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From YouTube: Keynote Session: Developer Experience & Productivity: Level up Your Engineering Effectiveness
Description
Keynote Session: Developer Experience & Productivity: Level up Your Engineering Effectiveness - Abby Kearns, Puppet; Gerard McMahon, Fidelity Investments; Ramin Akhbari, eBay; Moderated by Jennifer Riggins, Freelance Journalist
Delivering new software features faster, while making sure that services are solid and secure is a key differentiator for every organization today. Continuous delivery is critical to how teams deliver value. Being able to release small software changes, multiple times a day is a crucial competency for organizations in the modern world. In this context, how do those organizations today think about developer productivity at scale? How important is developer experience of our software delivery systems and how should we approach it? This panel discussion discusses industry approaches to developer experience and productivity with a view to helping organizations figure out how to be more effective. The discussion will look to balance cutting edge work and innovation in this space with the realities of the end user companies who face challenges in evolving their organizations.
For more Continuous Delivery Foundation content, check out our blog: https://cd.foundation/blog/
A
Hello
and
welcome
to
a
conversation
on
the
developer,
experience
from
tools
to
productivity
to
burnout
and
everything
in
between
I'm
jennifer
riggins,
your
cruise
director
on
today's
panel
and
hopefully
a
fun
and
exciting
way
to
close
out
your
day,
one
keynotes
and
energize
you
for
the
second
half
of
your
cdcon
day.
Let's
start
by
getting
to
know
the
contestants
abby,
can
you
start
by
telling
us
a
bit
about
yourself
and
what
devops
means
to
you.
B
C
Thank
you
jennifer,
so
welcome
hi
everybody,
my
name
is
jeremy.
I
work
at
fidelity
investments
where
I
head
up
our
alm
tools
and
platforms
team
in
our
cloud.
Computing
group-
and
you
know
our
role
in
devops
and
what
it
means
to
us
is
how
do
we
help
simplify
and
accelerate
development
teams
as
they
look
to
deliver
their
value
to
their
customers?
D
Yes,
well,
thank
you
for
having
me
my
name
is
ramyun
akbari,
I'm
a
software
architect
at
ebay,
specializing
in
the
processes
having
to
do
with
continuous
delivery
and
tooling
and
devops
to
us
and
pretty
much.
Every
enterprise
company
that
has
to
deliver
software
means
really
automating
everything
just
automate
all
the
things
I'm
sure
abby
will
will
agree
with
this
quite
boldly.
D
A
It's
interesting
because
when
I
hear
ebay
I
still
picture
my
mom
in
the
mid
90s
taking
photos
of
antiques
she
bought
from
yard
sales
and
on
a
floppy
disk
digital
camera.
The
disc
was
almost
as
big
as
my
head
and
then
uploading
them
to
sell
on
ebay
as
supplemental
housewife
income,
which
was
awesome.
So
the
idea
of
any
of
that
being
automated
is
really
cool
to
me
and
it's
so
kind
of
crazy
to
look
back
and
aging
myself.
Perhaps.
A
That's
awesome.
Thank
you,
each
of
you
for
joining
and
thank
you
to
our
lovely
live
audience.
Please
participate
in
the
chat.
We
will
be
there.
We
will
try
to
answer
at
the
same
time
and
tweet
your
own
experience
to
hashtag
cdcon
as
a
panel,
we're
especially
excited
because,
while
donations
are
made
on
behalf
of
each
panel
each
keynote
panel
this
year,
each
keynote
and
they've
been
made
to
women
who
code
black
girls
code
and
she
code
africa.
A
Thinking
about
where
to
use
your
q2
budget
up
before
you
lose
it.
These
orgs
are
a
great
place
to
start
to
look
at
donating
your
time
or
your
money.
We
strongly
support
and
hope
that
you
will
support
too.
So,
let's
get
into
it.
I
guess
we'll
start
with
dir
over
there
at
fidelity.
If
software's
eating
the
world
which
we
know
it
is,
then
I
guess
the
creators
of
that
software.
