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DEVOPS, agilité, tests, déploiement, sécurité
Curated by Mickael Ruau
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CNCF Cloud Native Interactive Landscape

Filter and sort by GitHub stars, funding, commits, contributors, hq location, and tweets. Updated: 2019-06-19 04:36:39Z
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What happened to OpenStack? – ÆVA : online

What happened to OpenStack? – ÆVA : online | DEVOPS | Scoop.it

Click h

The project is still quite healthy and is following the usual hype curve: OpenStack is finally mature enough that it’s less interesting to talk about, so it’s understandable that people think something happened.

The folks asking me this question are generally curios and good intentioned, and I think my answer says a lot about my professional background, so even during an interview I indulge in a short ramble.

I know, I know … I should have written about it at the time, but I had other things going on and wasn’t making space in my life to write. So I’ve decided to revisit the topic today. Next time someone asks me, I’ll just point them here 

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E-Shaped for High-Performance

E-Shaped for High-Performance | DEVOPS | Scoop.it
When it comes to high-performance, some people argue for “I”-shaped people. Others argue for “T”-shaped people. But there is a great argument that the key to high-performance is actually to be an “E”-shaped person. Are you I-shaped, T-shaped, or E-shaped? E-Shaped, Not T-Shaped for High-Performance I is depth, T is breadth, and E executes (Of …
Mickael Ruau's insight:

4-Es: Experience, Expertise, Exploration, and Execution

According to Sarah Davanzo, “E-shaped” people have a combo of 4 Es: 

“’E-Shaped People’ have a combination of ‘4-E’s’: experience and expertise, exploration and execution.   The last two traits – exploration and execution – are really necessary in the current and future economy.”

Note – If you want to work on your ability to execute, Getting Results the Agile Way is a good way to start (It’s the playbook I wish somebody would have given me long ago.)

Is Your CQ (Curiosity Quotient) the Key to Your Future Success?

According to Sarah Davanzo, your CQ matters more than your IQ and EQ:

“Exploration = curiosity. Innovation and creative problem solving is tied to one’s “curiosity quotient” (CQ). In this day and age of constant change (think: Moore’s Law), one’s CQ is more useful than one’s IQ or EQ.”

Side note – Edward de Bono wrote about how exploring ideas is how to have a beautiful mind.

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The 5 Traits of Real Agile Leadership

The 5 Traits of Real Agile Leadership | DEVOPS | Scoop.it

1. Selfless

Let’s all learn from Mr. Dunn’s leadership and what it means to give away a personal ego for a larger purpose. Despite making millions in the NFL, Mr. Dunn has chosen to invest his good fortune into others…lifting struggling single parents to new heights. What does it take for each of us to give away our personal egos at work, so we can mentor and grow others to become better than us?

2. Courageous

Imagine the level of courage Mr. Dunn showed in 1993 as he faced the loss of his only parent. His newfound Father figure responsibilities would’ve overwhelmed almost anyone, but not Warrick Dunn. He faced the moment with the courage to move forward, and look at where that took his life journey.

Workplace courage pales in comparison, but it’s still an essential element of real leadership in an organization. Exemplifying courage allows you to create conditions where your teammates can speak freely when it matters most. What challenges do you face at work? Are there certain situations where you feel scared to tell the truth? Courage is your ability to confront those fears directly, so you can lead your organization toward its larger goals on a daily basis.

3. Focused

Great leaders inspire others, but this inspiration is razor-focused on a shared purpose – which is the vision & mission of the organization. One look at Mr. Dunn’s charity website and you’ll feel the purpose that it serves. In your organization, great leaders understand how to translate the vision & mission into a focused set of business objectives that people achieve…not because they have to, but because they WANT to.

4. Humble

Mr. Dunn does not garner the spotlight. He celebrates the continued success of his work by deflecting the praise toward his charity’s Board of Directors (who are also quite inspiring people). This is a profound trait of great leaders; the ability to melt behind the scenes as others are celebrated for their success.

5. Masters of Their Craft

Great leaders bring a deep level of skills, knowledge and experience in an organization. Like Mr. Dunn, real leaders have lived in the arena (and might still play in the arena), and they use their knowledge and experience to thoughtfully mentor and grow others toward their full potential.
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A Trick for asking Open-Ended Questions

A Trick for asking Open-Ended Questions | DEVOPS | Scoop.it

1. Assume the answer to your question is “yes” (Do we have anything to share with the other teams?)
2. Ask the follow-up question (What will we be sharing with the other teams?)

Ta-da: easy peasy open-ended question!

