Corporate Revolutionary Library

Alaska Airlines DevOps Journey - Download as a PDF or view online for free

Alaska Airlines has adopted an agile methodology to deliver new mobile experiences to its customers and employees. Developers at Alaska rely on a mobile devo...

A great online shopping experience begins with great software, and Alaska Airlines is using microservices, Microsoft Azure, and Windows Server Containers with D

SoundCloud's developer blog.

How Fannie Mae Applied DevOps to Deliver Quality at Speed.

Understand how to apply effective assurance for digital projects and programmes where Agile delivery is being used.

Australia Post's response to the challenges of disruption has been to become one of the biggest digital agencies you've never heard of.

Agile means aggressive dumping of big iron

Explores Agile leadership, key approaches, challenges, and paths for managers to enable adaptability, innovation, and business-wide agility.

Use it properly and completely and it will provide a direct path to process optimization and an operation that is assured long-term survival.

Continuous Delivery means you build software in such a way that it can be released to production at any time

Engineering | The HubSpot Product Blog is where we riff about topics of interest to us from engineering, to UX, to product management and beyond.

Blog post describing how traditional project manager responsibilities map onto the Scrum roles of product owner, ScrumMaster, and development team

blue-green deployments have been practiced at places like Amazon for 10+ years. They’re a safe, proven, method. Now, blue-green deployments are not a silver bullet, but there’s an element of usefulness to them.

If you are a modern IT shop and not doing DevOps, there’s something wrong with you. Okay, that’s not fair: DevOps is not easy to adopt, much less succeed at in terms of transforming your organization into an agile, rapid, business-aligned machine. DevOps is not about having the best change management or IT automation toolset.…

Continuous improvement programs are proliferating as corporations seek to better themselves and gain an edge. Unfortunately, however, failed programs far outnumber successes, and improvement rates remain low. That’s because most companies have failed to grasp a basic truth. Before people and companies can improve, they first must learn. And to do this, they need to look beyond rhetoric and high philosophy and focus on the fundamentals. Three critical issues must be addressed before a company can truly become a learning organization, writes HBS Professor David Garvin. First is the question of meaning: a well-grounded easy-to-apply definition of a learning organization. Second comes management: clearer operational guidelines for practice. Finally, better tools for measurement can assess an organization’s rate and level of learning. Using these “three M’s” as a framework, Garvin defines learning organizations as skilled at five main activities: systematic problem-solving, experimentation with new approaches, learning from past experiences, learning from the best practices of others, and transferring knowledge quickly and efficiently throughout the organization. And since you can’t manage something if you can’t measure it, a complete learning audit is a must. That includes measuring cognitive and behavioral changes as well as tangible improvements in results. No learning organization is built overnight. Success comes from carefully cultivated attitudes, commitments, and management processes that accrue slowly and steadily. The first step is to foster an environment conducive to learning. Analog Devices, Chaparral Steel, Xerox, GE, and other companies provide enlightened examples.

Explore the essentials of building an agile roadmap in this guide for product managers. Map out your product strategy in a flexible and adaptive manner.

In software development, a lot of terms are thrown around for how teams should be managed. Whether we say self-managed teams, self-directed teams, or self-organized teams, what does this mean?This can mean many things depending on the organization. First, let’s cover a basic definition from the interwebs:

How do you define the value of your market offering? Can you measure it? Few suppliers in business markets are able to answer those questions, and yet the ability to pinpoint the value of a product or service for one’s customers has never been more important. By creating and using what the authors call customer value models, suppliers are able to figure out exactly what their offerings are worth to customers. Field value assessments—the most commonly used method for building customer value models—call for suppliers to gather data about their customers firsthand whenever possible. Through these assessments, a supplier can build a value model for an individual customer or for a market segment, drawing on data gathered from several customers in that segment. Suppliers can use customer value models to create competitive advantage in several ways. First, they can capitalize on the inevitable variation in customers’ requirements by providing flexible market offerings. Second, they can use value models to demonstrate how a new product or service they are offering will provide greater value. Third, they can use their knowledge of how their market offerings specifically deliver value to craft persuasive value propositions. And fourth, they can use value models to provide evidence to customers of their accomplishments. Doing business based on value delivered gives companies the means to get an equitable return for their efforts. Once suppliers truly understand value, they will be able to realize the benefits of measuring and monitoring it for their customers.

I'm currently the Scrum Master of a 10 developer strong team. We've adopted Agile/Scrum methodologies for some time now and are currently on our 53rd Sprint. Our stakeholders actively like to understand the output of story points in advance of a Sprint. This is currently done on a capacity basis working on a focus factor of 60%.

Does your Finance Department discourage Agile software development because it would all be charged to operational expense?

Tools for keeping your cloud operating in top form. Chaos Monkey is a resiliency tool that helps applications tolerate random instance failures. - Netflix/SimianArmy

A product vision is a concise and motivating statement that clearly outlines the future direction of your product. In this article, we have explored several key characteristics that define an effective Product Vision.

Product Vision is a great tool for product people to provide 'Why' behind the product. But what characteristics you would like to add into the Product Vision, lets explore in this article.

Learn how ChatOps functions as an integral part of IM teams' processes, bringing the incident workflow into one place helps to keep teams aligned.