Soumettre la recherche
Mettre en ligne
Applied tactics for your transformation
•
1 j'aime
•
302 vues
Stuart Charlton
Suivre
DellEMC World 2017 talk on digital transformation
Lire moins
Lire la suite
Technologie
Signaler
Partager
Signaler
Partager
1 sur 82
Télécharger maintenant
Télécharger pour lire hors ligne
Recommandé
ARC's Dick Hill's Creating Value Through Collaboration Presentation at ARC's ...
ARC's Dick Hill's Creating Value Through Collaboration Presentation at ARC's ...
ARC Advisory Group
Agile enterprise architecture
Agile enterprise architecture
Scott W. Ambler
Service Leadership’s 9 Guiding Principles: Keys to Successful Change, an ITSM...
Service Leadership’s 9 Guiding Principles: Keys to Successful Change, an ITSM...
ITSM Academy, Inc.
Real life with Oracle's JD Edwards Applications in the Cloud
Real life with Oracle's JD Edwards Applications in the Cloud
Velocity Technology Solutions
JD Edwards in the Cloud - Flipbook: What are your peers doing?
JD Edwards in the Cloud - Flipbook: What are your peers doing?
ManageForce
ITSM Roles in an Agile and DevOps World, an ITSM Academy Webinar
ITSM Roles in an Agile and DevOps World, an ITSM Academy Webinar
ITSM Academy, Inc.
How to become a great DevOps Leader, an ITSM Academy Webinar
How to become a great DevOps Leader, an ITSM Academy Webinar
ITSM Academy, Inc.
Next-generation Desktop and App Delivery with XenDesktop 7 and Microsoft Syst...
Next-generation Desktop and App Delivery with XenDesktop 7 and Microsoft Syst...
Citrix
Recommandé
ARC's Dick Hill's Creating Value Through Collaboration Presentation at ARC's ...
ARC's Dick Hill's Creating Value Through Collaboration Presentation at ARC's ...
ARC Advisory Group
Agile enterprise architecture
Agile enterprise architecture
Scott W. Ambler
Service Leadership’s 9 Guiding Principles: Keys to Successful Change, an ITSM...
Service Leadership’s 9 Guiding Principles: Keys to Successful Change, an ITSM...
ITSM Academy, Inc.
Real life with Oracle's JD Edwards Applications in the Cloud
Real life with Oracle's JD Edwards Applications in the Cloud
Velocity Technology Solutions
JD Edwards in the Cloud - Flipbook: What are your peers doing?
JD Edwards in the Cloud - Flipbook: What are your peers doing?
ManageForce
ITSM Roles in an Agile and DevOps World, an ITSM Academy Webinar
ITSM Roles in an Agile and DevOps World, an ITSM Academy Webinar
ITSM Academy, Inc.
How to become a great DevOps Leader, an ITSM Academy Webinar
How to become a great DevOps Leader, an ITSM Academy Webinar
ITSM Academy, Inc.
Next-generation Desktop and App Delivery with XenDesktop 7 and Microsoft Syst...
Next-generation Desktop and App Delivery with XenDesktop 7 and Microsoft Syst...
Citrix
Agile Enterprise Architecture? Oxymoron or Savior?
Agile Enterprise Architecture? Oxymoron or Savior?
Agile Software Community of India
The Importance of Monitoring for ITSM and DevOps
The Importance of Monitoring for ITSM and DevOps
ITSM Academy, Inc.
Enhancing clean architecture: 2 n-dimensional layers
Enhancing clean architecture: 2 n-dimensional layers
Valentin-Tudor Mocanu
Don't estimate - forecast
Don't estimate - forecast
Martin Aspeli
Hans Eckman: 7 Agile and DevOps Insights I Wish I Knew Earlier
Hans Eckman: 7 Agile and DevOps Insights I Wish I Knew Earlier
Edunomica
Implementing Cloud-Based DevOps for Distributed Agile Projects
Implementing Cloud-Based DevOps for Distributed Agile Projects
TechWell
Build, Buy or Ally: Joe Deklic, Cisco Canada
Build, Buy or Ally: Joe Deklic, Cisco Canada
ASAP Toronto Chapter
Agile at The Open Group Conference
Agile at The Open Group Conference
Capgemini
Lean Principles
Lean Principles
aboobier
The Keys To A Successful Identity And Access Management Program: How Does You...
The Keys To A Successful Identity And Access Management Program: How Does You...
Dell World
Putting the Pro in Process Design with Donna Knapp - an ITSM Academy Webinar
Putting the Pro in Process Design with Donna Knapp - an ITSM Academy Webinar
ITSM Academy, Inc.
Intro to Agile and Lean Software Development
Intro to Agile and Lean Software Development
Aleksejs Truhans
RES Software
RES Software
RES Software Nederland
ASAS 2015 - Benito de Miranda
ASAS 2015 - Benito de Miranda
Avisi B.V.
Dell EMC Word 2017 - DevOps & ITIL
Dell EMC Word 2017 - DevOps & ITIL
Matt Schneider
Does Agile EA Equal Agile Plus EA?
Does Agile EA Equal Agile Plus EA?
Jason Bloomberg
Build Buy Partner
Build Buy Partner
Ravi Kumar
Business Value of Agile Methods: Using Return on Investment
Business Value of Agile Methods: Using Return on Investment
David Rico
Industry Perspective: DevOps - What it Means for the Average Business
Industry Perspective: DevOps - What it Means for the Average Business
Michael Elder
One year as a lean (transition) CIO
One year as a lean (transition) CIO
Operae Partners
The Dual-Track Agile UX Process at Dell EMC
The Dual-Track Agile UX Process at Dell EMC
uxpin
The new dominant companies are running on data
The new dominant companies are running on data
SnapLogic
Contenu connexe
Tendances
Agile Enterprise Architecture? Oxymoron or Savior?
Agile Enterprise Architecture? Oxymoron or Savior?
Agile Software Community of India
The Importance of Monitoring for ITSM and DevOps
The Importance of Monitoring for ITSM and DevOps
ITSM Academy, Inc.