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The Ultimate Guide to Implementing Agile Project Management (and Scrum)

The Ultimate Guide to Implementing Agile Project Management (and Scrum) | DEVOPS | Scoop.it
How is Microsoft able to release brand new versions of every single one of their projects every three weeks? Or why can Google update their desktop and mobile applications every week or two while other companies take years? Stories like these are why the cult of Agile project management ha
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Hindsight is 20/20

Hindsight is 20/20 | DEVOPS | Scoop.it
There has been a lot of change in my space in the past year. A lot of it hasn't been managed very well (which creates a lot of 'people noise'). I've been exposed to a number of change management models over the years, including ADKAR and this cool exercise. I quite liked this tool about Levers of Influence…
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Agendashift en 5 principes

Agendashift en 5 principes | DEVOPS | Scoop.it

Si vous voyez de ma part une liste de 5 choses, il y a des chances pour que cela corresponde aux 5 parties d’un workshopAgendashift – Découverte, Exploration, Mapping, Elaboration, Mise en oeuvre – et aux 5 chapitres de la partie 1 du nouveau livre.

Voici donc Agendashift en 5 principes :

  1. Commencez par les besoins
  2. Entendez-vous sur les résultats
  3. Gardez l’agenda du changement visible
  4. Gérez les options, vérifiant les suppositions
  5. Organisez vous pour plus de clarté, de rapidité et de responsabilité mutuelle

Vous pouvez lire ces derniers comme 5 principes de Leadership du Changement du 21ème siècle ou 5 principes d’adaptabilité organisationnelle.

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Learning VM - Try in a downloadable virtual machine with quests

Learning VM - Try  in a downloadable virtual machine with quests | DEVOPS | Scoop.it
Take Puppet for a test drive in a free, downloadable virtual machine, and learn how it works in a series of fun quests. The Puppet Learning VM is an interactive tutorial that will let you explore the technology and Puppet language in depth, so you can learn how to get started with Puppet or level up your skills.
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NLP Patterns and Practices for High-Performance Teams and Achievers –

NLP Patterns and Practices for High-Performance Teams and Achievers – | DEVOPS | Scoop.it

NLP (Neuro-Linguistic Programming) has popularized the use of outcomes over the years to help people achieve better results.   You can think of NLP as a way to model excellence and replicate it from one person to another.  It’s a way to program your mind, body, and emotions using advanced skills for high-performance.   (Tip – if you don’t’ program yourself, somebody else will.)

Imagine if you could model what the most successful people think, feel, and do, and get that on your side.

Mickael Ruau's insight:

Patterns and Practices for High-Performance and Personal Development

What most people don’t know about NLP is that it’s been an effective tool for years for building a great big body of knowledge around high-performance patterns for individuals, teams, and leaders.  The NLP framework provides a way to capture and share very detailed patterns of behavior that help people improve their performance.  Whether you want to improve your leadership skills, or your relationship skills, or whatever, there is a bountiful catalog of very specific patterns that help you do that. 

And, the beauty of patterns in NLP is that they tend to be very prescriptive, very specific, and easy to follow and try out.  This makes it easy to test and adapt until you find what works for you.  (I’m a fan of don’t take things at face value – test them for yourself and judge from results.  I’m also a fan of Bruce Lee’s timeless wisdom: “Absorb what is useful, Discard what is not, Add what is uniquely your own.")

One of the best books I’ve found is the book, The Big Book of NLP Techniques, by Shlomo Vakni.   Surprisingly, it actually delivers what it says on the cover.  There’s more than 350 patterns at your fingertips.   I wrote about one of the patterns, Well-Defined Outcomes, in my post on How To Set Better Goals with Well-Defined Outcomes.   You need to see it to believe it.  It really is detailed, so if you’ve ever struggled with setting goals, this might be your big breakthrough.

The Big Breakthrough in Goal Setting

Here’s the real breakthrough though in goal setting.  Aside from making sure you have goals that inspire you, and that they are aligned with what you really want, the power of the goal is ultimately in moving you in the right direction.   It’s not a perfect or precise path where you can simply do A and get B.   In fact, the irony is, that if you really want B, your best strategy is to first act as if you already have B.   This will help you think, feel, and act from a more effective perspective so that your actions come from the right place, and help you produce more effective results (or at least guide you in the right direction).

That’s why you often here people say that you have to BE-DO-HAVE, not HAVE-DO-BE.   With HAVE-DO-BE, the idea is when you get what you want, then you’ll start doing the things that go with it, and finally you’ll act the part.   This is like saying that you won’t show up like a leader or act like a leader until somebody appoints you in a leadership role.   This creates a negative loop, since why should anybody put you in a role that you don’t act the part.