We
should
be
looking
to
make
their
lives
better,
especially
when
we
have
an
incredible
talent
gap.
C
Yes,
it's
it.
You
know
it's
a
very
interesting
question
and
it's
something
you
know
you
know
with
the
digital
transformations
that
go
on
with
everybody
working
from
home
and
working
at
high
velocity
and
high
scale.
You
know
product
the
productivity
can
make
a
big
difference
in
an
organization,
a
couple
of
things
that
we've
done
here.
C
So
so
one
of
the
things
we
do
here
at
fidelity
actually
is
we
have
weekly
learning
days,
so
we
call
them
learning
chooses
so
every
tuesday
everybody
gets
to
learn.
We
support
this
from
the
highest
from
the
top
of
our
leadership
chain
support
this
no
meetings
allowed
and
we
we
work
different
programs,
whether
it
be
cultural
practices,
new
languages,
new
technologies,
cloud.
What
you
know
it
didn't
vary.
We
do
hackathons.
C
C
Right
so
as
somebody
learns
and
does
something
great,
they
can
actually,
we
can
share
scale
that
learning
and
that
knowledge
through
our
learning
programs.
So
that's
one
thing:
we're
very
passionate
about
two
is
inner
sourcing,
so
you
know
a
lot
of
developers.
Will
you
know
very
much
use
open
source
and
you
know,
however,
inner
source
seems
to
be
a
challenge
within
organizations.
C
What
would
innovate
on
what
to
experiment
on
and
you
know,
and
how
do
we
ensure
that
what
we're
doing
or
what
we're
attempting
to
do
is
actually
leading
to
productivity
gains
and
so
trying
to
figure
out
what
that
data
set
looks
like
what
is
types
of
data,
whether
you
know
who's
interested
a
developer
might
be
interested
in
one
type
of
data
system.
Devops
engineers
might
be
interested
in
someone
else
and
etc.
So
how
do
we
get
that
data?
C
A
Yeah,
certainly
anytime
you're
enacting
something
new,
especially
something
experimental,
and
we
should
be
safe
to
fail.
We
should
create
these
environments,
it
could
actually
fail
or
make
a
developer's
life
harder,
which
we
don't
want
to
so
abby.
What
we,
what
george
has
described,
is
quite
a
it's
great,
it's
great
to
learn
new
things,
but
that
leads
to
this
massive
cognitive
load.
A
B
Well,
I
thought
romaine
had
a
great
point
about
automation.
I
do
think
automation
is
a
strong
part
of
that
and
the
part
of
that,
the
the
other
side
of
that
coin,
around
automation
is
obviously
self-service
to
what
jair
said
is
how
do
you
give
developers
easy,
simple
access
to
to
really
just
move
the
ball
forward,
but
I
I
want
to
add
on
to
to
what
I
thought
jared
had
a
great
point
around
data.
For
me,
it's
really
metrics
and
really
looking
at
the
amount
of
work
and
productivity
and
velocity.
B
But
specifically,
you
know
you're,
not
really
measuring.
You
know
how
efficient
people
are,
but
that's
part
of
it,
but
more
importantly,
you're
looking
at
the
amount
of
work
that
goes
into
backlogs.
How
much
of
that
was
pre-defined
work
and
how
much
of
it
was
added
on
after
the
sprint
started-
and
you
know
that's
important,
because
it's
really
a
great
way
for
for
you,
as
a
leadership
team,
to
understand
how
much
scope
creep
is
there
in
an
average
sprint?
B
And
you
know,
scope
creep,
creates
additional
work
that
wasn't
really
predefined
and
that
leads
into
you
know
those
hero,
sprints
and
then
all
of
a
sudden.
You
know
that
over
time
really
can
kind
of
accelerate
burnout,
because
every
everybody
is
doing
all
this
extra
work,
every
single
sprint
and
it's
not
really
being
leveled
out
across
multiple
sprints
or
even
if
you
look
at
the
larger
epic,
is
it
something
that
should
be
really
broken
down
even
further?
