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5 Ways to Increase Release Velocity with Observability

Honeycomb

Create an engineering culture that makes releasing new features routine According to the DORA metrics , elite DevOps teams deploy code multiple times a day. Embrace the benefits of frequent smaller deploys, and take advantage of that extra time and energy to create code that can delight users.

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Article: Managing the Carbon Emissions Associated with Generative AI

InfoQ Culture Methods

There’s an increasing concern about the energy use and corresponding carbon emissions of generative AI models. And while the concerns may be overhyped, they still require attention, especially as generative AI becomes integrated into our modern life.

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Steering DevOps: a leader’s role on deck

Capgemini

DevOps represents a change in IT culture. Leaders need to be culture builders by carrying the mission and strategy into the team and creating goals. Build the core DevOps team : The core DevOps team must accelerate the culture transformation and support the Agile squads in their adoption. The case for DevOps leadership.

DevOps 52
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2020: The Year Bee-hind Us

Honeycomb

In March I wrote the following: Observability is a paradigm on which we can build a safe, healthy, sustainable future for the tech industry. At the start of lockdown, many companies doubled down on their butts-in-seats culture with Zoom surveillance and other creeptastic endeavors. A small change with ripple effects. and observIQ.

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2020: The Year Bee-hind Us

Honeycomb

In March I wrote the following: Observability is a paradigm on which we can build a safe, healthy, sustainable future for the tech industry. At the start of lockdown, many companies doubled down on their butts-in-seats culture with Zoom surveillance and other creeptastic endeavors. A small change with ripple effects. and observIQ.

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Building strong distributed teams, one pixel at a time

CircleCI

The small signals get lost remotely, which means other things become much more important, like understanding people’s varying energy levels. When my colleagues in San Francisco start their work day, they’re high-energy and excited. And after all this growth, we were running into challenges around evolving our engineering culture.

Culture 134
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On Becoming a VP of Engineering, Part 2: Doing the Job

Honeycomb

Departments or teams can burn through an infinite amount of energy re-litigating these decisions with stakeholders if the exec team doesn’t tell the story of these tradeoffs from above and make clear that the avenue for strategy concerns is mostly up, not sideways. However, I learned to leave myself more slack to respond to unexpected things.