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From YouTube: DevOps - People before Tech
Description
Presented by Miklos Sagi at the May 20, 2022 Ortelius Visionaries Summit
Delivery-focused leaders often prioritize milestones and deadlines over people and culture and treat technical work as a technology and process challenge only. In this lightning talk, Miklos will share how investing in the engineering culture of your organization can measurably contribute to more effective delivery in the form of eliminating non-value-add work from the overall process.
A
A
Today,
I'm
going
to
talk
to
you
about
why
people
should
come
before
tech
and
how
devops
can
transform
companies
towards
becoming
more
efficient
and
productive
with
more
happy
and
engaged
colleagues,
delivery,
focus
leaders
often
prioritize
milestones
and
deadlines
over
people
and
culture
and
treat
technical
work
as
a
technology
and
process
challenge.
Only
this
talk
can
help
you
to
make
the
point
on
how
investing
into
implementing
generative
culture
measurably
contributes
to
a
more
effective
delivery
in
the
form
of
eliminating
known
value
at
work
from
the
overall
process.
A
One
important
thing
to
mention
here:
if
we
are
not
focusing
on
people
and
practices
first
before
bringing
in
automation,
then
automating
that
processes
will
end
up
in
bad
results.
We
basically
will
do
the
wrong
thing
faster
before
we
talk
more
about
devops.
I'd
like
to
talk
about
how
silos
were
invented.
A
He
argued
the
specialization
and
concentration
of
the
workers
on
their
single
subtasks,
often
leads
to
greater
skill
and
greater
productivity
on
their
particular
subtasks,
then,
would
be
achieved
by
the
same
number
of
workers
each
carrying
out
the
original
broad
task.
End-To-End,
this
concept
of
task
specialization
went
mainstream
with
henry
ford's
assembly
line
revolutionizing
the
american
industry
in
1908.
A
Basically,
this
is
about
splitting
the
original
end-to-end
delivery
to
smaller
sub-tasks
and
ad
workers.
Only
trained
to
do
and
focusing
on
one
of
those
those
workers
become
really
good
at
their
own
step
and
very
productive.
Therefore,
speeding
up
the
whole
pipeline
and
improving
its
delivery
performance
fast
forwarding
the
present
time.
The
focus
on
task,
specialization,
control
and
measurement
are
still
present
in
today's
organizational
structures,
although
it
is
proven
very
effective
for
manufacturing
pipelines,
it
does
not
answer
all
the
challenges
in
scope
for
modern
iit
services
management.
A
A
Silo
mentality
occurs
when
a
team
or
department
shares
a
set
of
common
tasks,
but
operates
disconnected
from
other
groups,
with
the
power
derived
from
association
with
the
function
or
shared
technical
knowledge.
Some
examples
of
these
are
the
testing
team,
which
is
focusing
on
one
slice
of
the
process.
Optimizing
own
approaches,
tools
and
processes
disconnected
from
the
end-to-end
delivery.
A
A
They
don't
look
for
using
solutions
existing
outside
of
their
team
either,
so
they
are
likely
end
up
duplicating
them.
These
teams,
the
testing
team
and
feature
teams,
could
actively
focus
on
improving
how
the
tasks
are
getting
delivered
end
to
end
but
prioritizing
their
own
team
above
the
organization
choose
to
work
their
own
siloed
way.
Looking
inwards,
only
silo
mentality
leads
to
a
lack
of
systems,
thinking
which
is
essential
for
continuous
improvement
of
the
organization
system.
Thinking
basically
means
that
the
theme
understand
that
their
function
is
part
of
a
larger
system
interrelated
and
interdependent.
A
The
complex
handoffs
between
teams
are
treated
as
external
to
those
silos.
Therefore,
out
of
focus
for
improvements
waiting
for
information
approval
decisions,
feedback
are
good
examples
of
the
lack
of
systems
thinking
if
systems
thinking
would
have
been
applied.
In
this
case,
for
example,
waiting
for
approval
could
have
been
automated
based
on
business
rules,
therefore
removed
as
an
external
dependency
for
the
team,
improving
its
end-to-end
delivery.
A
Another
side
effect
of
losing
focus
from
the
big
picture
is
lack
of
building
or
contributing
to
shared
capabilities
and
resources.
This
results
in
duplicates
reworks
and
divergent
solutions
or
the
team
working
on
unnecessary
deliverables
or
features
again.
If
systems
thinking
would
have
been
applied,
the
team
would
have
reused
an
already
existing
solution
implemented
by
another
team
instead
of
inventing
the
wheel
again
in
lean
management
terms,
weighting
over
processing,
defects
and
overproduction
are
forms
of
non-value
at
work,
aka
waste
which
should
be
removed
from
the
overall
process.
A
The
next
step
is
to
identify
bottlenecks,
so
removing
those
can
be
prioritized
for
the
biggest
positive
impact.
Devops
embeds
amplified
right
to
left
feedback
loops.
The
goal
of
almost
all
process
improvement
initiative
is
to
shorten
and
amplify
feedback
loops,
so
necessary
corrections
can
be
continually
made
in
the
process
as
quickly
as
possible
feedback
loops
help
to
create
safer,
more
resilient
processes.
As
combined
with
continuous
improvement
and
learning
culture,
the
teams
can
continuously
improve
the
quality
of
their
continuous
delivery
pipelines,
processes
and
practices.
A
Devops
promotes
a
culture
of
continuous
experimentation
and
learning
to
enable
the
ongoing
creation
of
knowledge
for
individuals,
teams
and
the
organization
just
because
we
have
been
doing
things
a
specific
way
in
the
last
two
years.
It
does
not
mean
we
have
to
do
it
exactly
the
same
way
in
the
future.
A
A
Okay,
so
if
you
take
away
one
thing
from
this
session,
it
should
be
that
if
you
want
to
improve
and
scale
your
delivery,
the
right
place
to
start
with
is
talking
about
your
culture.
Can
you
identify
silo
mindset
in
your
teams?
Is
there
effective
collaboration,
cross-pollination
and
contribution
to
shared
capabilities?