Walking a tight rope - balancing outcomes and sustainability

schedule Dec 6th 01:55 PM - 02:25 PM place The Loft

Large organisations where IT has traditionally been a support function struggle with the current era where technology is at the forefront of the company's vision. More than that, it is the way by which the vision can be achieved.

Having been at CommBank for some time now I can see that all banks should see themselves as a Technology Company with a banking license. This is of course easier said than done as there is a big tension between speed of delivery and long-term sustainability in a world where the main funding vehicle are projects that come and go. This poses a big challenge to the engineering culture within the organisation which can make or brake the long term aspirations of any enterprise.

In this talk I will present some of the common anti-patterns found in large enterprises, how they can hinder innovation and engineering quality as well as present some strategies to work with your teams and executives on mitigating these issues.

 
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Outline/structure of the Session

  • Introduction
    • Intro to the Analytics & Information department at CBA - what we do and how we work
  • Anti-patterns
    • Present some of the anti-patterns identified so far:
      • Funding models, delivery structures, common pitfalls
      • Engineering culture symptoms to watch for
  • Strategies and suggestions
    • Centralised Ops, Site Reliability Engineering, Release Engineering
    • Engaging engineers and delivery leads
  • Conclusion

Learning Outcome

Hopefully by the end of the session attendees who are currently struggling with the anti-patterns presented will walk away with a few tricks they might be able to implement in their own organisations.

Target Audience

Engineering Managers, Delivery Leads, Team Leads

Prerequisite

No preparation required.

schedule Submitted 3 weeks ago

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  • Josh Graham
    By Josh Graham  ~  2 weeks ago
    reply Reply

    Totally agree - and the more CTOs that push back against 1960's capital accounting methods for running companies, the better. Project-based funding is ludicrous in a world where continual innovation and responding to market demands are the primary business drivers.