What is continuous deployment? Why design for continuous deployment? How can engineers help designers think and work in this environment. An overview of how it's done at Etsy.
This document discusses the difference between innovation that leads to better products versus new products for their own sake. It argues that true innovation means developing products that are better, not just new, by fulfilling real customer needs. Merely refreshing a product line with new features does not establish strong brands or ensure longevity. True innovation takes time to understand implicit customer needs and behaviors, and develop products that address them in a better way. Focusing on better addresses the problem more fully than new features alone.
The document provides an introduction to cumulative flow diagrams (CFDs), which are a visualization tool used in Lean/Agile software development to track the status of work items over time. It explains that CFDs show work items moving through different workflow states like "to do", "in progress", and "done" to provide insight into metrics like throughput, work in progress, and cycle times. Examples of CFDs are shown tracking work items in a Kanban system over the course of a day and for a Scrum team over multiple sprints.
This document discusses customer development and validation techniques for startups. It recommends starting with customer interviews to define the customer and their problem, then testing solutions through experiments. The key steps are: 1) Define the customer and problem hypotheses, 2) Identify core assumptions to test, 3) Plan an experiment and success criteria, 4) Conduct the experiment, 5) Analyze results and iterate. Exploration techniques like street interviews are suggested to understand customer needs without bias. The goal is to decrease cash spent between pivots by validating assumptions quickly through customer feedback.
DevOps represents cultural change. Whether its the change of resistant engineers that dont want to be on-call or the change of Operations teams to have more empathy towards their counterparts writing code, to the willingness of executives to embrace a culture of automation, measurement and sharing. Organizations must overcome the culture war to be able to approach the agility and productivity that organizations following a DevOps model gain. The faster they can get there, the faster these organizations can take the competitive edge away from traditional enterprises.
Case Study: How CAs IT Automated Salesforce Deployments with CA Release Auto...CA Technologies
油
SaaS-based applications like Salesforce.com are increasingly relevant to companies to compete and grow their business. However, the opportunity of faster time to value and availability offered by Cloud and SaaS comes with an urgent need to automate the application development and release processes. Learn how CAs internal IT team used CA Release Automation to reduce SFDC software deployment times - simplifying and standardizing the release process and minimizing errors.
For more information on DevOps solutions from CA Technologies, please visit: http://bit.ly/1wbjjqX
Continuous Delivery - The ING Story: Improving time to market with DevOps and...CA Technologies
油
ING Bank implemented continuous delivery and DevOps practices to improve their software delivery cycle. This allowed them to reduce time to market from over 20 weeks to just 4 days by automating testing, deployments, and enabling developers and operations teams to work together. Some challenges included changing organizational culture and mindsets, acquiring talent with continuous delivery skills, and ensuring supplier alignment with more frequent releases. Continuous delivery provided business benefits like increased release frequency, fewer outages, and improved customer experiences, but risks like security need ongoing attention for systems handling financial services.
The document discusses concepts related to continuous delivery and deployment pipelines. It advocates building quality into software through automated testing and collaboration between developers, testers and operations teams. Continuous delivery aims to make software production-ready at any time by implementing configuration management, continuous integration, and automated testing in a deployment pipeline that provides feedback at every change. This reduces risk and enables frequent, reliable releases that are tied to business needs rather than operational constraints.
TDD is the elengant way of designing software. People scares from it so much, because software design is hard and it requires discipline. In this talk, I tried to describe what TDD is from software design perspective.
My talk at Etsy's SXSW Microconference, "Moving Fast at Scale."
http://codeascraft.etsy.com/2011/03/01/moving-fast-at-scale-sxsw/
For companion talks (this was one of four), see http://codeascraft.etsy.com/2011/03/19/moving-fast-at-scale-slides-and-reprise/
Randy Hunt, Etsy - Warm Gun Conference500 Startups
油
This document discusses continuous deployment and how to design systems for continuous deployment. It advocates for frequent, low-risk releases by empowering engineers and decentralizing work. Tools and processes like version control, configuration flags, and performance measurement are recommended to enable engineers to easily and safely deploy changes. The overall message is that continuous deployment can simplify complex work, enable great work, and make people happy by facilitating ongoing improvements.
The document discusses volunteer management strategies at the National Trust. It outlines the Trust's past approach to volunteering, including communication methods and involvement of volunteers. It then discusses a new "Volunteer Exemplar Project" that aimed to think differently about volunteering by improving support, role definitions, and including volunteers in project management. Key changes included a Volunteer Support Team, research groups for volunteers, new roles, and improved communication. Evaluation found both successes and challenges in managing expectations during change and maintaining consistency across properties. The final section discusses next steps, like expanding roles and training opportunities.
