DevOps World | Jenkins World 2019 Lisbon

You've done Agile, you've done DevOps, what's next ? …More Agile, more DevOps and a dose of VSM. Yes, because industry data shows we've only scraped the surface of Agile and DevOps, we've only  cautiously moved "safe", while leading organizations are on to the next phase with more modern Agile delivery models like Spotify. However, more is needed. To accelerate your  Agile+DevOps journey you need to prove to your stakeholders and business that the effort is worth the value, and that is where VSM comes in.
In this speech Forrester analyst Diego Lo Giudice will share latest trends on Agile+DevOps and how VSM helps scale transformations by giving stakeholders what they need: visibility to understand their delivery pipelines, where delivery is accelerating business value,  where waste is accumulating and how teams are performing. While VSM is still in its infancy, it's the right time to adopt it. In this presentation Forrester will cover
1.       Agile and DevOps latest market trends 
2.       Why enterprises love the spotify Agile "music"
3.       Why and how VSM elevates your delivery to business needs

Jorge Juan Arandilla will discuss BBVA's digital transformation journey from a complex, disconnected engineering operation and competitive culture to an optimized, standardized collaborative team that tackles and achieves company goals. Arandilla will share details of how complexity, speed and security challenges were addressed, the tools that were adopted to support employee growth and propel change, and ultimately, the results that have been achieved to date.

Welcome to the new school where DevOps thinking has escaped the scrum room and is influencing every department to automate for efficiency, collaborate tightly and deliver value continuously.  

It isn't easy and it's certainly not painless. Shawn Ahmed, CloudBees vice president of product marketing, pulls no punches sharing the challenges he's faced and successes he fought for in seeking a DevOps transformation.

If you believe your company needs that kind of change, Shawn is your coach; he will inspire you to get into the ring and fight for the future of innovation.

Skills transformation is a key factor in digital transformation particularly as it relates to the evolution of the specialist into the T-shaped, multi-dimensional IT professional.

Identifying the stem of the T (the deep core competency) is easy for most practitioners and hiring managers. But, what should we look for or acquire in the Top of the T (the breadth of skills)? Process and functional skills, soft skills, technical skills and automation tool knowledge? And which ones are the most important to prepare for recruiting or for getting hired?

The DevOps Institute fielded the 2019 Upskilling: Enterprise DevOps Skills Report based on a global community survey that was completed by more than over 1,600 individuals from various geographies, company sizes, and roles. The data was supplemented by interviews with several senior IT leaders, recruitment companies and others involved in the skilling and hiring of DevOps professionals.

This session will be co-presented by Jayne Groll, CEO of the DevOps Institute and Eveline Oehrlich, Chief Research Analyst for the Upskilling report. Together, they will share key findings from the report, including insights on:

• DevOops adoption maturity within the sample group
• Hiring plans
• Recruitment challenges
• Job titles
• A breakdown and ranking of process, soft, functional and technical skills

In the constant flux of software development, everyone involved in creating new technologies and features must adapt to changes or be left behind. One obstacle facing professional development is lack of support and/or guidance from management. According to a recent survey by Robert Half Finance & Accounting, only 26% of employers allow their employees to attend continuing professional education courses during business hours. However, all is not lost. Change can come from within rather than management. Employees can take the reins of continuous improvement and generate positive change for themselves and their organization.

In this session, attendees will learn how to implement a robust continuous improvement curriculum that can be integrated into an organization's culture -- one training class, one conference, one professional group at a time.

At Jenkins World 2018, Kohsuke Kawaguchi talked about the need to move away from Jenkinsteins, those single-headed monsters that eat all our food (resources) and steal our peace of mind.

Jenkins X, Pipelines as Code, Configuration as Code, Evergreen, and Serverless Jenkins are all important initiatives to achieve modern, fast and reliable software delivery. However… there’s still something we need to talk about and that is team organization for effective continuous integration/continuous delivery.

Should every application team own and maintain their own instances and flavors of Jenkins, since it’s all code now? Or do we still need a Jenkins admin team to handle Jenkins for everyone in the department/org so they only have to worry about their own pipelines and nothing else? Or something else, like a CI/CD platform providing out-of-the-box solutions that can be customized by application teams to fit their specific needs? The answer, as you probably guessed, is: it depends!

But just like we are advancing our tools to become easier to install, run and update, we also need to think about how to design our teams and responsibilities for transparency and ownership of both the CI/CD system (it’s actually a product) itself and the application pipelines.

This talk draws on research and case studies from the book Team Topologies by Matthew Skelton and Manuel Pais (IT Revolution Press, 2019) together with first-hand consulting experience from the authors with organizations around the world.

Key takeaways:

1. Moving to fast, distributed, and reliable CI/CD systems is not just a matter of better tooling, but also clearer team design and responsibilities.

2. With “everything as code” for CI/CD, application teams can be empowered to own their CI/CD chains if they wish. But with great power comes great responsibility. We need to consider the teams’ cognitive capacity as well as organization size (which btw might change quickly).

3. By applying four fundamental topologies and three interaction modes from Team Topologies, we can describe different ways to split responsibility for our CI/CD system and decide which one best matches the organization and teams’ needs.