have
a
UI
team,
I'm
like
all
right,
just
so
you're
clear
I'm,
my
understanding
of
of
of
like
evolved
UI
is
white
text
on
a
black
background
versus
black
text
on
a
white
background,
like
that's
kind
of
my
level,
and
they
all
laughed
at
me
as
they
should.
A
So
so
that's
really
our
our
sort
of
areas
of
focus
right
now,
with
the
the
most
significant
one
being
getting.
People
engaged
again
to
actually
start
producing
the
next
round
of
content.
C
I,
wonder
if,
like
interview
are
you
thinking
like
interview
based
rather
than
getting
a
group
together,
I
think
getting
grouped
together
might
be
just
a
pain
in
the
ass
I've
been
wondering
if,
like
we
could
identify
a
couple,
people
do
an
interview
style,
maybe
even
like
slack
interview
like
just
trying
to
like
start
that
conversation.
A
Yeah
I'm
hoping
to
to
to
any
options
of
this
stage,
so
I
think.
C
C
A
I'm,
mindful
I'm,
mindful
that
we
should
be
taking
a
continuous
delivery
approach
to
this,
so
it
should
be
customer
driven,
yeah
I'm
I'm,
very
aware
that
a
lot
of
what
we
we're
doing
right.
B
A
C
C
C
Who's
who's,
your
primary
I'm,
sorry
I
was
trying
to
capture
notes
who's.
Your
primary
contact
with
the
software
supply
chain
crowd.
C
C
And
then
I
can
take
on
maybe
so
my
at
mongodb,
my
CSO
is
this
mad
Scots
woman,
she's
she's
a
delight
and
I've
been
actually
helping
her
we're
we're
actually
collaborating
to
bring
kind
of
the
security
development
infrastructure
conversation
in
conjunction
and
to
to
be
perfectly
Frank.
You
know,
mongodb
has
a
long-standing
infrastructure
ecosystem
that
it
was
10
years
old
right,
so
there's
definitely
areas
opportunities
of
improvement
from
securing
the
infrastructure
that
you
know
10
years
ago.
Nobody
cared
about
even
maybe
three
years
ago.
C
Nobody
cared
about
now
we
care
so
we're
trying
to
fix
it,
so
we're
I'm.
Actually,
she
and
I
are
co-presenting
at
the
next
board
of
directors.
Meeting
about
this
evolving
partnership,
so
she's,
great
and
I
bet
you
know,
I
could
probably
work
with
her
to
kind
of
like
Workshop
some
approaches
on
on
how
we
might
construct
these
questions
for
interviews
in
a
way
that
would
make
people
inclined
to
participate
it
easily.
So
I
will
I
will
report
back
on
that.
A
C
Actually
talking
to
them
as
a
vendor,
so
I
will
I
will
use
that
as
a
legend,
not
not
officially,
of
course,
but
let
me
see
if
I
can,
if
I
can
make
some
inroads
there.
A
But
it
makes
makes
sense
to
you
know,
they're
doing
all
this
hard
work,
and
you
know
it's
important
that
it
should
be
codified
as
as
part
of
best
practice.
So
you
know
there's
a
plenty
of
incentive
there
to
to
contribute.
C
C
A
But
I
think
the
the
probably
the
key
gaps
we
have
are
from
the
product
Focus.
So
you
know
it's
it's
people
who
are
using
engineering
to
deliver
product
because
they're
they're,
the
ones
that
you
should
have
the
the
best
understanding.
If
they've
been
on
this
journey
of
you
know
where
the
real
value
was
for
for
them.
And
you
know
there
are
plenty
of
War
Stories
in
that
space,
where,
where
people
can
be
very
succinct
and
clear
about
the
advantages
of
switching
from
one
approach
to
another,.
C
And
actually,
if
I'm,
if
I'm,
starting
with
a
CSO,
my
friendly,
my
friendly
CSO
in
in
starting
to
build
that
out
and
you're
talking
to
the
supply
chain,
folks,
we've
got
a
little
Serendip
potential
Serendipity
there,
because
I
think
that's
probably
secure
security.
Related
topics
around
this
are
probably
going
to
be
one
of
the
best
hooks
from
a
business
perspective.
A
B
C
C
A
A
But
having
been
to
a
few
of
those
meetings
recently,
it
is
still
very
engineering,
focused
right
and
it's
it's
perhaps
not
giving
as
much
thought
to
what's
the
business
value
of
having
this
this
abstraction
layer
and
making
the
argument
for
the
value
of
that
from
a
from
a
business
perspective
so
again
by
by
helping
to
bridge
that
Gap
we're
making
that
product
stronger
and
tying
it
into
the
the
big
picture
again.