Enhancing clean architecture: 2 n-dimensional layers
Enhancing clean architecture: 2 n-dimensional layers
Valentin-Tudor Mocanu
Don't estimate - forecast
Don't estimate - forecast
Martin Aspeli
Hans Eckman: 7 Agile and DevOps Insights I Wish I Knew Earlier
Hans Eckman: 7 Agile and DevOps Insights I Wish I Knew Earlier
Edunomica
Implementing Cloud-Based DevOps for Distributed Agile Projects
Implementing Cloud-Based DevOps for Distributed Agile Projects
TechWell
Build, Buy or Ally: Joe Deklic, Cisco Canada
Build, Buy or Ally: Joe Deklic, Cisco Canada
ASAP Toronto Chapter
Agile at The Open Group Conference
Agile at The Open Group Conference
Capgemini
Lean Principles
Lean Principles
aboobier
The Keys To A Successful Identity And Access Management Program: How Does You...
The Keys To A Successful Identity And Access Management Program: How Does You...
Dell World
Putting the Pro in Process Design with Donna Knapp - an ITSM Academy Webinar
Putting the Pro in Process Design with Donna Knapp - an ITSM Academy Webinar
ITSM Academy, Inc.
Intro to Agile and Lean Software Development
Intro to Agile and Lean Software Development
Aleksejs Truhans
RES Software
RES Software
RES Software Nederland
ASAS 2015 - Benito de Miranda
ASAS 2015 - Benito de Miranda
Avisi B.V.
Dell EMC Word 2017 - DevOps & ITIL
Dell EMC Word 2017 - DevOps & ITIL
Matt Schneider
Does Agile EA Equal Agile Plus EA?
Does Agile EA Equal Agile Plus EA?
Jason Bloomberg
Build Buy Partner
Build Buy Partner
Ravi Kumar
Business Value of Agile Methods: Using Return on Investment
Business Value of Agile Methods: Using Return on Investment
David Rico
Industry Perspective: DevOps - What it Means for the Average Business
Industry Perspective: DevOps - What it Means for the Average Business
Michael Elder
One year as a lean (transition) CIO
One year as a lean (transition) CIO
Operae Partners
Tendances
(20)
Agile Enterprise Architecture? Oxymoron or Savior?
Agile Enterprise Architecture? Oxymoron or Savior?
The Importance of Monitoring for ITSM and DevOps
The Importance of Monitoring for ITSM and DevOps
Enhancing clean architecture: 2 n-dimensional layers
Enhancing clean architecture: 2 n-dimensional layers
Don't estimate - forecast
Don't estimate - forecast
Hans Eckman: 7 Agile and DevOps Insights I Wish I Knew Earlier
Hans Eckman: 7 Agile and DevOps Insights I Wish I Knew Earlier
Implementing Cloud-Based DevOps for Distributed Agile Projects
Implementing Cloud-Based DevOps for Distributed Agile Projects
Build, Buy or Ally: Joe Deklic, Cisco Canada
Build, Buy or Ally: Joe Deklic, Cisco Canada
Agile at The Open Group Conference
Agile at The Open Group Conference
Lean Principles
Lean Principles
The Keys To A Successful Identity And Access Management Program: How Does You...
The Keys To A Successful Identity And Access Management Program: How Does You...
Putting the Pro in Process Design with Donna Knapp - an ITSM Academy Webinar
Putting the Pro in Process Design with Donna Knapp - an ITSM Academy Webinar
Intro to Agile and Lean Software Development
Intro to Agile and Lean Software Development
RES Software
RES Software
ASAS 2015 - Benito de Miranda
ASAS 2015 - Benito de Miranda
Dell EMC Word 2017 - DevOps & ITIL
Dell EMC Word 2017 - DevOps & ITIL
Does Agile EA Equal Agile Plus EA?
Does Agile EA Equal Agile Plus EA?
Build Buy Partner
Build Buy Partner
Business Value of Agile Methods: Using Return on Investment
Business Value of Agile Methods: Using Return on Investment
Industry Perspective: DevOps - What it Means for the Average Business
Industry Perspective: DevOps - What it Means for the Average Business
One year as a lean (transition) CIO
One year as a lean (transition) CIO
Similaire à Applied tactics for your transformation
The Dual-Track Agile UX Process at Dell EMC
The Dual-Track Agile UX Process at Dell EMC
uxpin
The new dominant companies are running on data
The new dominant companies are running on data
SnapLogic
Big Data LDN 2017: The New Dominant Companies Are Running on Data
Big Data LDN 2017: The New Dominant Companies Are Running on Data
Matt Stubbs
Big Data LDN 2017: The New Dominant Companies Are Running on Data
Big Data LDN 2017: The New Dominant Companies Are Running on Data
Matt Stubbs
Agile EcoSystem
Agile EcoSystem
Gervais Johnson, Advisor
Developing a Modernization Strategy: Evaluating the Options by Chris Koppe
Developing a Modernization Strategy: Evaluating the Options by Chris Koppe
Fresche Solutions
MongoDB World 2018: From Disruption to Transformation: Document Databases, Do...
MongoDB World 2018: From Disruption to Transformation: Document Databases, Do...
MongoDB
Total Economic Impact of Data Virtualization Using Denodo Platform
Total Economic Impact of Data Virtualization Using Denodo Platform
Denodo
Building Your Own Modernization Roadmap - Emmanuel Tzinevrakis
Building Your Own Modernization Roadmap - Emmanuel Tzinevrakis
Fresche Solutions
DevOps for Enterprise Systems : Innovate like a Startup
DevOps for Enterprise Systems : Innovate like a Startup
DevOps for Enterprise Systems
The People Pillar of Cloud Adoption: Developing Your Workforce & Building Dig...
The People Pillar of Cloud Adoption: Developing Your Workforce & Building Dig...
Amazon Web Services
MT01 The business imperatives driving cloud adoption
MT01 The business imperatives driving cloud adoption
Dell EMC World
Where the Warehouse Ends: A New Age of Information Access
Where the Warehouse Ends: A New Age of Information Access
Inside Analysis
Open Group Presentation on MSBI method of creating Enterprise Architecture Co...
Open Group Presentation on MSBI method of creating Enterprise Architecture Co...
Nick Malik
Mendix Essentials Presentatie Gerolf Roovers26/08/2011
Mendix Essentials Presentatie Gerolf Roovers26/08/2011
Mendix
Getting to Approval Faster Through Technology Innovation
Getting to Approval Faster Through Technology Innovation
PAREXEL International
Building the Case for New Technology Have Inspiration, Will Travel ...
Building the Case for New Technology Have Inspiration, Will Travel ...
Society of Women Engineers
DevOps + DataOps = Digital Transformation
DevOps + DataOps = Digital Transformation
Delphix
7 Ways to Maximize ROI on your Digital Experience Investement
7 Ways to Maximize ROI on your Digital Experience Investement
Glenn Kline
Why Business is Better in the Cloud
Why Business is Better in the Cloud
Perficient, Inc.
Similaire à Applied tactics for your transformation
(20)
The Dual-Track Agile UX Process at Dell EMC
The Dual-Track Agile UX Process at Dell EMC
The new dominant companies are running on data
The new dominant companies are running on data
Big Data LDN 2017: The New Dominant Companies Are Running on Data
Big Data LDN 2017: The New Dominant Companies Are Running on Data
Big Data LDN 2017: The New Dominant Companies Are Running on Data
Big Data LDN 2017: The New Dominant Companies Are Running on Data
Agile EcoSystem
Agile EcoSystem
Developing a Modernization Strategy: Evaluating the Options by Chris Koppe
Developing a Modernization Strategy: Evaluating the Options by Chris Koppe
MongoDB World 2018: From Disruption to Transformation: Document Databases, Do...
MongoDB World 2018: From Disruption to Transformation: Document Databases, Do...
Total Economic Impact of Data Virtualization Using Denodo Platform
Total Economic Impact of Data Virtualization Using Denodo Platform
Building Your Own Modernization Roadmap - Emmanuel Tzinevrakis
Building Your Own Modernization Roadmap - Emmanuel Tzinevrakis
DevOps for Enterprise Systems : Innovate like a Startup
DevOps for Enterprise Systems : Innovate like a Startup
The People Pillar of Cloud Adoption: Developing Your Workforce & Building Dig...
The People Pillar of Cloud Adoption: Developing Your Workforce & Building Dig...
MT01 The business imperatives driving cloud adoption
MT01 The business imperatives driving cloud adoption
Where the Warehouse Ends: A New Age of Information Access
Where the Warehouse Ends: A New Age of Information Access
Open Group Presentation on MSBI method of creating Enterprise Architecture Co...
Open Group Presentation on MSBI method of creating Enterprise Architecture Co...
Mendix Essentials Presentatie Gerolf Roovers26/08/2011
Mendix Essentials Presentatie Gerolf Roovers26/08/2011
Getting to Approval Faster Through Technology Innovation
Getting to Approval Faster Through Technology Innovation
Building the Case for New Technology Have Inspiration, Will Travel ...
Building the Case for New Technology Have Inspiration, Will Travel ...
DevOps + DataOps = Digital Transformation
DevOps + DataOps = Digital Transformation
7 Ways to Maximize ROI on your Digital Experience Investement
7 Ways to Maximize ROI on your Digital Experience Investement
Why Business is Better in the Cloud
Why Business is Better in the Cloud
Plus de Stuart Charlton
Cloud Foundry Vancouver Meetup July 2016
Cloud Foundry Vancouver Meetup July 2016
Stuart Charlton
Platform Clouds, Containers, Immutable Infrastructure Oh My!
Platform Clouds, Containers, Immutable Infrastructure Oh My!
Stuart Charlton
The Cloud Foundry Story on OpenStack
The Cloud Foundry Story on OpenStack
Stuart Charlton
Deploying to Production 50+ Times a Day - Calgary Agile Users Group 2015
Deploying to Production 50+ Times a Day - Calgary Agile Users Group 2015
Stuart Charlton
Speeding up enterprises, one deploy at a time - Devopsdays Toronto 2014
Speeding up enterprises, one deploy at a time - Devopsdays Toronto 2014
Stuart Charlton
Linking Data and Actions on the Web
Linking Data and Actions on the Web
Stuart Charlton
I'll See You On the Write Side of the Web
I'll See You On the Write Side of the Web
Stuart Charlton
From Agile Development to Agile Operations (QCon SF 2009)
From Agile Development to Agile Operations (QCon SF 2009)
Stuart Charlton
Designing for the Cloud Tutorial - QCon SF 2009
Designing for the Cloud Tutorial - QCon SF 2009
Stuart Charlton
OOPSLA Cloud Workshop - Designing for the Cloud (Elastra)
OOPSLA Cloud Workshop - Designing for the Cloud (Elastra)
Stuart Charlton
Software Licensing In The Cloud (CloudWorld 2009)
Software Licensing In The Cloud (CloudWorld 2009)
Stuart Charlton
Designing Enterprise IT Systems with REST - QCon San Francisco 2008
Designing Enterprise IT Systems with REST - QCon San Francisco 2008
Stuart Charlton
Cloud Computing and the Next-Generation of Enterprise Architecture - Cloud Co...
Cloud Computing and the Next-Generation of Enterprise Architecture - Cloud Co...
Stuart Charlton
Cloud Computing for Developers and Architects - QCon 2008 Tutorial
Cloud Computing for Developers and Architects - QCon 2008 Tutorial
Stuart Charlton
Oopsla 2007 - The Web: Distributed Objects Realized!
Oopsla 2007 - The Web: Distributed Objects Realized!
Stuart Charlton
Plus de Stuart Charlton
(15)
Cloud Foundry Vancouver Meetup July 2016
Cloud Foundry Vancouver Meetup July 2016
Platform Clouds, Containers, Immutable Infrastructure Oh My!
Platform Clouds, Containers, Immutable Infrastructure Oh My!
The Cloud Foundry Story on OpenStack
The Cloud Foundry Story on OpenStack
Deploying to Production 50+ Times a Day - Calgary Agile Users Group 2015
Deploying to Production 50+ Times a Day - Calgary Agile Users Group 2015
Speeding up enterprises, one deploy at a time - Devopsdays Toronto 2014
Speeding up enterprises, one deploy at a time - Devopsdays Toronto 2014
Linking Data and Actions on the Web
Linking Data and Actions on the Web
I'll See You On the Write Side of the Web
I'll See You On the Write Side of the Web
From Agile Development to Agile Operations (QCon SF 2009)
From Agile Development to Agile Operations (QCon SF 2009)
Designing for the Cloud Tutorial - QCon SF 2009
Designing for the Cloud Tutorial - QCon SF 2009
OOPSLA Cloud Workshop - Designing for the Cloud (Elastra)
OOPSLA Cloud Workshop - Designing for the Cloud (Elastra)
Software Licensing In The Cloud (CloudWorld 2009)
Software Licensing In The Cloud (CloudWorld 2009)
Designing Enterprise IT Systems with REST - QCon San Francisco 2008
Designing Enterprise IT Systems with REST - QCon San Francisco 2008
Cloud Computing and the Next-Generation of Enterprise Architecture - Cloud Co...
