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**Stephen Whitworth:** Have you heard of the Mark Twain quote...? It says "I didn't have time to write you a short letter, so I wrote you a long one instead." That is extremely applicable to product development. |
**Gerhard Lazu:** \[48:11\] Definitely. |
**Stephen Whitworth:** It takes time to build something simple. |
**Gerhard Lazu:** Speaking of letters, I'm thinking about your blog posts. Some of them are really, really good. I can tell you which my favorite one is, but I'm wondering which is your favorite, Chris. It doesn't have to be yours, by the way. It can be Stephen's, or Pete's... |
**Chris Evans:** Oh, it's gonna be mine, obviously. What are you talking about...? \[laughter\] |
**Gerhard Lazu:** Sure. |
**Chris Evans:** I'll tell you one I actually really enjoyed both researching and writing. That was the one that was around learning from incidents in Formula 1. It's sort of less an opinion piece on how people should do incidents or anything else, but more a spotlight on an incident that I think was run impeccably wel... |
I think when you look at that, there's just so much that essentially anyone who's dealing with incidents can learn from that. And I think that's a really important thread, actually, for us at Incident.io. We're breaking new ground in many ways, but incidents have been around for -- stuff has gone wrong for a very long ... |
**Gerhard Lazu:** Okay. I was gonna say that was my favorite, but now I can't, because it's your favorite... And I like cars. I like Formula 1, but especially cars, and it really resonated with me. I'm a visual person, I like videos, so I liked it... But there's another one which is a second close. But before I reveal ... |
**Stephen Whitworth:** Rather predictably, I'm gonna pick one of my own blog posts, following Chris' trend... So I wrote a blog post called "Incidents are for everyone." Fundamentally, this is, I guess, a calling card; like, the thing that we are building Incident.io with the belief of... It's that current tooling is v... |
\[51:00\] So if you think about an incident at a bank, for example. If payments are failing, that might be because some Kubernetes pod is having issues. But actually, that's a \[unintelligible 00:51:09.17\] reportable incident. It needs to have an incident manager there. Executives need to be there to make a call. Cust... |
**Gerhard Lazu:** This keeps coming up, and I cannot help not notice it, and not even mention it in this case... Bringing people together - really powerful. I mean, that's what it sounds like to me. We need to bring these people together, because each and every one of them has something of value... But they're not talk... |
**Stephen Whitworth:** I have to ask you, Gerhard, \[unintelligible 00:52:17.05\] your favorite one. |
**Gerhard Lazu:** "Why more incidents is not a bad thing." Actually, "is no bad thing." July 1st, 2021. This is something which I mentioned earlier, in that I'm looking forward to incidents... Which is really weird. But Incident.io makes me do that... Which again, is that mindshift which I talked about. So if you are s... |
**Chris Evans:** Yeah. We think this blog post is essentially an acceptance of reality. Stuff breaks all the time, in little and large ways... You can try and ignore that, or you can solve it in Slack DMs, or you can accept it, use it as a signal to inform what you should do next... And like you say, try and have fun w... |
**Gerhard Lazu:** I was going to say which is your key takeaway, but we've had quite a few takeaways in this last part; they're all very valuable. The blog posts are really good. They're not too long, not too short, they're just the right amount. Go check them out... And keep looking forward to incidents. It's not a ba... |
Thank you very much for joining me. This was great fun. I'm looking forward to the next one. |
**Stephen Whitworth:** Our pleasure. |
**Chris Evans:** Thanks so much. We really enjoyed it. |
**Stephen Whitworth:** Thank you. |
• The show Ship It aims to get ideas into the world through experimentation |
• Great teams make great engineers, not the other way around |
• Dave Farley's approach of assuming one is wrong and testing ideas is effective |
• Experimentation is demonstrated on the show's open source podcasting platform |
• A hammer analogy illustrates the value of learning from failure |
[0.64 --> 4.24] We are going to ship in 3, 2, 1. |
[4.24 --> 10.08] I'm Gerhard Azu, host of Ship It, a show with weekly episodes about getting your best ideas |
[10.08 --> 14.88] into the world and seeing what happens. We talk about code, ops, infrastructure, |
[14.88 --> 18.88] and the people that make it happen like charity majors from Honeycomb. |
[18.88 --> 24.00] We act like great engineers make great teams, and it's exactly the opposite. In fact, |
[24.00 --> 27.04] it is great teams that make great engineers. |
[27.04 --> 30.96] And Dave Farley, one of the founders of Continuous Delivery. |
