►
From YouTube: How The Home Depot's commitment to engineering excellence enables success - GitHub Universe 2020
Description
Presented by:
Angie Brown, Vice President, Information Technology, The Home Depot
Tony McCulley, Sr Manager, Technology, The Home Depot
Moderated by Alyss Noland, Sr. Product Marketing Manager, GitHub
Digital transformation doesn’t happen overnight. Hear how The Home Depot’s multi-year journey towards Agile best practices, DORA metrics and modern development techniques enabled their ability to deliver for customers and associates during the pandemic and beyond. Join Angie Brown, VP of Technology, and Tony McCulley, Sr Manager Technology Enablement, for a peek into their evolving engineering organization
For more from GitHub Universe 2020, visit https://githubuniverse.com
As always, feel free to leave us a comment below and don't forget to subscribe: http://bit.ly/subgithub
Thanks!
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About GitHub
GitHub is the best place to share code with friends, co-workers, classmates, and complete strangers. Millions of people use GitHub to build amazing things together. For more info, go to http://github.com
A
We
are
both
thrilled
to
be
here
today
and
I
will
I
will
kick
off
by
saying.
My
name
is
angie
brown
and
I
am
a
vice
president
of
information
technology
at
the
at
the
home
depot.
I
currently
have
responsibility
for
a
merchandising
organization.
It's
a
little
bit
of
background.
I've
actually
been
with
home
depot
now
for
more
than
two
decades,
which
is
pretty
unusual
to
hear.
I
started
as
an
entry
level
or
level
developer
in
the
organization
right
out
of
college
and
have
obviously
done
a
variety
of
different
roles
and
responsibilities.
B
A
C
Of
course,
I
love
how
angie
and
alice
are
just
swapping
interchangeably.
This
is
great
yeah
thanks
for
having
me,
my
name
is
tony
mccully.
I've
been
at
the
home
depot
for
over
seven
years
now,
I've
been
in
the
industry
20
years,
which
sounds
crazy
to
me
to
say
that
now
I
started
in
development
have
a
background
in
ux
product
engineering.
C
I
started
in
development
at
home
depot,
but
I
moved
over
to
the
enterprise
architecture
group,
and
I
am
now
in
the
technology
enablement
group
where
I
currently
manage
something
called
the
orange
method,
which
is
our
in-house
training
and
sort
of
research
arm
for
technology.
Enablement
excited
to
be
here
thanks
for
having
me.
B
A
A
You
know
just
a
variety
of
different
things
changed
in
our
work
practices
is
we
were
moving
down
that
agile
journey,
and
so
when,
when
you
know
this
concept
of
the
muscles
you
need
for
speed
and
adaptability,
we
really
started
building
on.
I
would
say
back
then,
and
it's
taken
us
time
to
mature
those
muscles
for
sure.
A
But
then,
when
you
pivot
and
you
look
at
2020,
we
had
so
much
to
take
in
and
really
kind
of
think
about
how
we
keep
our
associates
and
our
customers
safe
in
these
times
and
how
we
continue
to
meet
their
needs
from
a
shopping
experience.
But
then,
like
I
said,
you
know,
protect
everybody
in
these
in
these
pandemic
times.
So
with
one
other
kind
of
variable
that
got
thrown
our
way
is
with
people
spending
so
much
time
in
their
homes
in
2020,
our
demand
really
increased
and
like
using
this
example.
A
If
you
think
about
online,
we,
you
know
it
was
like
spring
black
friday.
I
mean
it
was
black
friday
for
us
in
the
spring
and
for
a
number
of
months
in
the
spring,
because
we
saw
so
much
coming
in
from
a
demand
perspective,
as
as
people
were,
spending
all
this
time
in
their
homes.
They
came
up
with
a
lot
of
project
ideas,
and
so,
when
all
that
came
in,
we
were
really
able
to
let
our
agility
shine.
We
did
a
couple
of
things
very
very
quickly.
A
A
B
C
Yeah,
it's
a
good
question
alice.
I
think
you
know,
I
think
it's
been
said
a
lot
of
times.
It's
almost
cliche
at
this
point,
it's
nothing
new,
but
I
think
it
was
really
important
to
just
get
more
out
of
the
way
of
our
engineers
and
and
let
them
do
what
they
do.
As
mentioned
earlier,
we
you
know
for
me,
I
sort
of
transitioned
from
this
enterprise
architecture
group
to
more
of
a
technology,
enablement
or
advocacy
group.
C
B
That's
great
and
communication
is
so
critical,
like
it
doesn't
matter
how
good
your
tools
are
if
your
team
isn't
working
closely
together,
you're
not
really
going
to
see
that
success
flourish
so
angie
to
that
point,
scaling
business
processes
is
as
much
of
a
challenge,
if
not
more
than
scaling
the
hardware
and
underlying
platforms.
So
how
are
you
leading
the
charge
on
tackling
those
kinds
of
problems,
and
what
do
you
recommend
to
other
organizations.
A
You
know,
there's
a
there's
a
couple
of
things
for
us
on
this
front
like
one
just
a
little
bit
of
backstory
on
home
depot
strategy
on
this
front,
so
you
may
or
may
not
have
heard
the
term
interconnected
retail.
But
really
you
know
that
that
is.
That
is
a
buzzword,
for
we
want
our
customers
to
have
a
consistent
experience,
no
matter
how
they
choose
to
shop
us
with
the
front
door
of
our
stores
on
an
app
in
their
pocket
on.
A
You
know
a
web
browser
or
you
know
when
they
come
into
our
stores
physically.
We
want
them
to
have
a
consistent
experience
and
yeah.
It's
it's
so
hard,
sometimes
to
remember
this,
but
for
you
know
most
retailers
this
online.
You
know
things
started
as
a
proof
of
concept
some
time
ago
like
is
this
gonna
take
off
or
not,
and
you
know
when
you,
when
you
think
about
that,
and
obviously
the
answer
was
yes.
A
You
know
for
us
at
least
we
our
two
channels
online
and
physical
stores,
kind
of
came
up
separately,
and
so
like
back
to
that
scaling
of
business
process.
We
had
to
scale
interconnected,
consistent
business
process
and
and
and
take
these
disparate
ones
from
channels
and
and
create
cohesion
for
our
customers,
and
really
it's
from
a
customer
back
mindset
to
have
that
consistent
shopping
experience,
but
it
definitely
means
looking
at
business
processes
and
scaling
them
to
work.
A
You
know
more
than
than
what
you
had
seen
previously,
so
we
we
started
a
journey
that
we
very
you
know
kind
of
aptly
call
commons
to
have
a
common
journey
on
some
of
these
things,
and
you
know
for
us,
our
commons
really
are
grounded
in
the
core
products
of
a
retailer.
You
know
things
like
what
what
are
you
gonna
sell
at?
What
price
are
you
gonna
sell?
A
You
know
in
in
delivery,
and
things
like
that
like,
and
so
we
we
took
some
of
that
logic
that
was
spread
throughout
the
organization,
even
into
selling
clients
and
brought
them
together
into
common
service,
apis
that
the
enterprise
as
a
whole
could
leverage.
And
so
again
this
was
streamlining
the
business
process
and
this
this
concept
of
leveraging
our
commons
is
now
one
of
our
coordinates
of
our
technology
practices.
A
You
know
an
empowered
engineering
culture
can
write
a
heck
of
a
lot
of
software
and
we're
challenging
our
engineers
to
make
sure
that
you
know
again
they're
they're,
leveraging
and
reuse.
So
I
think
one
of
the
questions
that
we
had
to
spend
some
time
on
and
truthfully
could
continue
need
to
continue
to
spend
more
time
on
is
how
to
make
it
easier,
and
you
know
for
our
our
associates-
writing
code,
our
engineers
to
answer
the
question:
has
somebody
already
built
this
before
like
do?
We
have
something
similar
in
the
organization?
A
B
That
I
mean
it
blows
my
mind,
thinking
about
trying
to
scale
across
such
a
large
organization,
a
common
strategy
like
that
being
able
to
replicate
software
and
similar
use
cases
and
create
a
unified
experience
for
business
associates.
I
imagine,
is
included
in
that
customer's
comment,
so
you've
you've
been
on
this
journey.
B
C
Yeah
I'll
I'll
take
that
one
I
think
whenever
you're
talking
about
you
know
this
agile
journey
or
you
know
this
transformation.
I
think
one
of
the
most
important
things
is
fostering
this
culture
of
continuous
learning
and
improvement,
and
you
know,
and
when
you're
talking
about
continuous
improvement,
it's
very
difficult
to
do
that.