Cloud Computing and the Next-Generation of Enterprise Architecture - Cloud Co...
Cloud Computing for Developers and Architects - QCon 2008 Tutorial
Cloud Computing for Developers and Architects - QCon 2008 Tutorial
Oopsla 2007 - The Web: Distributed Objects Realized!
Oopsla 2007 - The Web: Distributed Objects Realized!
Dernier
What Are The Drone Anti-jamming Systems Technology?
What Are The Drone Anti-jamming Systems Technology?
Antenna Manufacturer Coco
Strategize a Smooth Tenant-to-tenant Migration and Copilot Takeoff
Strategize a Smooth Tenant-to-tenant Migration and Copilot Takeoff
sammart93
Boost Fertility New Invention Ups Success Rates.pdf
Boost Fertility New Invention Ups Success Rates.pdf
sudhanshuwaghmare1
TrustArc Webinar - Stay Ahead of US State Data Privacy Law Developments
TrustArc Webinar - Stay Ahead of US State Data Privacy Law Developments
TrustArc
How to Troubleshoot Apps for the Modern Connected Worker
How to Troubleshoot Apps for the Modern Connected Worker
ThousandEyes
Axa Assurance Maroc - Insurer Innovation Award 2024
Axa Assurance Maroc - Insurer Innovation Award 2024
The Digital Insurer
Handwritten Text Recognition for manuscripts and early printed texts
Handwritten Text Recognition for manuscripts and early printed texts
Maria Levchenko
Tata AIG General Insurance Company - Insurer Innovation Award 2024
Tata AIG General Insurance Company - Insurer Innovation Award 2024
The Digital Insurer
GenCyber Cyber Security Day Presentation
GenCyber Cyber Security Day Presentation
Michael W. Hawkins
Workshop - Best of Both Worlds_ Combine KG and Vector search for enhanced R...
Workshop - Best of Both Worlds_ Combine KG and Vector search for enhanced R...
Neo4j
Finology Group – Insurtech Innovation Award 2024
Finology Group – Insurtech Innovation Award 2024
The Digital Insurer
GenAI Risks & Security Meetup 01052024.pdf
GenAI Risks & Security Meetup 01052024.pdf
lior mazor
HTML Injection Attacks: Impact and Mitigation Strategies
HTML Injection Attacks: Impact and Mitigation Strategies
Boston Institute of Analytics
Driving Behavioral Change for Information Management through Data-Driven Gree...
Driving Behavioral Change for Information Management through Data-Driven Gree...
Enterprise Knowledge
Histor y of HAM Radio presentation slide
Histor y of HAM Radio presentation slide
vu2urc
Apidays New York 2024 - The value of a flexible API Management solution for O...
Apidays New York 2024 - The value of a flexible API Management solution for O...
apidays
2024: Domino Containers - The Next Step. News from the Domino Container commu...
2024: Domino Containers - The Next Step. News from the Domino Container commu...
Martijn de Jong
From Event to Action: Accelerate Your Decision Making with Real-Time Automation
From Event to Action: Accelerate Your Decision Making with Real-Time Automation
Safe Software
Understanding Discord NSFW Servers A Guide for Responsible Users.pdf
Understanding Discord NSFW Servers A Guide for Responsible Users.pdf
UK Journal
Automating Google Workspace (GWS) & more with Apps Script
Automating Google Workspace (GWS) & more with Apps Script
wesley chun
Dernier
(20)
What Are The Drone Anti-jamming Systems Technology?
What Are The Drone Anti-jamming Systems Technology?
Strategize a Smooth Tenant-to-tenant Migration and Copilot Takeoff
Strategize a Smooth Tenant-to-tenant Migration and Copilot Takeoff
Boost Fertility New Invention Ups Success Rates.pdf
Boost Fertility New Invention Ups Success Rates.pdf
TrustArc Webinar - Stay Ahead of US State Data Privacy Law Developments
TrustArc Webinar - Stay Ahead of US State Data Privacy Law Developments
How to Troubleshoot Apps for the Modern Connected Worker
How to Troubleshoot Apps for the Modern Connected Worker
Axa Assurance Maroc - Insurer Innovation Award 2024
Axa Assurance Maroc - Insurer Innovation Award 2024
Handwritten Text Recognition for manuscripts and early printed texts
Handwritten Text Recognition for manuscripts and early printed texts
Tata AIG General Insurance Company - Insurer Innovation Award 2024
Tata AIG General Insurance Company - Insurer Innovation Award 2024
GenCyber Cyber Security Day Presentation
GenCyber Cyber Security Day Presentation
Workshop - Best of Both Worlds_ Combine KG and Vector search for enhanced R...
Workshop - Best of Both Worlds_ Combine KG and Vector search for enhanced R...
Finology Group – Insurtech Innovation Award 2024
Finology Group – Insurtech Innovation Award 2024
GenAI Risks & Security Meetup 01052024.pdf
GenAI Risks & Security Meetup 01052024.pdf
HTML Injection Attacks: Impact and Mitigation Strategies
HTML Injection Attacks: Impact and Mitigation Strategies
Driving Behavioral Change for Information Management through Data-Driven Gree...
Driving Behavioral Change for Information Management through Data-Driven Gree...
Histor y of HAM Radio presentation slide
Histor y of HAM Radio presentation slide
Apidays New York 2024 - The value of a flexible API Management solution for O...
Apidays New York 2024 - The value of a flexible API Management solution for O...
2024: Domino Containers - The Next Step. News from the Domino Container commu...
2024: Domino Containers - The Next Step. News from the Domino Container commu...
From Event to Action: Accelerate Your Decision Making with Real-Time Automation
From Event to Action: Accelerate Your Decision Making with Real-Time Automation
Understanding Discord NSFW Servers A Guide for Responsible Users.pdf
Understanding Discord NSFW Servers A Guide for Responsible Users.pdf
Automating Google Workspace (GWS) & more with Apps Script
Automating Google Workspace (GWS) & more with Apps Script
Applied tactics for your transformation
1.
© Copyright 2017
Dell Inc.1 Applied Tactics, Technology, and Economics for your Transformation
2.
© Copyright 2017
Dell Inc.2 Applied Tactics, Technology, and Economics for your Transformation Stuart Charlton / @svrc
3.
© Copyright 2017
Dell Inc.3 Our mission is to transform how the world builds software
4.
