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This is an article from DZone's 2022 Enterprise Application Integration Trend Report.
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The equivalent of a Little League Australian rules football match involves a dozen or more groups of 7- to 10-year-olds playing on the field at halftime. Bubbling over with enthusiasm and energy, they quickly put up temporary posts and get going with firm but gentle supervision by the volunteer referees.
To embed or not to embed: That is the question.
At least, that’s one of the questions that companies have to answer as they decide how to implement Site Reliability Engineering. They can either embed SREs into existing teams, or they can build a new, separate SRE team.
So, you want to monitor your employees’ productivity without coming across as the bad boss? This can be tough because you have to find the right balance when it comes to monitoring employee productivity.
On one hand, you don’t want to be a bad boss that constantly leans over your employees’ shoulders, watching their every move. On the other hand, you want to make sure that your team is productive and successfully meeting deadlines. After all, it’s their job to meet deadlines successfully, and it’s part of your job to ensure work is being completed on schedule and to specifications.
SREs may “own” reliability engineering, but they can succeed in that role only with help from a variety of other stakeholders. If you can’t collaborate and communicate readily with developers, IT engineers, and even non-technical teams like PR and legal, you’ll struggle to optimize reliability engineering.
That’s why de-siloing the organization is such a crucial part of managing reliability. Here’s why breaking down the silos that separate SREs from other teams is so important, and practical strategies for doing so.
Navigating the culture of a team is more art than science. Unspoken expectations, individual preferences, past experiences, a sense of shared purpose, and relationships between team members dictate a large part of how a team communicates and collaborates.
Without stating, each team develops its own implicit language that determines:
Signing up to be a manager is an act of great courage. Breaking our existing mold ready to be cast into a new one is no easy feat. It has many of the same challenges that we face when making a move from school to college, deciding between careers, and accepting a job.
While the change demands letting go of our existing identity and embracing a new one with openness and curiosity, it's our mindset that determines what we make of it. Do we consider it as an act of vulnerability rooted in the desire to learn and grow or armor to protect ourselves from the challenges that lie ahead?
As a Scrum Master, we are working to ensure we are part of a high-performance team.
To do that, we have to take care of many aspects of the team.
And if we do gather up a little courage to look them in the eye, the conversation starter 'hey, what's up, how is it going, how are you?' instantly kills the conversation. Everyone knows these words are an attempt to be polite without the intention to engage.
There are plenty of opportunities at work to bond with coworkers. How about a few moments before the meeting gets started, lunch hours, coffee breaks, or those other water cooler chats.
The lens with which you see others makes all the difference; are you quick to judge or adopt an attitude to understand?
How your co-worker reacts to a situation is shaped by their own temperament, past experiences, and current circumstances. Their behavior in one area does not reflect who they are as a person, what they value, and even how they would be in another aspect of their work.
COVID is changing the way the world works. As opposed to being tethered to a desk for 40 hours a week, many companies have adopted a work from home policy for the time being. And some for the unforeseeable future.
But even this trend is beginning to shift.
A decision that does not go our way is not an attack on our identity, and yet when others disagree with us or disregard our opinion, we take it personally.
The stronger our belief system, the more difficult it is for us to look beyond our own perspective and treat other people's ideas worthy of consideration. Being stuck in right vs wrong can cause us to feel emotionally stressed out, prevent us from expressing our own ideas with the right frame of mind, and ignore what others have to say.
A healthy designer-developer collaboration is one of the key ingredients in a software development recipe. A UX/UI designer’s job is to create the visual look and feel the concept of the product and for the developer to bring the design to life. Even though the two of them come from rather different domains, they both love to analyze and creatively solve problems. When this cross-functional duo collaborates effectively, they can achieve the impossible and build awesome products in the sphere of software development!
Design inspires technology and technology inspires design.
DevOps — nowadays, this is a buzzword that we can hear all the time in the software development world. DevOps is a combination of development (which represents ‘Dev’ in DevOps) and IT operations (which represents ‘Ops’ in DevOps) teams. DevOps focuses on the involvement of both the development team and the operations team in the development of a product.
By using the DevOps approach, organizations are moving towards the continuous and rapid delivery of high-quality products. Quality is the main and crucial aspect of any development cycle, as the developed product should be able to provide the utmost user experience to the customer. Good quality products follow customer satisfaction; and at the end of the day, customer satisfaction is the paramount goal of any organization.
Despite what some people may think, accountability and Agile are not mutually exclusive.
How does your organization incorporate accountability? Is it part of your organization's value statement or part of your enterprise culture? Most companies and leaders I’ve worked with (Agile or otherwise) are not very good with accountability.
As consultant (or a new member in a devops team), what are your telltale signs of a “DevOps” organization? Do share them in comments section. Below are my top 5.
Autonomous and cross skilled teams are key to deliver and maintain products. An organization structure which is based on knowledge silos (such as dev, qa, ops) is bound to create multiple handovers and thereby increase waste and risk of things going wrong. In a mature Devops organization, you will typically find organization structures based on the products/services they offer.
Let’s say we’ve “conquered agile," and the prophecy came true: We have a self-organizing team!
But how does leadership fit into this? What does a leader do in a self-organizing team?
While the main benefits of Agile are higher efficiency and reduced waste of time and resources, shorter delivery time, and more flexibility across the board, there is also one other aspect that requires recognition: It's the impact that the ability to shorten and flex the development process has on human interactions within the organization.
You may also like: Why Social Situations Exhaust Introverts: A Programmer's Tale
Because Agile makes it possible for teams to rely on visual communication and tracking more than on in-person data presentation and direct engagement in face-to-face communication, all team members can easily stay informed and engaged in the work, no matter each individual's comfort level with in-person interaction.
If you’re a professional software developer – which is likely since you’re reading this article – you’re probably on Reddit. A lot.
And why wouldn’t you be? It’s a magical place where you and your tribe can exchange pearls of wisdom like this one:
