Beyond Chef and Puppet

You can find Ten essential DevOps tools here:

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Startup Lab workshop: How Google sets goals: OKRs

• OKRs ! = PRM directly
• Q based
• Good data points.
• OKRs are public; everyone in the company should be able to see what everyone else is working on (and how they did in the past)
• Objectives are ambitious, and should feel somewhat uncomfortable
• Key Results are measurable; they should be easy to grade with a number (at Google we use a 0 – 1.0 scale to grade each key result at the end of a quarter)
• The “sweet spot” for an OKR grade is .6 – .7; if someone consistently gets 1.0, their OKRs aren’t ambitious enough. Low grades shouldn’t be punished; see them as data to help refine the next quarter’s OKRs.

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Masaaki Imai – Definition of KAIZEN

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The art of innovation: Guy Kawasaki at TEDxBerkeley

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Dr. Clayton Christensen delivers 2012 Pullias lecture at USC

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Dilbert: Disaster Recovery Plan

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9 Myths About Agile

9 Myths About Agile

Setting the record straight on the most common misconceptions about an increasingly popular—and controversial—approach to software development.

Agile has proven a polarizing force since a group of veteran software developers first proposed it in 2001 as a reaction to traditional “Waterfall” development, which they perceived as slow and dysfunctional. Unlike the Waterfall method, Agile encourages rapid and flexible responses to changing business needs and user requirements.

Some in both the IT and business communities are justifiably enthusiastic about achieving desired results more quickly, and welcome the move away from traditional software development approaches. Others are vehemently opposed to Agile for a variety of reasons, including that it requires making disruptive changes to established processes and may place additional burdens on users.¹ The reality of Agile probably lies somewhere in the middle.

Certain myths permeate the often-heated discussions taking place among IT and business leaders considering Agile.

more is available here

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Functional fixedness

“A mental block against using
an object in a new way that is
required to solve a problem.”

More here

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Dave Snowden | How not to manage complexity

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Don Reinertsen @ The Lean Startup Conference 2013

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