B
A
And
I
think
it
makes
sense
to
measure,
especially
at
the
team
level,
because
everything
like
now
as
we
move
from
kpis
to
okrs
it's
much
more
looking
at
a
teams
accountable,
not
blaming
that
person
who
maybe
is
getting
all
the
work
or
that
person
is
totally
burnt
out.
That
should
be
at
the
management
level
and
at
the
team
level
to
identify
those
burnt
out
people,
but
also
a
group
responsibility
for
the
code.
B
A
Yeah
the
numbers
I've
seen
for
burnout
in
the
tech
industry
are
like
from
an
app
where
you
self
report
blind
it's
68
percent
of
the
tech
industries
burnt
out,
but
in
2019
it
was
61.
So
I'm
not
actually
going
to
blame
the
pandemic
for
everything,
but
we
can
blame
it.
It
more
across
the
board
drew
attention
to
systemic
problems.
A
D
I
wouldn't
say
it's
really
accelerated
devops
adoption.
Now
all
the
plans
we
had
from
previous
to
automate
things
remained
in
place.
In
fact,
if
anything
it
it
has
it's
it's
made.
The
developers
lives
actually
a
little
a
little
easier,
only
because
of
the
just
the
whole
working
from
home,
being
people
being
able
to
spread
their
spread
their
workload
across
the
day.
D
That
that
is
the
downside.
Is
that
you,
you
know
you
continue
to
have
your
your
workstation
always
on,
but
it
didn't
mean.
There's
there's
it's
a
double-edged
sword,
so
you
you,
you
become
better
at
managing
the
amount
of
time,
you're
spending
in
front
of
your
your
workstation
or
your
laptop,
but
at
the
same
time
it
also
makes
it
so
that
you
can
run
to
some
place
and
quickly
do
something,
whereas
before
you
had
to
just
leave
everything
at
work,
go
off
and
maybe
run
an
errand
and
come
back
this.
D
This
has
become
you.
You
actually
end
up
working
a
lot
smoother
and
with
less
interruptions
when
you
are
working
from
home
like
this,
so
it's
actually
in
in
my
opinion
and
the
opinion
of
the
people
of
the
developers
that
I
keep
in
touch
with,
which
are
a
lot
of
them.
It's
actually
made
things
a
lot
easier
for
for
productivity,
something
I
want
to
comment
on
something
about
the
cognitive
load.
D
D
D
Now
the
pilot
sits
in
in
a
cockpit
cockpit
and
they
really
are
an
orchestrator.
You
know
input
their
input
into
the
controls
gets
automated.
You
know
they're
just
basically
orchestrating
the
automation
of
the
of
their
input
to
those
control
surfaces.
This
is
what
we've
done
here.
We
we
at
ebay.
We
have
our
approach
to
developer.
Productivity
has
been
make
automate
as
many
of
the
things
for
those
developers
such
that
when
they
need
to
go
and
do
something
they
press
a
button.
A
Does
that
worry
that
if
we
go
too
far
in
automate
automation,
we
go
to
the
to
use
a
horrible
term,
but
code
monkeys
again
or
does
this
actually
is
all
of
this
devops
automation,
actually
empowering
developers
and
operations
people?
We
can't
talk
about
devops
without
the
upside?
Is
this
actually
empowering
them
to
be
true,
creative
workers
and
knowledge
workers
and
be
as
fulfilled
in
their
work
as
possible?.
D
D
D
A
D
A
A
C
Oh
yes,
and
I
live
and
breed
it
every
day
when
the
tooling
is
not
and
the
tool
chain
is
not
there
for
them.
You
know,
as
ramen
said
earlier,
you
know
we
want
to
automate
everything,
so
the
tools
become
a
crit
become
part
of
the
critical
path
between,
as
abby
said,
what
they
create
and
getting
that
creation.
You
know
realizing
and
that's
where
the
recognition
of
a
developer
is
right.
You
you're
creating
this
art
and
you
want
to
see
that
creation.