C
Yeah
I
have
a
hard
stop
in
in
nine
minutes.
C
The
other
thing
that
that
what
you
just
said
put
put
me
to
mind
was
so
you're
familiar
with
the
open
Telemetry
project,
I'm,
I'm
sure
rate
and
honeycomb
and
and
those
folks,
and
one
of
the
things
that
started
coming
out
in
particular
last
earlier
this
year
last
year.
God
I
can't
keep
track
anymore
was
that
the
discussions
around
observability
have
really
been
driven
from
the
Ops
perspective.
C
But
honeycomb
now
has
some
signature,
customers
that
are
actually
using
it
for
their
CI,
Pipelines
or
other
CI
CD
pipelines,
and
we're
actually
I'm
going
to
be
talking
to
them
tomorrow
to
kind
of
spitball
some
ideas
and
see.
If
there's
an
opportunity,
because
where
our
RCI
system,
which
I
don't
know
whether
or
not
it's
a
good
idea
to
contribute
it
to
CD
Foundation,
yet
I'm
still
evaluating
that
it's
this
old
and
it
solves
a
very
particular
purpose,
which
is
supporting
mongodb.
C
So
I'm,
not
sure
how
broad
that
that
particular
use
case
really
is
so
it's.
You
know
how
to
have
CI
how
to
have
good.
You
know
build
test
strategy
for
a
distributed.
You
know
highly
distributed
database,
but
even
if
we
don't
contribute
it
we're
using
it
and
there's
some
best
practices
that
I'm
starting
to
bring
into
the
system
and
one
of
the
things
is,
is
like
all
right.
Well,
it's
like
many
of
the
CI
systems.
C
It's
log
based
right
and
it
generates
petabytes
and
petabytes
of
data,
mostly
never
looked
at
again,
it's
kind
of
just
there
if
you
need
it
and
it's
a
very
old
style
way
of
creating
a
debugging
environment.
So
what
if
we
took
an
observability
based
approach
and
it
was
based
on
events-
and
you
know
how
that
tracks
and
all
that
other
stuff.
So
what
I'm
saying
what
I'm
trying
to
say
is
is
that
there
I
think
there's
an
another
kind
of
possibility.
C
You
know
you're
talking
about
CD
events,
they're
kind
of
in
the
same
realm
here
and
I
think
there's
a
narrative
to
be
found
and
then
especially,
if
you
think
about
that.
As
far
as
closing
the
kind
of
the
the
utopian
ideal
of
the
devops
loop,
which
is
from
an
Ops
perspective,
you
have
the
ability
to
trace
back
systemically
to
where
did
these
bits
come
from?
C
This
could
be
like
a
really
interesting
hook
around
that
idea
and
I
bet
and
I'll
mention
this
too,
when
I
talked
to
charity
and
whoever
else
is
going
to
be
in
that
meeting
tomorrow
and
we'll
probably
talk
to
Liz
Fong
Jones
or
something
like
there
could
be
an
opportunity
there
for
a
little
sort
of
cross
Foundation
opportunity
to
kind
of
really
like.
What's
a
concrete
example
of
what
we're
saying
here,
yeah.
C
B
C
A
C
A
C
Okay,
fabulous
just
as
a
heads
up
I'll,
just
really
quick
I
attempted
to
you
so
git
localized
is
a
cool
little
company
that
actually
Google
uses,
among
others
to
do
machine
learning
based
chant
developer
doc.
Translations
tried
to
kick
off
an
experiment,
prove
a
concept
against
the
best
practices,
site
and
I.
Finally,
got
it
to
say:
yes,
it's
working,
and
then
nothing
happened,
so
I'm
going
to
try
and
circle
back
around
on
that
as
well.
C
Just
because
I
do
believe,
localization
is
a
good
thing
and
I
will
I
will
let
you
know
how
that
goes
other
than
that
it
is
gosh.
It
is
lovely
to
see
you
again.
It's
been
it's
been
an
age.
A
C
You
for
rescheduling
and
I
now
have
no
excuse,
but
to
get
back
into
this
and
I'm
excited
and
at
some
point
I
would
love
to
kind
of
nerd
out
with
you
a
bit
on
Evergreen
I'd
love,
I'd
love
a
objective
third
party
sort
of
view
on
it,
because
I've
kind.
A
A
You
Terry
all
right
great
to
see
you
and
but
I'm
glad
we
got
some
energy
going
again
and
looking
forward
to
doing
this.