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DEVOPS, agilité, tests, déploiement, sécurité
Curated by Mickael Ruau
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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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How to Reduce Tech Debt: A Practical Guide - DZone Agile

How to Reduce Tech Debt: A Practical Guide - DZone Agile | DEVOPS | Scoop.it
A discussion on the phenomenon of technical debt, how development teams incur technical debt, and what development/Scrum teams can do to get rid of tech debt.
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Developing New Features vs Resolving Technical Debt

The thing is that if you are too ignorant about your technical debt, soon enough you will realize that it is too late to start dealing with it.

Marty Cagan is describing it very well in his book “Inspired”. In this book, you can learn how technical debt almost destroyed unicorns like e-Bay.

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Lorsque j'étais chez Toyota, nemawashi était un terme aussi commun que kaizen — Wiki Agile du @GroupeCESI

Lorsque j'étais chez Toyota, nemawashi était un terme aussi commun que kaizen — Wiki Agile du @GroupeCESI | DEVOPS | Scoop.it

Les Japonais utilisaient souvent des métaphores comme "préparer le sol" ou "creuser autour des racines" pour réussir une plantation ou une transplantation, certains disaient aussi "poser les fondations". Je le décris souvent comme obtenir un consensus ou obtenir le soutien des autres, partager des idées, ENGAGER et impliquer les personnes dans un processus centré la plupart du temps dans un contexte PDCA (Plan Do Check Act).

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TechnicalDebtQuadrant

TechnicalDebtQuadrant | DEVOPS | Scoop.it
People argue about whether some kinds of bad code count as Technical Debt. I prefer to focus on the interest/principal decision, and recognize debt has different causes.
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Agile Retrospectives as a Tool for Team Learning

Agile Retrospectives as a Tool for Team Learning | DEVOPS | Scoop.it

 Retrospectives are used to improve team efficiency so that they can better perform in future projects. For teams that are new to the process, there are simple exercises to help facilitate and simplify the retrospective.

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Après le Cygne Noir, Taleb frappe encore avec Antifragile | Start-Up

Après le Cygne Noir, Taleb frappe encore avec Antifragile | Start-Up | DEVOPS | Scoop.it
Même ses mathématiques sont simples. Sa définition de la convexité est un peu étrange mais je l’ai trouvé intéressante (j’enseigne l’optimisation convexe, et vous l’ignorez sans doute, c’était le sujet de ma thèse de doctorat!). Un exemple de pensée abrupte mais finalement profonde: « La prise de décision est basée sur les gains, et non pas sur la connaissance. » [Page 337]

L’inégalité de Jensen est intéressante [Pages 342, 227 – Jensen était un mathématicien amateur !] – la transformation convexe d’une moyenne est inférieure ou égale à la moyenne après transformation convexe. Elle est majeure dans les raisonnements de Taleb. De même sa comparaison de l’individu (concave, nous mourons) et du collectif (convexe, antifragile, bénéficie des échecs individuels). Ainsi, la prise de risque est bonne pour la collectivité s’il y a des mécanismes d’assurance. La prise de risque + l’assurance face à la spéculation sans valeur ajoutée.

« Simplement, les faibles probabilités sont convexes aux erreurs de calcul. On a besoin d’un paramètre, appelé écart-type, mais l’incertitude sur l’écart-type a pour effet d’augmenter des faibles probabilités. Les probabilités de plus en plus petites nécessitent plus de précision dans les calculs. En fait, les faibles probabilités sont incalculables, même si nous avons le bon modèle – ce que bien sûr nous n’avons pas. » [Taleb oublie de mentionner Poincaré que pourtant il citait dans le Cygne Noir, mais peu importe. ]
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The «20% Rule» of Thriving Technology Organizations

The «20% Rule» of Thriving Technology Organizations | DEVOPS | Scoop.it
Slack time is vital to growth
Mickael Ruau's insight:

The following is an excerpt from the The DevOps Handbook, a massive hit and must-read for everyone involved in decision making within a technology organization².