The right thought pattern is BE-DO-HAVE because then your thoughts, feelings, and actions support your end results.

Are you acting like what you want? 

If you’re not getting what you want, what does your feedback tell you to change?

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Prenez de meilleures décisions avec le Nemawashi

Le Nemawashi et le management traditionnel Avec le management traditionnel :

* Les projets sont définis par la direction et sont mis en œuvre par les différents échelons de votre entreprise.

* Les décisions importantes sont prises en considérant principalement la voix de la direction.

* L’écoute des autres opinions est perçue comme une étape qui retarde le passage à l’action.

 

Avec le Nemawshi :

* Les décisions sont prises au *niveau opérationnel* et remontent ensuite votre *structure organisationnelle* .

* Les décisions sont le fruit d’un consensus où toutes les opinions sont considérées.

* L’écoute des autres opinions est perçue comme un gage de qualité qui améliore la décision qui sera prise.

 

Mickael Ruau's insight:

En japonais, Nemawashi signifie « tourner autour des racines » en référence aux soins qu’il faut apporter aux racines d’un arbre quand vient le temps de le planter. Le Nemawashi est un processus de communication visant à écouter et à prendre en compte les opinions d’un maximum de *parties prenantes* pour formuler votre décision.

(...)

Les 5 étapes du Nemawashi

1. Faites une *analyse des parties prenantes* .

2. Déterminez vos *cercles d’influence* et consultez les parties prenantes qui font partie de vos cercles de contrôle et d’influence.

3. Faites remonter les opinions et les préoccupations que vous avez recueillies à la direction.

4. Utilisez le *processus de pensée A3* pour définir et planifier la mise en œuvre de votre décision.

5. Utilisez également l’A3 pour communiquer la décision aux parties prenantes. Vous fermerez ainsi la boucle de communication.

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Translate Abstract Strategy Into Concrete, Measurable Actions

Translate Abstract Strategy Into Concrete, Measurable Actions | DEVOPS | Scoop.it
The combination of integrated business planning and the balanced scorecard enables companies to connect long-term strategic priorities with short-term actions.

Via Emeric Nectoux
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Solving reliability fears with service level objectives (Google)

Solving reliability fears with service level objectives (Google) | DEVOPS | Scoop.it
Solving reliability fears with service level objectives (Google)
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Fabric (topologie) — Wikipédia

Fabric (topologie) - Wikipédia

Le terme de " fabric " est utilisé dans le domaine des télécommunications, mais surtout dans le domaine des réseau de stockage SAN en protocole Fibre Channel, ainsi que dans les réseaux haut-débit dont Infiniband.

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How We Failed at OpenStack - Packet Bare Metal Cloud Hosting Platform

How We Failed at OpenStack - Packet Bare Metal Cloud Hosting Platform | DEVOPS | Scoop.it
VP of Platforms Dave Laube shares Packet's experience with OpenStack & how the company went about building its modern bare metal cloud hosting platform.
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7 common mistakes when starting with Scrum –

Starting your first sprint is like starting a fire: it is much harder to start than to keep going. So what is the best way to start your first sprint? When lighting a fire, how you place and stack…
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Le Design Sprint, pourquoi l’essayer et comment l’adopter ?

Le Design Sprint, pourquoi l’essayer et comment l’adopter ? | DEVOPS | Scoop.it
Le Design Sprint est une approche de prototypage d'un service ou business en 2 ou 5 jours qui permet d'avancer vite et de lever des hypothèses sur une idée.
Mickael Ruau's insight:

 

Les avantages du Design Sprint

Pour résumer mon propos d’hier, c’est une démarche packagée inspirée de l’agilité et du Design Thinking qui offre comme avantages :

  • Démarche collective de résolution de problèmes ou de proposition de solutions
  • Résultats rapides sur la poursuite du produit ou le pivot
  • Immersion totale dans le projet de la part de tous les acteurs pour faire connaissance et s’impliquer

 

La vidéo de la conférence

Le support de la conférence

Quelques liens

La page de Google Ventures sur le Design Sprint 
Des REX sur les Design Sprints
Un MOOC sur les Design Sprints (Udacity)

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re:Work - Changing the change rules at Google

re:Work - Changing the change rules at Google | DEVOPS | Scoop.it
At Google, change is constant. But how we managed and messaged change wasn’t always working. So we developed a simple framework to rethink reorgs and it starts by asking “Do we even need this change?”
Mickael Ruau's insight:

 

But once you decide to make a change, how do you make it stick? When we use this framework, we do three things to “give legs” to change efforts and improve outcomes:

  1. Start with the “why” and “what.” As one of our leaders said, “Change is constant, but this framework allows us to test and clarify strategic business decisions before they are finalized.”
  2. Go slow to go fast. As early as possible, involve employees in creating solutions, rather than just sharing decisions, and you’ll front load the toughest conversations and make it easier to bring everyone along.
  3. Commit to landing, not just launching. Be sure you’re focused on effecting the change, not just announcing it. This will serve you in the long term because for more and more industries, change is constant.
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How To Build a Web Startup – Lean LaunchPad Edition

How To Build a Web Startup – Lean LaunchPad Edition | DEVOPS | Scoop.it

Here’s the step-by-step process we suggest our students use in our Lean LaunchPad classes.

  1. Set up the logistics to manage your team
  2. Craft company hypotheses
  3. Write a value proposition statement that other people understand
  4. Set up the Website Logistics
  5. Build a “low-fidelity” web site
  6. Get customers to the site
  7. Add the backend code to make the site work
  8. Test the “problem” with customer data
  9. Test the “solution” by building the “high-fidelity” website
  10. Ask for money

(Use the Startup Tools Page as the resource for tool choices)

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Lean Startup d’Eric Ries - les idées fortes du livre

Lean Startup d’Eric Ries - les idées fortes du livre | DEVOPS | Scoop.it
Si vous avez le bon processus, vous pouvez réussir votre startup. Ce n’est pas la chance ou une bonne idée…
Mickael Ruau's insight:

L’apprentissage validé est la systématique empirique qui permet de valider les vérités sur ce que les clients valorisent le plus et qui sont cruciaux pour la startup. Il s’agit, là aussi, d’itérations poussées d’expérimentations rapides pour connaître le bénéfice client le plus porteur. Chaque produit, chaque caractéristique, chaque campagne marketing est une expérimentation destinée à obtenir des connaissances validées. 

Pour en lire plus: https://www.strategemarketing.com/?p=2161

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Why Some Business Models Are Better Than Others —

Why Some Business Models Are Better Than Others — | DEVOPS | Scoop.it
Long-term differentiation from competitors is increasingly difficult with products and services. But what if you could design business models that outperformed your competition? In this post we offer you 7 ways to improve your business model.
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#NoStandup - Remote Team Collaboration Patterns

#NoStandup - Remote Team Collaboration Patterns | DEVOPS | Scoop.it

What happens when each team-member of your team works from a remote location (possibly from a different time-zone and country).

Mickael Ruau's insight:

For some well-functioning teams, stand-up becomes waste as either standup provides the information you already know or you need to talk offline anyways.

Also as people pair-up and pass-on the baton quite often, stand-ups become waste.

Question: How does #NoStandup work for a completely remote team?

Answer: Some teams use checking-in and checking-out as the replacement of standup. Sample here:

  • If you come to the room, you type “It’s me checkin in. I am ready to get to the work.” With that, someone already working asks for pairing up. If not, you pick a task and start working (explain, what exactly are you going to do) and wait for another pair.
  • At the end of the day, you explain what exactly you did or accomplished? This way, people know that you are there and you are working and focusing on something

Question: Interesting. How does the information exchange happen in the absence of daily Scrum?

Answer: Information exchange happens through asynchronous handover of the information through Slack or similar tool.

Question: Daily Scrum helps in assessing where we are in the sprint on daily basis. How does that work in this case?

Answer: Mature remote teams have short (weekly) sprints. So even if you slip, slippage is not that much as feedback cycle is very short.

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Frugalité : Et si faire mieux avec moins devenait une compétence ?

Frugalité : Et si faire mieux avec moins devenait une compétence ? | DEVOPS | Scoop.it


Pour réusir à faire de la frugalité une vraie source de performance, quelques conditions sont nécessaires :

Inciter chacun à travailler dans son champ de responsabilité : Là où j’ai la main, ou à défaut un réelle capacité d’influence.
Développer l’ouverture d’esprit et la créativité en poussant son équipe (individuellement et collectivement) à se demander continuellement ce qu’elle peut faire pour travailler de manière plus efficace.
Considérer le mieux comme l’ennemi du bien, ne pas chercher la perfection, tester les bonnes idées sans attendre.

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How To Use The GROW Coaching Model

The GROW coaching model is widely accepted as one of the most effective coaching models to use. Here's how to use it in a nutshell!
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