© Copyright 2017
Dell Inc.4 Fear of Disruption The drivers of transformation are fear and hope Hope of Growth
5.
© Copyright 2017
Dell Inc.5 Pivotal — Confidential Silicon Valley is not a place. It’s a state of mind.
6.
© Copyright 2017
Dell Inc.6 Economics, Tactics, Technology 1.Tactic: Map your Situation and Roles 2.Economics: The Cost of Delay 3.Small, Radical Tactic: Unified Change Management 4.Big Tactic: The Balanced Product Team 5.Tactic: Products, not Projects 6.Big Tactic: The Independent Digital Lab 7.Technology: Cloud Native Microservices
7.
© Copyright 2017
Dell Inc.7 Tactic: Map your Situation and Roles
8.
© Copyright 2017
Dell Inc.8 Different processes/cultures for the stages of evolution in an organization The Strategic Planning Game Board Wardley Maps (Value Chain Maps) assist in improving economic situational awareness: mapping your value chain against the evolution of a component or a competitor Source: Simon Wardley
9.
© Copyright 2017
Dell Inc.9 The emerging cloud native (“settlers”) organization shape Innovation: Plan, design, develop and test business capabilities as deployable artifacts Services: develop, test, QA, and evolve operational services Platform: upgrade platform, capacity planning, service mgmt., scale platform Infrastructure: Cloud compute, networking, data storage, security, etc. ROLES Product Teams (Prod. Owner & Mgr, UX, Dev, QA) Service Operators Platform Operators Engineering (Storage, Security, Network, etc.) & Shared Support (Finance, GRC, InfoSec) AREAS OF FOCUS Source: Pivotal Cloud Foundry Solution team, "Crafting the Cloud Native Organization," Coté, March 2016. discussions with GSA-cum- Pivotal’s Diego Lapiduz. More: "Who Does What? Mapping Cloud Foundry Activities and Entitlements to IT Roles," Cornelia Davis, Aug 2016.
10.
© Copyright 2017
Dell Inc.10 Economics: The Cost of Delay
11.
11© Copyright 2016
EMC Corporation. All rights reserved. •Digital transformation is fundamentally focused on minimizing or mitigating the cost of delay for employees, customers, partners •Queues (waiting, hand-offs) are the #1 enemy of sustainably low cycle times, value and quality • We are usually blind to queues • We underestimate the cost of delay How to think about costs and benefits? Don’t look at them in isolation!
12.
12© Copyright 2016
EMC Corporation. All rights reserved. 4 4 8 6 Requirements Architecture Team Server Team Network Team Random Network Troubleshooting Middleware Team Develop! User Acceptance Testing QA/Production Release Break/Fix Cycle Scale Up/Down Cycle time: 6 months 14 11 40 14 60 2 DAYS Phase-Gates: “Do it right the first time!” Maximizes Utilization, Queues & Inventory Invisible 90% Utilized 95% Utilized 97% Utilized 98% Utilized
13.
13© Copyright 2016
EMC Corporation. All rights reserved. 0.1 0.1 0.1 0 Automated Servers Software-Defined Network Auto-Installed Tools Database as a Service Automated LB, Firewall, DNS Middleware On Demand Design Develop Test Driven Minimal Viable Product UAT Co-executed with Development QA Co-executed with Development Auto Scale Cycle time: < 6 weeks 0.1 0.1 30 0 0 0 DAYS Flow-Based: “Learn & do what is essential” Minimize Waits, Queues, Inventory (Work-in-Process) No Human No Human No Human No Human
14.
14© Copyright 2016
EMC Corporation. All rights reserved. Quantifying the Cost of Delay • Reducing Costs – Automation removes waiting/handoffs – Save $50k/week in waiting, delaying that costs… $50k/week • Avoiding Costs – Quality built-in reduces rework levels (probability of cost) • Delivering Value Faster – Earlier cash flows – If you could make the company $100k/week, delaying that costs… $100k • Capitalizing on New Opportunities – Greater cash flow sooner
15.
15© Copyright 2016
EMC Corporation. All rights reserved. •This is what we assume most IT projects are – True for internal projects, but not business-driven projects – And still has a cost of delay! Long life-cycle, peak unaffected by delay Typical IT Projects Source: Black Swan Farming
16.
16© Copyright 2016
EMC Corporation. All rights reserved. Typical unbudgeted windowed opportunities “Panhandling for capital” across units causes delays Short life-cycle; Peak affected by delay Tactical opportunities with a small window Source: Black Swan Farming
17.
17© Copyright 2016
EMC Corporation. All rights reserved. Consider the cloud race: •AWS (2006) •Azure IaaS (2009) •Google Compute (2012) Limited peak due to delay? Need to change the game Long life-cycle; Peak affected by delay Strategic opportunities with first mover advantage Source: Black Swan Farming
18.
© Copyright 2017
Dell Inc.18 Small, Radical Tactic: Unified Demand & Change Management
19.
© Copyright 2017
Dell Inc.19 •Goal: Build an Engine of Value Delivery •Unify demand queues for each project, product, service (Kanban) • Features / Requirements / Defects / Requests – All in one visible queue per business capability • Limit work in progress – No requirements tomes, only what can get done this week – People are only working on the next highest priority thing – What’s the priority? (hint: The Cost of delay) Unifying Demand & Change Management Products, not Projects
20.
© Copyright 2017
Dell Inc.20 • Cancel all your projects (or carve out a bunch to a digital lab) • Divide your project and service teams into capability teams • Have each team visualize their backlog of work into a Kanban-like board •Visualize the work across teams A Radical Idea for the Transformational CIO
21.
© Copyright 2017
Dell Inc.21 •Limit work in progress (eliminate waste) – No more large requirements docs, building then waiting, Lining up for QA resources, lining up for deployment, etc. •Let your teams collaborate to figure this out •Track flow and progress weekly, continually removing impediments •Deadlines are not a motivator, they’re a demand like any other A Radical Idea for the Transformational CIO
22.
© Copyright 2017
Dell Inc.22 Example: Unified Demand Management Features, Requirements, Enhancement, Problems, Defects, Chores
23.
© Copyright 2017
Dell Inc.23 Big Tactic: The Balanced Product Team
24.
© Copyright 2017
Dell Inc.24 As product teams, we want to... Deliver value fast, forever business outcomes and user benefits through working features quickly and often an ongoing basis without burning out the team 24
25.