After the near-death experience of eBay in the late 1990s, Marty Cagan, author of Inspired: How To Create Products Customers Love, the seminal book on product design and management, codified the following lesson:

The deal [between product owners and] engineering goes like this: Product management takes 20% of the team’s capacity right off the top and gives this to engineering to spend as they see fit. They might use it to rewrite, re-architect, or re-factor problematic parts of the code base…whatever they believe is necessary to avoid ever having to come to the team and say, ‘we need to stop and rewrite [all our code].’ If you’re in really bad shape today, you might need to make this 30% or even more of the resources. However, I get nervous when I find teams that think they can get away with much less than 20%.

 

Cagan notes that when organizations do not pay their “20% tax,” technical debt will increase to the point where an organization inevitably spends all of its cycles paying down technical debt. At some point, the services become so fragile that feature delivery grinds to a halt because all the engineers are working on reliability issues or working around problems.

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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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11 Strategies for Dealing With Technical Debt –

I was recently asked how is technical debt addressed in Disciplined Agile Delivery (DAD), a very important question.  Because DAD promotes a full, explicit delivery lifecycle there are many opportu…
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How To Prepare Your Employee To Become Scrum Master

How To Prepare Your Employee To Become Scrum Master | DEVOPS | Scoop.it
A straight to the point tips in preparing your employees to become Scrum Master. Completed with the obstacles you might faced and tips on how to handle it.
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Scrum Anti-Patterns Disrupting Team Flow

Scrum Anti-Patterns Disrupting Team Flow | DEVOPS | Scoop.it
The Team is in the middle of a Sprint, but the Product Owner has discovered unplanned work and interrupts their flow mid-Sprint to deal with it because it’s now “high-priority.” How should a ScrumM…
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Three Tips for Managing Technical Debt: While Maintaining Developer Velocity (and Sanity)

To wrap it up, here are some tips we learned the hard way for managing technical debt:

  1. Remember to always be cognizant of the problem. Continuously assess the current status vs. the risk of migrating to newer systems and technologies, and do not postpone the migration indefinitely. The longer it is postponed, the greater the debt will increase, and the problem will become much more difficult to manage and much more threatening to the core business. When legacy code is known to generate many bugs and issues on an ongoing basis, and touching the code can lead to weeks of labor just to repair problems, you will need to start planning how to migrate to new technologies.
  2. Do not be afraid to write code knowing that it is only an interim solution, and will be tossed out in a few months. This is part and parcel to building a more long-term and robust solution. Many times, we need to have a bridge between two technologies, to be able to maintain our SLAs, and business continuity. This is an example of behavior that relates to technical debt in Martin Fowler’s terms of loan and interest, when the goal is essentially important enough to deal with the ‘interest’ later.
  3. Always remember to reward and even celebrate the success of engineers who focus on reducing technical debt, even more than the release of new features. Give the challenge of managing legacy code to senior engineers, who will take ownership of mission-critical parts of the system that directly affect customers and production, and ensure that it is perceived as a vote of confidence and seniority — which is part of the engineering culture you create.
Mickael Ruau's insight:

 Another mistake many companies make is to give the job of managing a legacy applications to a junior developer — and this is a gross miscalculation. Technical debt and legacy applications need to be managed by senior engineers who have a good understanding the entire system as a whole, and how even minor changes made to complex code can affect other mission-critical services.

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Deux Jeux Triangulaires

Deux Jeux Triangulaires | DEVOPS | Scoop.it
Pour illustrer, il s’agit ici de deux jeux de manipulation courants, connus sous les noms de Battez-vous et de Tribunal. Ces deux jeux présentent une architecture particulière. Par ailleurs, ils semblent souvent se manifester au sein des mêmes environnements. Cela peut nous amener à conclure qu’ils sont souvent mis en œuvre par les mêmes personnes au sein de situations relationnelles complémentaires. Ci dessous, ces deux jeux serviront à la fois comme exemples et véhicules pratiques pour explorer quelques éléments concernant les liens intimes entre

les stratégies de gagnants
les jeux de perdants

en proposant des exemples pratiques à la fois individuels, pour des groupes et au sein d’organisations.