Sometimes,
if
you
don't
know
where
you
came
from
or
where
you
started
or
where
you
are,
and
so
I
think
you
know
figuring
out
what
to
measure
and
what
to
improve
is
really
important.
C
So
that's
been
difficult
in
it.
I
mean,
I
think
you
know
almost
forever,
but
I
think
it's
changed
a
lot
in
the
last
few
years
and
and
a
lot
of
that
has
to
do
with
the
work
that
you
know:
nepal,
nicole,
foresgrann
and
gene
kem
and
the
others
have
done
over
the
years
with
the
devops
handbook
and
accelerate.
So
the
four
key
metrics
that
we
learned
about
and
accelerate
has
been
a
really
liberating
thing
for
me.
In
my
space
I
mean
a
lot
of
the
stuff
that
we
used
to
do
that.
C
You
know
felt
good
or
felt
like
the
right
thing
to
do.
I
mean
for
the
first
time
in
a
long
time
like
it's,
quantifiable,
it's
tangible
and
it's
measurable
and
that's
really
liberating.
I
mean
for
now
like
it's
allowed
us
to
treat
our
platforms
and
infrastructure
and
service
offerings
much
more
like
a
product,
so
we
can
experiment,
we
can
make
hypothesis,
we
can
try
things
and
we
can
figure
out
what
has
a
positive
or
a
negative
impact
and
that's
been
really
informative
and
liberating
for
us.
C
So
you
know
for
me
personally,
I
don't
know
about
engineer
or
work,
but
I
think
for
me
and
a
lot
of
folks
on
my
team.
You
know
that
reading
the
book
accelerate
is
required.
Reading
when
you
join
the
team,
I
want
everyone
to
be
rooted
in
that
the
four
key
metrics
and
why
we're
doing
it
we're
still
on
the
journey.
We
have
a
couple
of
them.
C
We
feel
good
about,
but
I
think
you
know
where
we
have
work
to
do
is
to
you
know,
fix
some
of
our
internal
plumbing
to
to
make
some
of
those
other
metrics
available
and
accurate,
but
you
know
we're
getting
there
and,
and
I'm
just
on
the
I
think,
on
one
of
the
previous
talks
earlier,
I
was
listening
to
you
that
get
github
insights.
It's
it's
sort
of
cut
from
the
same
cloth
right,
we're
really
excited
and
following
the
progress
of
that
as
well.
C
Angie
gets
the
last
word
up
I'll.
Take
that
one
I'll
go
first
sandy,
I
think
for
me.
I,
like
I
said
I've
worked
in
a
lot
of
startups
over
the
years.
I've
worked
in
a
lot
of
large
companies.
I
you
know.
I
think
I
I
like
to
tell
myself.
I
found
my
niche
in
trying
to
get
large
companies
to
behave
and
act
like
more
like
well-funded
startups.
So,
but
one
of
the
things
I've
noticed
that's
one
of
the
stark
differences
between
startups
and
large
companies
is
when
you're
in
a
large
company.
C
C
You
know,
information
radars
are
really
important,
whether
that
be
market
research
or
from
your
business
units,
but
I
truly
feel
that
you
know
when
the
engineers
stay
connected
to
the
impact
of
the
work
and
they're
intimately
aware
of
it.
You
know
they're
more
energized,
they
feel
more
responsible
accountable
and
they
have
a
larger,
much
larger
sense
of
ownership
and
pride
in
their
work.
So
I
think
that's
I
don't
know
how
you
do
it.
A
A
You
need
to
approach
your
business
with
an
agility
mindset
and
ensure
that
you
are
looking
at
it
across
all
facets
of
the
organization,
not
just
within
technology,
and
I
we're
definitely
they
are
now
in
the
very
early
stages.
We
always
had
our
senior
leadership
and
executive
leadership
support
as
we
went
through
our
transformation,
but
you
know
it
hits
you
in
a
number
of
different
ways
I
mentioned.
A
A
I
I
just
cannot
underscore
enough
how
much
it
is
a
core
tenet
of
a
transformation
and
explaining
the.
Why
no
matter
how
many
times
we
felt
like
we
had
communicated
information-
and
oh
remember
we
talked
about
you
know
we
talked
about
this-
we
talked
about.
Why
we're
doing
it?
You
know,
we've
got
a
large
organization
like
this
people
hear
messages
through
their
own
lenses.
A
So
we
had
some.
