Continuous Integration is the next step on our journey to a high performing organization. If you are using version control, then you most likely created a “branch” off the main trunk to make changes to the source code. Essentially you took a copy of the source code and declared that here is where all of your changes were going to be made.
And then, when you’re done, you merge your code back into the trunk so that it is available for everyone to see.
And therein lies the problem. What if you have more than one branch? What if you have five or six branches going at the same time? What is the source of truth for any piece of code? How are changes merged with other changes? The problem is easy to see, but so is the solution: continuous integration.
The authors behind the book have been doing the “State of DevOps” reports for the past few years and have gathered an amazing amount of information and statistics to back up their statements. According to their data there are 24 key capabilities that drive performance in the software delivery organization.
Those 24 capabilities have been grouped into five larger categories. So, the challenge I gave myself was to give you one of these capabilities every day, although I would recommend picking up the book and reading it for yourself.
English is a tricky language and it can be used to trick people. My wife constantly complains when I do what she asked, not what she wanted. Imprecise language can be the cause of immense confusion and strife whereas being too precise can get your spouse annoyed with you.
And sometimes certain words and phrases are used interchangeably when they shouldn’t be. (There is a world of difference between “Cyber Security” and “Information Security”.)
But worst of all is using words and phrases to subtly influence people when you know darn well that those things are not applicable or make no sense in the current context.
Are you a business that uses technology as an enabler or a technology company that focuses on an area of business? Your persepctive fundamentally changes how you approach problems and the solutions that you envision.
Adam Jacob, at ChefConf 2018, said in his keynote:
When you think about the business, when you’re faced with something that is difficult, if what you are is a bank who uses technology, you use your definition of banking to limit what’s possible with technology. Whereas if I’m at Google or Facebook, I was a technology company first so every problem is defacto a technology problem.
When i complain about other drivers and their inability to park (I used to leave postcards behind on their windshields, but it got expensive) my wife’s normal comment was something like “How does it impact you? Why do you care?”
I care because their disrespect for others bleeds over into the rest of their life. Have you ever been shoved out of the way with nary a comment from the person? Have you ever had someone cut in line without asking you first? Have you ever been behind someone with 20 items in the 7 items or less lane?
But’s more than just that, it’s the fact that when you stop caring about these things, about the small things, then it’s just a minor step to stop caring about the big things. And if you stop caring about those items then you’re just existing, you’re not living or contributing.
If LastPass is correct, I have accounts with over 470 different organizations. Each one of these organizations has some amount of personal data on me such as name, address, phone number and perhaps other information depending upon the site.
What expectations are there around the privacy of that data? More importantly, who owns that data? Who controls the data?
When you’re looking for people, whether they are contractors or staff, you need to go through some sort of interview process to see if they fit. I’m not talking about whether or not they fit inside the uniform (position) that you have for them, but whether or not they fit in both the team and the organization as a whole. You want to hire the best, but the best person that fits.
Everyone has their own definition of being burned out. I wrote a blog a number of years ago (Am I burned out?) that talked about it. I’ve taken a number of recent quizzes (unscientific) as to whether or not I am burned out:
MindTools.com I scored 67 out of 75. “You are at very severe risk of burnout – do something about this urgently”)