Le propos de ce texte est surtout d’élucider comment le concept de jeu décrit un processus qui peut être décliné de façon équivalente à la fois dans sa dimension négative communément acceptée et dans une dimension complémentaire résolument positive et constructive. Si nous abordons ci-dessous ces deux exemples de jeu, c’est aussi afin d’approfondir cette dimension positive foncièrement omniprésente dans la dynamique de jeu de manipulation.
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Four MORE Questions Scrum Masters Should Be Asking ·

Four MORE Questions Scrum Masters Should Be Asking · | DEVOPS | Scoop.it
ast year, I posted the original four questions that every good Scrum Master should be asking. With a few more months under our belt and having the opportunity to observe 12 product teams with 7 Scrum Masters every day, I have been able to glean four more questions for Scrum Masters to be asking themselves. I’m sure there will be more to come…if you have any to contribute, feel free to add yours!
Mickael Ruau's insight:

 

Are there too many things “in progress” on my team?
As teams become more comfortable and confident with the methodology and each other, they may start looking for ways to become even more efficient. One way I have seen this manifest is by attempting to work on many stories at the same time. This approach may appear to work until the first sprint review session happens when the highest priority story is not accepted by the product owner but progress was made on all of the stories. Remind and coach the team to focus on one story at a time, get it done, and keep the product owner happy. Perhaps bring a little Kanban WIP limit into the team…

Are partnerships and relationships improving?
We have all used “individuals and interactions over processes and tools” from the Agile Manifesto to explain a key difference between Agile and other methodologies. So how is your team really doing at interacting together? Always be observing and assessing the current interactions on your team and look for small cracks that may turn into crevices. Hold workshops and exercises with developers and testers, developers and site operations, testers and product owners, architects and product owners. Intentionally work with them to improve how well they work together – don’t leave anything to chance.

Has your team experienced being “in flow” yet?
A couple weeks ago I was able to witness a team that had been struggling for many months with Agile practices turn the corner and start experiencing flow. You know it when you see it – a new level of movement, energy, laughter, togetherness, bonding, productivity. It’s hard to pinpoint exactly what triggered this turn of events but I believe a key component to bringing a team into flow is persistence. If a team is making incremental improvements then put the hours and effort in to coach, trust the methodology, and let them be. Leaders will often times want to break a struggling team up too early so if you still have faith in your team, do every thing you can to keep this from happening.

And most importantly, am I keeping myself healthy?
The role of a full-time Scrum Master is not easy. Coach, mentor, psychologist, referee, arts and craft sherpa, team mom, team dad…the typical Scrum Master spends much more time thinking about others than themselves. With so much energy spent on serving others every day it’s very easy to lose focus on our own well-being. So, take some time off if you feel like you need it. Try and achieve balance with work and home, eat a little healthier, get enough sleep, and exercise a little. You are worth it!

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Technical Debt & Scrum: Who Is Responsible? –

What is the Scrum Guide telling us about this critical problem?
Mickael Ruau's insight:

I believe the Scrum Guide is deliberately vague on the question who is responsible for the technical debt to foster collaboration and self-organization, starting with the Scrum values–courage, and openness come to mind — leading straight to transparency and Scrum’s inherent system of checks & balances.

How to Deal with Technical Debt as a Scrum Team

I am convinced that dealing with technical debt should be a concern of the whole Scrum Team. There are a few proven techniques that will make this task more manageable:

  1. Be transparent about technical debt. Visualize existing technical debt prominently so that everyone is constantly reminded of the nature of your code-base. Also, address technical debt at the Sprint Review events regularly so that the stakeholders are aware of the state of the application.
  2. Use code metrics to track technical debt, for example, cyclomatic complexity, code coverage, SQALE-rating, rule violations. (There are numerous tools available for that purpose.) At least, count the number of bugs.
  3. Pay down technical debt regularly every single sprint. Consider allocating 15 to 20 percent of the Development Team’s capacity each Sprint to handle refactoring and bug fixing. (Learn more: Scrum: 19 Sprint Planning Anti-Patterns.)
  4. Make sure that all tasks related to deal with technical debt are part of the Product Backlog — there is no shadow accounting in Scrum.
  5. Adapt your definition of “Done” to meet your understanding of product quality, for example, by defining code quality requirements that contribute to keeping technical debt at a manageable level in the long run.
  6. Create a standard procedure on how to handle experiments that temporarily will introduce technical debt to speed up the learning in a critical field.

In my experience, dealing with technical debt becomes much simpler when you consider transparency to be the linchpin of any useful strategy.

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