C
C
C
They
can
configure
all
of
that
together,
so
they
can
get
commit,
create
a
create,
a
pull
request.
You
know
approve
that
merge
it
and
then
the
platform
can
take
the
rest
of
it
away
and
they
know
the
security.
The
guardrails
are
all
built
in
there
as
they've
configured.
So
I
think
that's
very
important
and
I
think
abby
had
an
excellent
point.
Earlier-
is
visualizing
that
right.
So
how
do
you
know
it's
going
through
where
the
efficiencies
where
the
optimizations?
C
C
Absolutely
because
one
is
a
pro,
you
know
where
you,
the
developers,
really
want
to
know
where,
where
the
parts
are,
you
know
where
the
manually,
where
the
operations,
where
is
it
breaking
down?
Where
you
know
from
a
you,
know,
product
owner
type
rules
or
the
business
rules.
They
want
to
understand
what?
Where
is
where
deficiencies
are
processed,
where
the
requirements
go
in
one
end
and
the
a2
will
developers
start
coding
and
then
that
value
is
realized
at
some
point
in
the
future,
so
them
understanding?
C
That
is
that
flow
and
being
able
to
see
it.
The
software
is
invisible.
You
know
in
reality,
so
how
we,
how
we
visualize
that,
in
a
way
that
makes
sense
for
both
business
and
technicals,
is
really
really
important,
and
then
that's
how
we
that
it's,
that
data,
that
visualization
understanding
that
helps
us
be
able
to
improve.
C
Was
going
to
say,
you
know
to
remains
point
out,
you
know
productivity
is
people.
Are
we
working
more
hours
or
not?
You
know,
and
I
think
that
that
data
can
also
indicate
where
people
are
and
again
it
could
be
lifestyle,
because
at
home
I
take
a
break
in
the
morning
because
I
need
the
morning
to
do
a
school
run
or
something
or
look
after
somebody.
So
again,
I
think
hours
of
the
day
is
not
a
good
measure,
but
it's
more
about
how
many
maybe
potential
hours
and
weekends
and
stuff.
C
B
A
So
as
we
wind
down,
I
just
wanted
to
check
in
and
say
just
ask:
where
do
you
think
the
industry
is
headed
in
the
next
6
to
12
months?
Rameen?
Do
you
want
to
start?
Yes,
that's
not
a
very
long
time
and
we're
not
crystal
balls,
but
the
world.
Is
that
unpredictable
that
if
you
can
not
predict
but
guess
the
next
six
to
12
months,
that's
definitely
something.
D
You
know,
identi
identify
what
are
those
impediments
you
know
and
best
place
to
go
to
where
the
developers
themselves
that
they
will
freely.
Tell
you
this
you,
don't
you
don't
have
to
search
long
and
hard
for
that
and
identify
what
those
are
start
work
you
know
put
together
teams
of
people
to
go
after
laser
focus
on
those
things
and
get
rid
of
them
and
move.
D
You
know,
move
those
things
around
in
places
where
manual
processes
need
to
be
and
open
up,
free
up
the
automation
to
do
what
it
needs
to
do
so
that
the
developers
don't
have
to
worry
about
the
guardrails,
and
I
I
I
really
appreciate
what
gerard
said
about
guard
rails.
This
is
very
important.
Best
practices
are
things
that
we
want
people
to
do,
but
we
have
to
make
it
easier
for
them
to
do
so.
Everything
we've
been
striving
for
I'd,
say
next,
six
to
12
months
and
even
beyond.
That
is
all
about
optimizing.
D
That
process,
at
least
it
is
for
me,
and
and
in
my
world
and
the
rest
of
the
business
where
it
goes
well
I'll
leave
those
two
to
the
product
folks
to
figure
out
my
job
and
in
our
organization.
The
ex
the
engineering,
ecosystems
and
experience
organization
that
I
belong
to
is
all
about
laser,
focusing
on
velocity,
and
you
know
getting
the
developers
to
not
you
know
getting
their
interruptions
for
developers.