© Copyright 2017
Dell Inc.25 To do this we have to work differently Small teams that… ● consist of people with knowledge across business, design, engineering ● have autonomy to make and act on product decisions ● are highly collaborative and communicative ● sit together ● are committed to an outcome, not a specific solution ● constantly test their ideas ● talk to the people they’re designing for often ● ship features often ● celebrate learning ● embrace change with new information 2 5
26.
© Copyright 2017
Dell Inc.26 How do we deliver value fast, forever? 2 6
27.
© Copyright 2017
Dell Inc.27 Our approach at Pivotal blends three methodologies Lean StartupAgile/XP User-centered design 2 7
28.
© Copyright 2017
Dell Inc.28 This is what it looks like in practice Define product vision, strategy and roadmap Define business model Define Minimum Viable Product Identify and test assumptions Release real product often Understand customers Adjust direction based on data Constrain resources and time Agile/XP Lean Startup User-centered design 2 8
29.
© Copyright 2017
Dell Inc.29 This is what it looks like in practice Define product vision, strategy and roadmap Define business model Define Minimum Viable Product Identify and test assumptions Release real product often Understand customers Adjust direction based on data Constrain resources and time Agile/XP Lean Startup User-centered design User interviews Ethnography Define personas Usability testing Service design UI/UX Visual design 2 9
30.
© Copyright 2017
Dell Inc.30 This is what it looks like in practice Define product vision, strategy and roadmap Define business model Define Minimum Viable Product Identify and test assumptions Release real product often Understand customers Adjust direction based on data Constrain resources and time Agile/XP Test-driven development Pair programming Evolutionary design Collective code ownership Retros Short iterations CI/CD Lean Startup User-centered design User interviews Ethnography Define personas Usability testing Service design UI/UX Visual design 3 0
31.
© Copyright 2017
Dell Inc.31 The product team composition can vary DESIGNER ENGINEERS Compliance Risk Security QA PM PO DevOps Marketing Data Science Domain experts 31 Support Center
32.
© Copyright 2017
Dell Inc.32 Why Lean Startup? The greatest risk today is pace of change All predictions about the future are assumptions. Testing quickly whether our assumptions are right or wrong through experiments allows us to course correct before spending too much time or money. 32
33.
© Copyright 2017
Dell Inc.33 Lean Startup Is…. • Test your assumptions • Understand your customers • Get real product into the world fast • Adjust direction based on evidence A management approach that mitigates the risk of change, by creating small products that test the creator’s assumptions, and using customer feedback to evolve the product, thereby reducing waste. 33
34.
© Copyright 2017
Dell Inc.34 Why Agile? Agility is the ability to react to change. Agile teams are quick, flexible, and respond to change without sacrificing on quality. There are many implementations but most assume collaborative, cross-functional and self- organizing teams that deliver software in an incremental and iterative way 34
35.
© Copyright 2017
Dell Inc.35 Why Extreme Programming? Ensures a team builds working software at a consistent speed and quality in the face of changing requirements communication courage feedback simplicity Pair Programming Test-Driven Development Short iterations Incremental planning CI/CD Self-documentation Evolutionary design Small teams Collective ownership of code Retros 35
36.
© Copyright 2017
Dell Inc.36 Always be delivering (and testing) value 36
37.
© Copyright 2017
Dell Inc.37 Why User Centered Design? A product design philosophy that emphasizes designing the product around how the user can, wants or needs to use it, rather than seeking to change the user's behaviors around how the product works. It prioritizes contact with end users, and not proxies, in order to determine value. 37
38.
© Copyright 2017
Dell Inc.38 We seek to build empathy 38
39.
© Copyright 2017
Dell Inc.39 We do this by spending time with the people we design for ● Ask questions ● Observe them in action ● Put prototypes of our ideas in front of them ● Watch them use our product A scientist’s mindset - we ask the right questions and interpret the data 39
40.
© Copyright 2017
Dell Inc.40 Through empathy…. Users Needs Uses Features Deliver LEARN We discover people’s implicit and explicit needs so that we can address them through solutions 40
41.
© Copyright 2017
Dell Inc.41 Balanced teams collectively own the responsibility to deliver value fast, forever DESIGNER ASKS: “How is the user affected? Is this a problem for users? Can the user accomplish what he or she needs to?” PRODUCT MANAGER ASKS: “By solving these specific user problems with these specific solutions, are we creating valuable business outcomes?” ENGINEER ASKS: “What are the technical complexities necessary to satisfy the project and product goals best?” 41
42.
© Copyright 2017
Dell Inc.42 Balanced team composition can vary depending on the organization and product 42 DESIGNER ENGINEERS Compliance Risk Security QA PM PO DevOps Marketing Data Science Domain experts Support Center
43.
© Copyright 2017
Dell Inc.43 Tactic: Products, not Projects
44.
© Copyright 2017
Dell Inc.44 A Day & Week in the Life of a Product Organization 44
45.
© Copyright 2017
Dell Inc.45 What is a Product Manager? Core team member responsible for defining what and why (not the how), prioritizing work for the team, and leading the collaborative process of product development Is responsible for answering: “Is what we are doing valuable for the business?” 45
46.
© Copyright 2017
Dell Inc.46 What does a Product Manager do? ● Defines a product vision and strategy ● Establishes an outcome-based product roadmap ● Establishes and tracks against measurable objectives ● Continually de-risks product direction ● Prioritizes features ● Manages the backlog ● Ships software early and often ● Helps the team maintain sustainable pace 46
47.
© Copyright 2017
Dell Inc.47 Two views of product org: Functional business/IT split Product Owner (definition focused) ● Defines a product vision and strategy ● Establishes an outcome-based product roadmap ● Establishes and tracks against measurable objectives ● Continually de-risks product direction Product Manager (delivery focused- sits with team) ● Prioritizes features ● Manages the backlog ● Ships software early and often ● Helps the team maintain sustainable pace 47
48.
© Copyright 2017
Dell Inc.48 Two views of a product org: Integrated org with vertical goal cascade PM PM PM PM PM PM Group PM Group PM Product Owner A PM works on a feature A group PM oversees a related set of features A product owner oversees a complete product 48
49.
© Copyright 2017
Dell Inc.49 What about Project Managers? Project management is about organizing, coordinating, and delegating work Defining product direction Articulating product strategy Translating product strategy into tactical work Managing release timelines and dependencies Coordinating with other teams around releases Coordinating with other teams around product priorities Project managers focus here Product roles focus here Managing budgets and resources Setting business outcomes Prioritizing work
50.
