DevOps Conference
The Conference for Continuous Delivery, Microservices,
Containers, Clouds and Lean Business

Defining Priorities: driving 100 Projects with 1 Number

Session
Until October 31: ✓ Group Discount ✓ Save up to 375 € Register now
München: Bis 31. Oktober ✓ Kollegenrabatt
✓ Bis zu 375 € sparen Jetzt anmelden
Until October 31:
✓ Group Discount
✓ Save up to 375 €
Register now
Bis 31. Oktober
✓ Kollegenrabatt
✓ Bis zu 375 € sparen
Jetzt anmelden
Until December 12:
✓ Workshop Day for free
✓ Raspberry Pi or C64 Mini for free
✓ Save up to $690
Register now
Until December 12:
✓ Workshop Day for free
✓ Raspberry Pi or C64 Mini for free
✓ Save up to $690
Register now
Until November 28:
✓ Transformation Day for free
✓ Raspberry Pi or C64 Mini for free
✓ Save over £689
Register Now

Until November 28:
✓ Transformation Day for free
✓ Raspberry Pi or C64 Mini for free
✓ Save over £689
Register Now

Until March 5:
✓ Transformation Day for free
✓ Raspberry Pi or C64 Mini for free
✓ Save over 850 €
Register now
Bis 5. März:
✓ Transformation Day for free
✓ Raspberry Pi oder C64 Mini for free
✓ Über 850 € sparen
Jetzt anmelden
Until June 18:
✓ Workshop Day for free
✓ Raspberry Pi or C64 Mini for free
✓ Save over $840
Register now
Until June 18:
✓ Workshop Day for free
✓ Raspberry Pi or C64 Mini for free
✓ Save over $840
Register now
Infos
Monday, December 2 2019
15:30 - 16:15

We all know that putting a number behind our work is not so easy. It’s especially hard when you want to measure the unmeasurable, like quality or culture. As soon as we established DevOps values, we knew that we needed something which will help us to keep the CAMS (Culture Automation Metrics Sharing) model alive. As a fast-growing company, we struggled a lot with defining priorities for the entire company and cascading them down. We wanted to continuously improve, giving our teams a lot of freedom, but it was a challenge to keep all the teams aligned in common vision and direction. On one side, the project teams wanted to improve their game, on the other hand, the management wanted to make sure that we keep our strategic focus. We found a solution which helped us to keep everyone happy and start getting better outcomes every week. We would like to present you a case study and our lessons learned from introducing a virtual compound measure for our project teams.

Items covered:

  • What were the ingredients?
  • How did we communicate it within the company?
  • automation and tooling we built
  • the elements of continuous experimentation and continuous improvement we applied in our work

Stay tuned:

Behind the Tracks

 

Kubernetes Ecosystem

Docker, Kubernetes & Co

Microservices & Software Architecture

Maximize development productivity

Continuous Delivery & Automation

Build, test and deploy agile

Cloud Platforms & Serverless

Cloud-based & native apps

Monitoring, Traceability & Diagnostics

Handle the complexity of microservices applications

Security

DevSecOps for safer applications

Business & Company Culture

Radically optimize IT

Organizational Change

Overcome obstacles on the way towards DevOps

Live Demo #slideless

Showing how technology really works