We
had
some
learnings
on
that
front
and
I
would
say
you
know,
as
I
mentioned
it's
a
business
transformation,
it's
not
just
a
technology
transformation
and
I
think
that's
probably
another
key
thing
that
I
would
you
know
if
we,
if
we
were
back
in
2014,
we
started
in
technology
with
the
support
of
the
business.
I
think
we
would
pivot
a
little
bit
different
and
start
across
the
company
and
really
have
those
partners
beside
us,
because
how
how
they
do
work,
obviously
changes
as
well.
A
The
the
customer
back
mindset
the
test
and
learn
the
you
know
small
releases
along
the
way.
Those
were
changes
for
everybody
involved
with
the
life
cycle,
and
so
it
would
have
it
would
have
like.
I
said
in
hindsight.
I
think
we
could
have
all
started
the
transformation
journey.
A
little
bit
more
simultaneously
versus
technology
got
a
little
bit
out
of
head
to
begin
with
and
then
partnered
our
business
partners
with
us,
and
I
think,
that's
a
general
lesson
for
any
transformation.
Whether
or
not
it's
agility
or
you
know,
business
transformation.
A
You
know
that
that
grounding
and
listening
and
understanding
and
knowing
that
what
we're
doing
is
to
deliver
a
phenomenal
experience
to
our
customers
and
our
associates
and
having
that
help.
In
that
transformation
across
our
partners
is,
is
wonderful.
Now
I
just
wish,
like
I
said
in
hindsight,
we
would
have
started
the
conversations
with
them
right
when
we
were
starting
them.
Internal
on
technology.
B
That's
wonderful
and
you're.
Obviously,
right
angie,
you
can't
change
one
part
of
the
business
and
expect
everyone
else
to
follow,
especially
with
such
a
big
ship.
I
imagine
you
didn't
learn
any
of
this
in
a
vacuum,
there's
probably
a
lot
of
different
inputs.
What
would
you
recommend
if
you
could
only
tell
someone
to
go,
learn
from
one
source
tony
already
mentioned
accelerate,
so
I'm
going
to
hold
you
to
give
me
another
one.
C
I'll
give
andrew
some
time
to
think
about
it.
I
I
don't
know
I
don't
know
if
it's
a
great
place
to
learn
or
not,
but
I'm
a
huge
fan
of
martin
felt
martin
fowler's
twitter
account.
So
if
you
you,
don't
if
you're
not
subscribed
to
that,
I
definitely
recommend
it.
You'll
learn
everything
not
just
agile
transformation.
It's
really
fascinating.
A
I
say
I
would
say
I
loved
talking
to
people
who
have
been
through
it.
I
mean
you
know
not
just
a
variety
of
different
companies
in
a
variety
of
different
industries.
You
know
making
relationships
on
that
front
and
you
know
being
able
to
talk
to
people
that
were
at
different
stages
of
their
maturity.
A
You
know
have
that
community
to
call
on
is
is
one
of
the
key
things
that
agree
the
the
reading
and
some
of
the
individuals
that
tony
mentioned
are
phenomenal
role.
Models
on
this
also,
like
I
said
just
having
those
people
that
you
can,
you
can
pick
up
the
phone
and
say
wait.
What'd
you
do
when
you
ran
into
this
was
was
a
great
resource.
C
I
think
again
being
in
the
position
that
we've
been
we've
had
a
great.
I
personally
had
a
great
opportunity
of
speaking
with
lots
of
other
companies
and
and
that's
been
super
helpful
to
like
build
up
that
community
of
of
peers
trying
to
accomplish
the
same
thing
and
learning
from
each
other
for
sure.
B
Thank
you
both
for
joining
us
today
and
for
sharing
all
these
things
about
your
journey
to
our
audience.
Please
rate
this
session.
Let
us
know
if
you
liked
it.
Let
us
know
if
you
want
to
hear
more,
we
would
love
to
bring
the
home
depot
team
back
and
hear
more
as
they
continue
progressing
on
this
journey.
A
A
Like
go
ahead,
tony
sorry,
I
talked
over
you,
you
know
just
the
only
other
thing
I
would
add
is
just
as
it
was
valuable
to
us
to
be
able
to
phone
a
friend.
You
know
our
our
phones
are
always
open
to
be
that
resource
for
others
that
are
going
through
this
transformation.
I'm
happy
to
happy
to
share
so
really
appreciate
the
opportunity
to
meet
you
alice
and
thanks
for
the
time
today.
Tony.