D
A
I
think
it's
interesting
at
the
beginning,
you
started
by
saying
ask
developers
what
they
need
to
be
more
productive
or
what
bottlenecks
they
need
taken
away,
and
if
we're
then
talking
about
getting
rid
of
meetings,
are
these
conversations
in
one-to-ones?
Are
they
asynchronous
surveys?
How
do
you
conversations.
D
You
know
that's
another
thing:
that's
made
that
that's
the
the
whole
working
from
home
thing,
there's
really
yeah.
There's
really
no
need
for
me
to
wait
to
have
a
meeting
with
someone.
I
can
just
slack
them
and
say:
hey
you
know.
Can
I
talk
to
you
for
a
second
or
I
can
see
where
you
know.
Where
are
you
at
with
this?
You
know
ping
me
when
you're
ready
it
it
it.
It
makes
those
personal
little
micro
meetings
if
you
will
one-on-ones
so
much
it's
it's
that's.
In
my
experience.
A
A
B
Think
rameen
got,
you
know,
really
got
the
ball
rolling,
with
a
heavy
emphasis
on
automation
and
self-service,
so
putting
control
back
in
the
hands
of
developers
is
key,
but
the
the
other
side
of
that
coin
is
really
empowering
those
development
teams
to
be
autonomous
and-
and
that
to
me
is
also
important,
because
if
you
know
as
ramin
says,
velocity
is
super
important
well,
the
way
you
achieve
velocity
is
starting
to
break
down
where
those
decision
points
have
to
happen.
So
how
fast
can
teams
move?
B
B
One
of
the
things
we've
also
done
is
have
no
meeting
friday,
so
people
have
heads
down
time
and
and
really
making
sure
that,
across
all
of
our
teams,
we're
really
abiding
by
that,
so
that
people
have
the
space
to
really
get
them,
get
their
heads
down,
get
their
work
cleared
out
and
we're
trying
to
drive
a
lot
more
conversation
through
documentation
to
really
just
cut
down
those
meetings,
but
also,
if
you're
going
to
have
autonomous
teams.
You
also
need
to
give
them
context,
and
that's
really.
B
A
C
You
know
you
can
use
this
technology
for
infrastructure,
it's
called
which
languages
to
use
so
there's
so
much
choice
out
there
for
developer
in
the
2
chain
perspective,
and
then
how
do
you
connect
these
things
so
realistic?
If
you
want
to
make
that
automation
seem
less
frictionless
and
we
get
all
the
data,
then
how
do
those
tools
interoperate
together?
How
do
those
tools
collaborate
together?
How
do
the
data
within
those
tools
collaborate
with
each
other,
so
we
can
make?
We
can
use
that
data
in
decision
making
processes
somewhere
else
along
that
along
that
automation
pipeline.
C
So
you
know,
I
know
we
have
in
the
cdf
there's
the
interoperability
say:
there's
the
eventing
sig,
so
I
think
some
of
the
things
along
that
will
be
very
powerful
for
enabling
us
to
provide
that
ecosystem
that
collaborates
that
is
connected
with
each
other
and
then
you
know
we
can
then
build
automation
around
policy
management,
for
example,
say:
here's
our
policies,
you
know
that's
connected
and
integrated
into
those
events,
so
we
can
make
real
decisions.
Real-Time
decisions
in
that
pipeline
in
that
automation,
so
we
can
shift
left,
we
can
protect.
C
A
Thank
you
so
much.
Thank
you
so
much
abby
and
rameen,
and
thank
you
to
everyone
listening.
I
hope
you
have
a
wonderful,
the
rest
of
cd
khan
you're,
like
one
quarter
of
the
way
through
and
make
our
lives
easier.
Go
now
to
twitter,
go
to
hashtag
cdcon
and
tell
us
what
you
need
as
a
developer
to
get
through
the
next
six
months.
What's
that
one
thing
big
or
small,
that
would
help
make
your
the
rest
of
your
year
better.
Thank
you
so
much
and
have
a
great
day
thanks.