© Copyright 2017
Dell Inc.50 Ultimately, you want to ensure... ● There is a product vision, strategy, roadmap, metrics, tracking of product performance ● Someone is dedicated to and co-located with engineers and designers to unblock, provide product direction, manage backlog ● Minimal communication overhead ● Accountability 50
51.
© Copyright 2017
Dell Inc.51 Tactic: Scaling out an Independent Digital Lab
52.
© Copyright 2017
Dell Inc.52 CUSTOMER-DRIVEN PRODUCT DEVELOPMENT MODERN SOFTWARE DEVELOPMENT PRACTICES MODERN TECHNOLOGY THEINTEGRATED DIGITAL LAB BUSINESS& CUSTOMERVALUE TRUST (e.g., Shared Goals, Portfolio Planning) CAPITAL (e.g., Strategic Planning and Funding) PEOPLE (e.g., Recruiting) The existing organization
53.
© Copyright 2017
Dell Inc.53 The Integrated Lab: Reference Model (100 people) 4 Directors 12 Product Managers (1:6 engineers) 12 Product Designers (1:6 engineers) 72 Engineers AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB
54.
© Copyright 2017
Dell Inc.54 The Integrated Lab: Reference Model (100 people) Balanced Leadership Team: The core of any Lab organization is a balanced leadership team, made up of an Office Director, and three Associate Directors who represent each practice (Engineering, Design, and Product Management). The OD focuses 80% externally, m aintaining strategic alignm ent with the parent organization and supporting team s. The AD’s focus 80% internally, organizing team s, driving practice developm ent, and fostering culture. AN ORGANIZATIONAL REFERENCE MODEL FOR AN INTEGRATED LAB
55.
© Copyright 2017
Dell Inc.55 The Integrated Lab: Reference Model (100 people) The Head of Labs: 80% External Facing The head of the Lab is responsible for creating and maintaining an open exchange of trust, capital, and people between labs, and between the lab and it’s parent organization. This role facilitates communication and collaboration between the lab, executive leadership, and supporting teams (HR, recruiting, finance, legal, and marketing to name a few). The head of the lab will work with the parent organization to determine lab success metrics, drive these, and report out on a regular cadence. AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB
56.
© Copyright 2017
Dell Inc.56 The Integrated Lab: Reference Model (100 people) Associate Leadership: 80% Internal Facing Product Team Management: Associates meet weekly to align people and skills to products. Sales & Marketing: Associates promote lab capabilities across the parent organization, and create a pipeline of new product work. Culture and Practice Development: Through example, mentorship, and direction, Associates establish lab culture, and evolve its capabilities. People Management & Hiring: Associates manage labs practitioners, and recruit and assess new candidates. AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB
57.
© Copyright 2017
Dell Inc.57 The Integrated Lab: Reference Model (100 people) Seed Team: The seed team establishes balance and practice leadership from day one. These people should represent the strongest values, skills, and actions that the Labs is measured on. They will establish the culture that enables the lab to scale. (Often, only one AD exists early on in the Lab. But since it’s important that all practices have strong representation, a senior practitioner or manager should balance out the team.) AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB
58.
© Copyright 2017
Dell Inc.58 * 3-6 months * 6-12 months * 12-18 months * 18-24 months The Integrated Lab: Reference Model (100 people) Scaling Product Development: As teams are working, they are learning, teaching, and solving problems in every area of a product, or process. In this way, everyone is teaching each other, all the time, on how to build. Through disciplined pairing, it could take as short as *3-6 m onths for som eone on this team to becom e expert enough to assim ilate a new person. In this ideal m odel, every *3-6 m onths, it’s possible to double the size of your team . AN ORGANIZATIONAL REFERENCE MODEL FOR AN INTEGRATED LAB *every team/organization is different. This represents best-cases.
59.
© Copyright 2017
Dell Inc.59 The Integrated Lab: Reference Model (100 people) Balanced Product Team: The function of a balanced team is to define, build, and ship software products that deliver customer and business value. Optimized for tight learning loops, teams work in iterations of weeks versus quarters or years. Balanced teams take various sizes based on the stage, scope, or complexity of work, but always represent these same core values. Grow the Lab one team at a time, based on the incoming, projected product demands. Ratio, 1:6 (a skilled PM/PD can keep up to 3 pairs of engineers busy) AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB
60.
© Copyright 2017
Dell Inc.60 The Integrated Lab: Reference Model (100 people) People Managers: People Managers work 1:1 with practitioners to develop practice expertise, and help with professional development. Managers are also hands-on practitioners. ● AD’s m anage Managers. ● Managers m anage practitioners. ● Managers contribute to product developm ent ~35h/week. ● Managers m eet casually 1:1 with their reports bi-weekly for 15-30min. ● 1:1’s focus on personal, project, and team health and happiness. Ratio, 5:1 (average; m entors to m anagers) AN ORGANIZATIONAL REFERENCE MODEL FOR AN INTEGRATED LAB
61.
© Copyright 2017
Dell Inc.61 The Integrated Lab: Reference Model (100 people) Practice Groups: Maintaining practice growth is an important investment in the sustainability of the lab; in each location, and across labs. Teams meet bi- weekly to learn best-practices, share, and level-up. In addition to these weekly practice group meetings, each practitioner has at least 1 day per year, and a $2000 budget set aside for professional development. A practice counsel is useful in synthesizing and sharing local practices globally, and bringing in outside expertise. AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB
62.
© Copyright 2017
Dell Inc.62 Balanced Teams: Outcome Driven, Autonomous, & Transparent The function of a balanced team is to define, build, and ship software products that deliver customer and business value. Optimized for tight learning loops, teams work in iterations of weeks versus quarters or years. Balanced teams take various sizes based on the stage, scope, or complexity of work, but always represent these same core values. Discovery Small Product Team Large Product Team Integration BA Solution Architect Application Architect Etc. Examples of Supporting Roles (SME’s) Program (or Product Area) Team AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB
63.
© Copyright 2017
Dell Inc.63 Balanced Teams: Outcome Driven, Autonomous, & Transparent Discovery teams validate market value, feasibility, and customer needs before a product/feature is com m itted to. Discovery Sm all Product Team Large Product Team Integration BA Solution Architect Application Architect Etc. Exam ples of Supporting Roles (SME’s) Program (or Product Area) Team AN ORGANIZATIONAL REFERENCE MODEL FOR AN INTEGRATED LAB
64.
