9. Code gets added.
Tools get slower.
Builds take longer.
Tests take forever.
Code goes untested.
Dependency cruft builds.
10. Large, infrequent changes frequently conflict.
Builds break overnight.
Emergency pushes common.
Fear is the mind killer.
11.
12. InertiaEnormous early success
Overconfidence, arrogance,
Impostor Syndrome
Insecurity
Inexperience,
“My code is too hard to test”
Ignorance
Old tools,
“I don’t have time to test.”
Friction
19. “If people believe they lack the power…”
If people believe they lack the power to
solve a problem,
Saul Alinsky, paraphrased from
Rules for Radicals
they won’t even think of
trying to solve it.
Knowledge and Power
23. GWS tech lead Bharat Mediratta believed
automated testing would help…
…and it did.
24. Started by Bharat
Mediratta and Nick
Lesiecki
Volunteers pooling
20% time
to drive adoption of
automated testing
Testing Grouplet
25. Testing on the Toilet (TotT)
Test Certified (TC)
Test Mercenaries
Ubiquitous,
incremental exposure
Clear, tangible path via
measurement, policy, goals
Hands-on help, tool
adoption and advocacy
26. Company-wide events, usually
one day long
Address “important but not
urgent” backlog
Focus, motivation, concrete
goals, free stuff
Fixits
28. Rainbow of Death: Testing Grouplet
Intervene Validate Inform Inspire EmpowerMentor
Dependent Independent
Fixits
Test
Certified
Build Orbs
Lectures
TotT
CodelabsTool development
(w/ Testing Tech,
Build Tools)
Test Mercenaries
Tech Talks Testing Grouplet
All projects
Test Certified
Level 3
Revolution Fixit
(build tools)
Test Certified
Mentors
TAP Fixit
(CI platform)
29. Google Stats 2015 via Rachel Potvin
15 million LoC in 250K files changed by humans
per week
15K commits by humans per day
30K commits by automated systems per day
800K/second peak file requests
30. Power and knowledge to do the right thing
Thorough automated testing now the norm
Most breakages fixed before clients notice
Less fear, more confidence, flow, and joy
The Value to Developers
32. How could we be so sure
we were doing the right thing?
33. Business Value
Value is a hypothesis that an investment will
contribute to desired outcomes,
Mark Schwartz, paraphrased from The
Art of Business Value
discovered via experimentation,
by a team empowered to create
value.
34. Complex adaptive systems
Self-organizing under leadership’s influence
Elements, interconnections, purpose
Behavior > information flow >
interconnections
Changing the purpose changes the
system
and its behavior
35. Systems devised to shape human
behavior without accounting for human
nature are destined to fail.
36. What is innovation?
Ford: “...they’d’ve asked for a faster horse.”
Jobs: “1000 songs in your pocket!”
Jefferson: “...someone, with whom no one of
these ideas was original, combines all
together...”
38. limiting perceived risk
meeting regulatory requirements
job security
Internalization: Don’t rock the boat
Priority Structure
39. Inertia
No quality incentives, PCSRA,
“successful company” people
Avoid risk/“accountability”,
“gov’t can’t attract talent”
Insecurity
Waterfall is familiar,
testing is someone else’s job
Ignorance
Outdated tools/procedures,
vendor lock-in of code, data
Friction
40. Policy often mandated by nontechnical people
Development teams disconnected from end users
They don’t know what they don’t know
Ignorance/Communication Breakdown
41. Employee directory
Code browser
Project data base
Wiki
EngEDU
Codelabs
First day at Google, August 29, 2005
Tech Talks
Snippets
Objectives and Key
Results
20% time
Grouplets
42. Where are the docs?
Who do I ask?
What do I need to know?
How do I get access to everything?
Who’s on my team?
Who’s working on what?
How can I contribute?
First day in government, November 3, 2014
43. Building a learning organization
The team that became great
didn’t start off great—it learned
how to produce extraordinary
results.
Peter Senge, from The Fifth Discipline
47. Rainbow of Death: federal gov’t 2016
Intervene Validate Inform Inspire EmpowerMentor
Dependent Independent
Consulting
Success
stories on blog
Hub
Delivery
Discovery
sprints
Guides
Edu
Workshops
Useful
Mythology
Positive user
experiences
Digital Coalition
Working
Groups/Guilds
Onboarding
Revamp
Pages
Gov’t-wide
Hub
Cross-agency
collaboration
Team API
48. TransparencyThe Hub, Team API, .about.yml
Pages, Guides, Edu Autonomy
Grouplets, Open Source Collaboration
49. Nothing new under the sun
The Mythical Man-Month, 1975:
adding people increases complexity,
data speaks louder than flow charts
“No silver bullet”, 1986:
accidental vs. essential complexity;
foreshadowed the Agile movement by a decade, and
DevOps by two
50. Meet the new boss...
Old organizational habits die hard—even in new
organizations!
“Why Employees Stay”, Harvard Business Review,
July 1973!!!
51. The U.S.: the ultimate system
Life, liberty, and the pursuit of happiness
Checks and balances
Stable, yet amendable constitution
Bill of Rights
Protection from “tyrrany of the majority”
52. Lessons from Open Source
Eric S. Raymond,
“The Cathedral and the Bazaar”
Kropotkin:
“Severe effort of many converging wills”
53.
54. America is a proven framework for the
convergence of wills