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**Romano Roth:** Sure. It's participatory budgeting. |
**Gerhard Lazu:** Okay, what is that? |
**Romano Roth:** \[laughs\] |
**Gerhard Lazu:** What is participatory budgeting? |
**Romano Roth:** Exactly. So participatory budgeting is a thing you can do to allocate budget. So what is one of the big problems that we have when allocating a budget? Usually, you have people who want to do stuff. And on the other side, you have people who have the budget, and who say where, which kind, and which amo... |
The problem is that the people who have the budget don't really know what exactly the impact is, \[51:47\] people who want to do something really has. And that's a huge problem. What you usually get is the people who have the budget will just say "Yeah, we divide everything apart, and everybody gets the same amount", a... |
\[52:05\] That's quite a bad thing you usually have. The better thing is to have that participatory budgeting. That's an event, and in this event everybody who wants to have a budget and is part of a value stream comes together, and they get allocated the budget. They sit at a table, they get the budget pot, and then t... |
So there is that entrepreneurial thinking which is coming up, and they start to think like it is their own enterprise, and they are more emotionally attached, and in the end you get a better budget. |
**Gerhard Lazu:** That was a great summary; I know that you gave a whole talk on this... And based on that summary, I'm going to watch it. So thank you for that. \[laughter\] Great. So we are just about to wrap up. I have one last, very important question. What is the most important takeaway for our listeners from our ... |
**Romano Roth:** A very good question. I would say don't be afraid to take decisions; don't be afraid to make a bad decision. Just constantly learn and react, and constantly adapt. |
**Gerhard Lazu:** I love that. That's amazing, Romano. Thank you very much. This was a pleasure. |
**Romano Roth:** Thank you also. |
• Interview with Romano Roth, head of DevOps at Zülke |
• Overview of Zülke's business and services, including factory robots, AI assistants, and medical devices |
• Romano's background as a .NET developer and his current role in leading 30 software engineers |
• Discussion of recent DevOps challenges and wins across various companies |
• Review of the DevOps Meetup group and events, including DevOps Days Zurich |
• Details on organizing an in-person event during COVID-19 pandemic, including safety measures |
• The speaker liked a particular talk that emphasized the importance of people over processes in IT transformation. |
• The talk was about focusing on what really matters in an HL transformation, rather than just following frameworks such as scaled HL. |
• The speaker compared this idea to the Agile Manifesto's principle of "people over processes". |
• The upcoming DevOps Days conference will be held in person again next year, likely in May or June. |
• The call for papers for the next conference is expected to open in December or January. |
• There was discussion about diversity in topics and speakers at the conference, with a desire to include more talks on culture and UX in DevOps. |
• People's tendency to chase shiny new things and the comfort of familiar tools |
• Origins of DevOps and its connection to continuous integration and delivery pipelines |
• First experiences with CI-CD systems (command line scripts, batch files) |
• Current use of various CI-CD systems (TeamCity, Octopus Deploy, GitHub, GitLab) |
• Shift towards platform-based solutions like GitHub and GitLab |
• Role as head of DevOps at Zylke, leading a team of engineers and consultants |
• Training and educating clients on DevOps practices |
• Consulting on IT, HR, and DevOps transformations in client projects |
• Team size: 31 DevOps engineers at Zylke in Switzerland |
• Global presence: other people around the world doing DevOps |
• Multiple customers and projects, with team members working on different responsibilities |
• Successes and failures in projects, including a notable agile transformation project with a customer |
• Key takeaway from the successful project: deliver directly to the customer, let them show how they use it |
• Promotion for Fastly's Edge Cloud Network and serverless computing |
• Biggest obstacles to driving DevOps transformations or successful DevOps projects: middle management and company structure |
• Misalignment between business units and silos |
• Challenges of HR transformation and DevOps in getting buy-in from leaders who lose power and control |
• Importance of educating leaders on new roles and responsibilities in a transformed organization |
• Need for top management to provide clear vision and guidance for transformation efforts |
• Addressing resistance to change, including educating or replacing individuals who are resistant |
• Agile and DevOps transformations focusing on connecting value stream to customer needs and iterating on product development |
• Importance of identifying hypotheses behind ideas and testing them with minimal viable products and leading indicators. |
• The importance of a comfortable pace when working on projects |
• The scientific method and iterating quickly to validate assumptions |
• Recognizing when it's enough and not chasing perfection |
• Shipping code and features as soon as possible, even if they're not complete |
• Failing and learning from mistakes as an essential part of the development process |
• Allowing teams to make failures and learn from them, rather than trying to avoid failure altogether |
• Old technology used in the beginning led to learning about customer needs. |
• Addition of user experience was necessary but showed limitations with old tech. |
• Switching to new technology required a willingness to change and adapt. |
• The importance of server-side rendering, such as LiveView, was discussed for its efficiency and simplicity. |
• Not being afraid to say "I was wrong" and course correct is crucial in decision-making. |
• Sunk cost fallacy should not be ignored, and throwing more money at a bad idea is not beneficial. |
• Focus on learning, not time spent, is essential when evaluating new technologies. |
• Understanding the underlying problem being solved by technology is key to making informed decisions. |
• Analysis of technology possibilities and their advantages/disadvantages |
• Decision-making process for adopting technologies: team involvement vs external decisions |
• Importance of prototypes in evaluating technology effectiveness |
• Use cases for FireHydrant's reliability platform in incident response and automation |
• DevOps trends mentioned: automation, security (DevSecOps), AIOps |
• AIOps (Artificial Intelligence for IT Operations) discussed as a trend and its potential to solve complex problems |
• AIOps tools mentioned: Dynatrace, Datadog, pattern matching capabilities |
• Automation tools mentioned: Octopus Deploy, Jenkins, TeamCity, Azure DevOps, GitHub, GitLab |
• DevSecOps (Supply Chain Security) discussed with a focus on application security and static code analysis |
• Tools for static code analysis mentioned: SonarCube, Checkmarks, OWASP tool (name not specified) |
• Importance of analyzing libraries and dependencies in addition to code itself |
• Tool for vulnerability identification and licensing management mentioned: WhiteSource |
• Trends in DevOps for 2021 |
• Hyperautomation as a major trend for 2022 |
• Importance of monitoring and maintaining systems with hyperautomation |
• Need for observability with automated processes |
• Cyber resilience topic, including DevSecOps and infrastructure protection |
• Allocating budget through participatory budgeting |
• Participatory budgeting as a more effective method than dividing budgets equally among stakeholders |
• The benefits of participatory budgeting include entrepreneurial thinking, emotional attachment to decision-making, and better outcomes |
• Key takeaway: don't be afraid to make decisions, learn from mistakes, and adapt constantly |
• Importance of strategic alignment with OKRs or company strategy in decision-making |
[0.08 --> 6.02] Welcome to another episode of Ship It. I'm Gerhard Lassu and today I'm chatting with Romano Roth, |
[6.40 --> 13.62] head of DevOps at Zülke, a company founded by Gerhard Zülke in 1968. They help companies |
[13.62 --> 20.82] all over the world build, ship and run anything from factory robots to AI assistants in complex |
[20.82 --> 26.02] regulatory environments and even medical devices that perform autonomous robotic surgery. |
[26.02 --> 30.74] Besides leading a team of 30 software engineers that specialize in operations, |
[31.22 --> 38.28] infrastructure and cloud, Romano is one of the organizers of DevOps at Zülke and also the DevOps |
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