[30.96 --> 34.24] Start off assuming that we're wrong rather than assuming that we're right. |
[34.24 --> 39.04] Test our ideas, try and falsify our ideas. Those are better ways of doing work, |
[39.04 --> 43.20] and it doesn't really matter what work it is that you're doing. That stuff just works better. |
[43.20 --> 48.88] We even experiment on our own open source podcasting platform so that you can see |
[48.88 --> 54.80] how we implement specific tools and services within changelog.com, what works and what fails. |
[54.80 --> 58.96] It's like there's a brand new hammer, and we grab hold of it, and everyone gathers around. |
[58.96 --> 65.20] We put our hand out, and we strike it right on our thumb. And then everybody knows that hammer |
[65.20 --> 69.60] really hurts. When you strike it on your thumb, I'm glad those guys did it. I've learned something. |
[69.60 --> 70.32] Instead, yeah. |
[70.32 --> 75.12] I think that's a very interesting perspective, but I don't see that way. |
[75.12 --> 75.52] Okay. |
[75.52 --> 78.72] It's an amazing analogy, but I'm not sure that applies here. |
[78.72 --> 83.12] Listen to an episode that seems interesting or helpful, and if you like it, subscribe today. |
[83.12 --> 88.80] We'd love to have you with us. |
• Gerhard Lazu recalls being fascinated by Docker when it first came out in 2014 |
• Ian Miell remembers giving a talk about Docker at OpenBet and realizing its transformative potential for engineers |
• Ian used Docker to containerize a 15-year-old monolith, saving time and making it easier for engineers to work on different applications |
• The two met at a meetup or conference related to DevOps and containers in London |
• They exchanged emails after the meetup but lost touch until years later when they met again and discovered new common interests and projects |
• The speaker shares their experience of using Docker in a previous company, resulting in significant time savings for developers. |
• Ian Miell discusses the importance of feeling uncomfortable or challenged at work (about 30% of the time) as a sign of growth and learning. |
• He elaborates on his transition from a narrow domain to working in infrastructure at Barclays, where he faced new challenges and opportunities for development. |
• The speaker reflects on writing the Docker in Practice book and subsequent editions, as well as creating self-published books like Git the Hard Way. |
• The speaker's experience with Git repositories and explaining complex concepts to others led to the creation of a course and book on Git. |
• The speaker has self-published several books using the "Hard Way" method inspired by Zed Shaw's writing style. |
• The benefits of self-publishing include greater control and higher royalty rates, but also require discipline and organization. |
• The speaker's career goals are shifting towards management and consulting, and they see book writing as a way to increase their credibility. |
• The topic for the episode "Follow the money" refers not to personal wealth, but rather the flow of money within organizations and how it relates to technology and organizational structure. |
• The importance of team organization and agility in software development |
• Marxist ideas on the material base determining the superstructure (culture) |
• Different ways organizations think about investment and maintenance |
• Connection between accounting practices and organizational structure |
• "Follow the money" approach to understanding organizational issues |
• Agile accounting as an alternative to traditional yearly cycle |
• Conway's Law and its implications for organization structure |
• Importance of communication between engineers, accountants, and management in understanding financial flows. |
• Opaqueness in business: lack of transparency about financial metrics |
• Measuring value generated by teams and justifying revenue |
• Agile methodology vs. actual change: companies think adopting Agile solves problems without addressing underlying issues |
• Importance of practical thinking and hands-on approach to address company's money flows and value creation |
• Need for a holistic approach in business, considering multiple factors beyond individual areas of expertise |
• Holistic thinking is crucial for software development success |
• Traditional "front-loaded" platforms require significant upfront investment |
• Non-financial metrics, such as reduced bugs and improved rollback processes, are essential to consider alongside financial metrics |
• Sales teams need to think in terms of delivering value to customers, not just completing transactions |
• Focusing solely on technology and process can lead to missed business considerations and failure to adapt to changing needs |
• Engineers must learn to think more widely and consider the broader business implications of their work. |
• Importance of awareness and connection in business |
• Concept of Container Solutions as a consultancy for cloud-native adoption |
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