cell8

tools

org structure

product

teams are HR tree

teams are HUGE - 13-20

Team Leaders are "responsibile"

TFS lack of goos reporting ablities

use of tool - customised in a manner that is not supported

QC is reduntant

how to measure value of feature?

how to lead R&D into end to end ownership?

how to slice HUGE feature to small value

process

Lead via data driven process - we can make decision by data

Planning

Multi team planing & tracking

Formal release planning

gather content to release

teams are not aware UP front of the content - get small pieces

QUALITY concept

BLAME culture - on QA mostly

lead to many many tests that have little value and takes too long

role of QA

owenership by team

Engineering Practices

branches - why so many??

talk about agile concepts

role of DEV TL? vs QA TL

role of SM

what is a HIGH performing team?

who is responsible of the delivery?

Feature Process is defined - missing visualisation

kanban boards

lack synch 'ceremonies" between teams and backlogs

missing tracking of multi team progress

cost of merge time

embrace the concept - CLEAN "GARAGE"

leader of good Engineering Practices

CI/CD concepts

awareness to concept of "fast feedback"

  • fast - within 5-8 minutes
  • slow - within 30 min inc integrations!
  • slower - full test cycle (nightly)
  • perfromance tests - / pre production

awareness of "quality gates" - test fail - build fails

awareness of builds - build fail - team is working on fixing it

click to edit

dashboard for builds?!?!

teams are TOO dependant with Orit's team - how can we build their on DevOps skills

FOCUS FOCUS FOCUS FOCUS

Manual test thinking - embrace new mindset of speed

build process supporting "FAST" delivery - reduce hardening, minimise useless tests

lack of knowledge of agile - need training

concepf of planning based estimations -

estimate by teams not managers

change the "KPI" for progress