Deep Work: A New Working Model for DevOps Teams

You come into the office and before you’ve had your morning coffee, someone’s at your desk looking for help with an issue. You spend the day trying to focus on that new feature you’re building for customers, it’s going to make their lives so much easier, but you find that you’re answering questions and firefighting all day. The day ends and you wonder “what did I even do today?”. In our roles on technical teams, we live an interrupt driven life, but how do we make progress on that new feature or author that new tool or investigate that new OSS project? It’s not hopeless!

This session will introduce the concept of Deep Work and a new way to structure your team to optimize for Deep Work, while at the same time meeting your customers’ needs. The examples will focus on DevOps teams but the lessons are applicable to any team experiencing high levels of interruption. At the end of the talk you will have learnt from our experience implementing the new team structure on DevOps teams in two different organizations, ways to promote the concept, how to visualize people’s availability, and how to find success in an interrupt driven world.

 
8 favorite thumb_down thumb_up 0 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

  • Introduction of the problem, examples of how teams get interrupted.
  • Introduce concept of Deep Work.
  • Explain the importance of deep work.
  • Introduce new team structure that maximizes deep work.
  • Discuss how to introduce and roll out new team structure.
  • Highlight how to communicate it to the organization.
  • Explain the importance of visualizing availability/unavailability.
  • Go over various examples how to visualize this.
  • Conclusion.

Learning Outcome

Coming to this session participants will come away learning:

  • What Deep Work is and why it's important.
  • A different way to structure teams to control interruptions.
  • Ways to sell the idea to your organization.
  • Approaches to visualize who's available and who isn't.

Target Audience

Anyone working on or with a team that has a lot of interruptions.

Prerequisite

None needed, although helpful if participants have heard of DevOps and what DevOps team do or other similar horizontal support teams

schedule Submitted 3 months ago

Comments Subscribe to Comments

comment Comment on this Proposal

  • 40 Mins
    Talk
    Intermediate

    Although self-organizing teams are crucial to carrying out a successful Agile transformation, organizations that implement Agile at scale invariably realize that the introduction of such teams forces the organization to re-engineer numerous aspects of its operating philosophy. In particular, various management layers are often removed. The individuals in these layers are routinely re-purposed or laid off.

    This talk highlights the approaches I used as an Agilist in various organizations to help people in different roles on their journey of transitioning into the world of Agile. Specifically, the talk will focus on 5 key roles: Project Managers, Product Managers, BA Managers, Development Managers, and QA Managers. It will provide insight into how managers can effectively transition to some of the new Agile roles, or redefine their existing role to effectively fit in an Agile world.

    The emphasis in this talk is on pragmatic strategies for managers that are struggling to find their place in this new Agile world. Armed with these strategies, participants will be able to effectively adapt to the Agile transformation, as well as discover potential new career paths for themselves and for the individuals reporting to them.

  • Liked Mishkin Berteig
    keyboard_arrow_down

    Mishkin Berteig / David Sabine - JIRA is the Worst Possible Choice

    90 Mins
    Workshop
    Intermediate

    A rant, with evidence, on why electronic tools in general, and JIRA in particular, are anti-Agile. Participants will use the Agile Manifesto to evaluate the electronic tools they are currently familiar with. JIRA is used as a case study.

    NOTE: Scrum asks us to have courage. The Agile Manifesto asks us to value individuals and interactions over processes and tools. I hope the organizing committee will consider this proposal despite the risk that it might offend some tool vendors. If we can't speak freely about our experiences with tools, we will fail as a community.

  • Liked Gohar Saleem
    keyboard_arrow_down

    Gohar Saleem / Jackie Baldwin - It takes 2 to Tango - Canadian biggest bank's Compliance Department successfully tangoing with Agile

    60 Mins
    Experience Report
    Intermediate

    Transformations generally are difficult, Agile transformations more difficult, transforming sexy (pun intended) Compliance Department at RBC may sound like a mission impossible. In this talk, we will share our experience of how we went from unsexy (err non-Agile) department to sexy (err Agile) department with "it takes two to tango". This experience tale is a tell-tale from two perspectives in one sitting: one from the Agile Coach perspective and second is the Director of the department which is undergoing this agile transformation.