© Copyright 2017
Dell Inc.64 Balanced Teams: Outcome Driven, Autonomous, & Transparent Small product teams are great for smaller scope applications and products, or for MVP’s, and pre-scale products. Discovery Small Product Team Large Product Team Integration BA Solution Architect Application Architect Etc. Examples of Supporting Roles (SME’s) Program (or Product Area) Team AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB
65.
© Copyright 2017
Dell Inc.65 Balanced Teams: Outcome Driven, Autonomous, & Transparent Large product teams are useful when there are multiple, well defined tracks of development work in the backlog. Typically, one PM/Designer can team up with up to (not exceeding) 3 pairs of Engineers. Discovery Small Product Team Large Product Team Integration BA Solution Architect Application Architect Etc. Examples of Supporting Roles (SME’s) Program (or Product Area) Team AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB
66.
© Copyright 2017
Dell Inc.66 Balanced Teams: Outcome Driven, Autonomous, & Transparent Scaled product teams collaborate on a portfolio (i.e. a very large product or set of products), where each balanced team is focused on a product which can be released independently from other-products of the portfolio. Discovery Small Product Team Large Product Team Integration BA Solution Architect Application Architect Etc. Examples of Supporting Roles (SME’s) Program (or Product Area) Team AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB
67.
© Copyright 2017
Dell Inc.67 Balanced Teams: Outcome Driven, Autonomous, & Transparent Support roles work as pairs and/or consultants to the Product Teams. Teams will call in subject matter experts as needed, but work to keep transparency and awareness high. Support roles often pair directly, and are invited to weekly planning meetings and demos to raise their comments/concerns. Discovery Small Product Team Large Product Team Integration BA Solution Architect Application Architect Examples of Supporting Roles (SME’s) Etc. Program (or Product Area) Team AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB
68.
© Copyright 2017
Dell Inc.68 Discovery Small Product Team Large Product Team Integration BA Solution Architect Application Architect Examples of Supporting Roles (SME’s) Etc. Program (or Product Area) Team Balanced Teams: Outcome Driven, Autonomous, & Transparent Anchors are subject matter experts on their product/feature/component, and maintain consistency and continuity for longer durations. AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB
69.
© Copyright 2017
Dell Inc.69 While a scaled product team may be geographically distributed, the balanced team contained within it is co-located. Ideally each product team is located as close to their primary customer as possible. Integration BA Solution Architect Application Architect Etc. Examples of Supporting Roles (SME’s) Balanced Teams: Outcome Driven, Autonomous, & Transparent AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB Program (or Product Area) Team
70.
© Copyright 2017
Dell Inc.70 On massive scaled products, where multiple balanced teams are working to deliver outcomes across many customer touch-points, the addition of Sr/Dir roles provide product, design, and technical leadership and vision. Integration BA Solution Architect Application Architect Etc. Examples of Supporting Roles (SME’s) Balanced Teams: Outcome Driven, Autonomous, & Transparent AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB Program (or Product Area) Team
71.
© Copyright 2017
Dell Inc.71 Chief Facilitators (or program mngrs) grease the wheels between teams focusing on enabling and increasing communication and collaboration between teams. Integration BA Solution Architect Application Architect Etc. Examples of Supporting Roles (SME’s) Balanced Teams: Outcome Driven, Autonomous, & Transparent AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB Program (or Product Area) Team
72.
© Copyright 2017
Dell Inc.72 Integration BA Solution Architect Application Architect Etc. Examples of Supporting Roles (SME’s) Balanced Teams: Outcome Driven, Autonomous, & Transparent AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB Program (or Product Area) Team Leadership meetings happen weekly (or as frequently as daily standups) to make sure high-level initiatives are unblocked and on- track, and to discuss system level decisions and strategy. Pivotal uses tracker (or simple spreadsheets) to manage this view.
73.
© Copyright 2017
Dell Inc.73 Balanced Teams: Cadence The iteration cadence and rituals of a balanced product development team help ensure efficiency, transparency, and alignment within, and around the team. Iterations are typically one week. Stand Up: Each morning, the team meets for 15 minutes to share what they did the day before, what they’re planning for that day, and announces any blockers/risks. The team literally “stands up” to keep the meeting short and focused. IPM (Iteration Planning): Once a week, the team, key stakeholders, and support roles meet for 60 minutes to align on current priorities and estimate the complexity of upcoming stories. Project Status: Once a week, Design/PM/Eng product leads meet with key stakeholders and support roles for 30 minutes to share progress. Retro: Once a week, the team meets for 60 minutes in an open, safe forum to talk about things to Keep/Stop/Change. Lunch & Learn: Once a week, the Lab gets together for lunch to share/learn something new. Can be an internal or external presenter. Practice Groups: Designers, PM’s, Engineers meet once a week to share and learn from peers on other product teams. MM T W Th F Demo: Weekly/Bi- Weekly demos showing work in progress. AN ORGANIZATIONAL REFERENCEMODEL FORAN INTEGRATED LAB
74.
© Copyright 2017
Dell Inc.74 Technology: Cloud Native Microservices
75.
75 A Cloud Native
Platform Architecture
76.
Example Microservice Architecture
77.
Hybrid Scenario: Bi-Directional
Data Replication
78.
Hybrid Scenario: Peer
Replication with Service Registry
79.
Hybrid Scenario: Client-Side
Load Balancing with Ribbon
80.
Sample Customer Banking
App
81.
© Copyright 2017
Dell Inc.81 Economics, Tactics, Technology 1.Tactic: Map your Situation and Roles 2.Economics: The Cost of Delay 3.Small, Radical Tactic: Unified Change Management 4.Big Tactic: The Balanced Product Team 5.Tactic: Products, not Projects 6.Big Tactic: The Independent Digital Lab 7.Technology: Cloud Native Microservices
82.
© Copyright 2017
Dell Inc.82 Special Thanks to • Pivotal – Teresa Leighty (Pivotal Transformation) – Jateen Bulsara, Lyle Murphy and Adib Saikali (Pivotal Toronto) – Countless other Pivots who contributed to the content •Black Swan Farming – Cost of Delay Urgency Profiles http://blackswanfarming.com/urge ncy-profiles/ • Simon Wardley – How we used to organize stuff (Multi-Speed IT) http://blog.gardeviance.org/2014/ 11/how-we-used-to-organise- stuff.html • Charles Betz – How to Unlock Enterprise IT Gridlock http://www.bmc.com/blogs/how- to-unlock-enterprise-it-gridlock/
Télécharger maintenant