The document provides 10 tips for making Agile adoption more successful. The tips are: 1) use a physical board, 2) collect and use statistics, 3) engage a coach or consultant, 4) prioritize action over talking, 5) the only way to know is to do it, 6) enthuse and pull people rather than push change, 7) be clear on the reasons for adopting Agile, 8) don't forget the technical aspects, 9) ensure a clear flow of requirements, and 10) consider structural changes like using vertical teams rather than projects. The document is authored by Allan Kelly from Software Strategy Ltd.
The document discusses concepts related to embodied learning including cognitive processes being rooted in interactions with the physical environment. It also discusses mobile learning as increasing motivation and having a strong effect on knowledge transfer. Finally, it promotes innovation through embodied learning and discusses the importance of learning by doing rather than just hearing or seeing. The document is from the Institute for Art, Science & Technology and discusses their work in areas like open design, learning analytics, and citizen science.
The survey found that most employees expect to access work networks, applications, and information from anywhere using any device. Specifically, 3 in 5 employees believe they do not need to be physically present in the office to work efficiently, and 2 in 3 employees desire work flexibility. Additionally, 2 in 3 employees would accept a lower paying job that offers more flexibility over a higher paying but less flexible job.
This document summarizes a TEDx talk given by Seyeob Kim about his career journey and experiences founding a startup company. It describes his work developing radio frequency integrated circuits for mobile devices from 2000-2006 which generated $160 million in revenue. It then discusses his reflection on finding his purpose and values, including mentoring others and living intentionally. The document contains several photos and graphics supporting the key points.
Social media professionals payscale - IndiaDigiWhirl
油
We conducted a survey amongst social media professionals in India to understand the payscale in this industry. The presentation gives you the results of that survey.
This is a presentation I gave w/ support from Ted Booth & Jennifer Bove. It is meant to convey my interpretation of a moment. The slides don't stand by themself really well, so there is this video here: http://vimeo.com/4082183
Gov 2.0: Scaling, Automation, & Management in the CloudJesse Robbins
油
The document discusses scaling infrastructure in the cloud. It provides summaries aimed at different audiences including developers, systems administrators, and executives. For developers, it notes that infrastructure is now the application and they need tools to manage it. For systems administrators, it encourages embracing new approaches. For executives, it notes that benefits come from efficiency rather than raw spending and there are cultural implications. It also discusses how infrastructure management has evolved and become easier over time but remains a challenge without the right tools.
LeanMantra's organised a one day Lean Startup workshop where participants learnt and practiced creation of business model, identifying riskiest assumption, designing experiments and validation it via interviewing customers
Pollenizer provided strategic consulting, engineering, and operational support to several web businesses over the past two years. They helped companies with technology assessments, development methodology, product focus, marketing strategy, and managing rapid growth. Notable clients included SportsPassion, Getprice, Perkler, local.ch, and Homer Hudson. Pollenizer grew from 4 to 55 employees working with over 70 companies globally. They emphasized their hands-on approach and ability to provide expertise across all aspects of running a digital business.
Nick Boulter, MD of Hay Group, presents the secrets of success to innovation and sustainability at at London Business School's China Business Forum on 10 November 2012.
In a world where there is an abundance of ideas, Boutler identifies the obstacles to executing innovation. Watch the video footage of the event at: http://bit.ly/innovationCBF
Real World Lessons Using Lean UX (Workshop)Bill Scott
油
Half Day Workshop given 5/22/2013 at WebVisions Portland.
In this workshop Bill will explore the mindset of LeanUX and how it relates to bring products to life in the midst of big organizations that don't normally think "Lean". He will look at how teams can create a strong partnership between product, design & engineering in a way that tears down the walls and instead focuses on three key principles:
Shared understanding
Deep collaboration
Continuous customer feedback
The workshop will take a look at how Bill has been able to apply Lean UX at PayPal a place that in recent years has been the total antithesis of the lean startup idea. With very specific examples, he will share lessons learned applying lean to the full product life cycle as well as how it relates to agile development.
Finally, the workshop looks at the technology stack. In the last few years there has been an explosion of open source technology stacks that can support rapidly creating products, launching them to scale and rapidly iterating on them when live. While startups embrace these stacks from the get-go, large organizations struggle with how to embrace this change. This workshop will also look at the shift that has happened, what is driving this change, and how organizations can embrace this stack and how to marry Lean Tech with Lean UX.
Open Source Skills and Business Requirements Match and MismatchAndreas Meiszner
油
By: R端diger Glott, UNU-MERIT, The Netherlands
1st International Workshop on "D4PL - Designing for participatory learning"
Building from open source success to develop free ways to share and learn
Noverio Joe and David Formula from Maybank discuss their DevOps journey and how they are working to transform the bank through agile practices, microservices, and DevOps. They focus on three main areas: helping business work faster with agile, enhancing their mobile and microservices applications, and improving their DevOps culture and CI/CD processes. They provide an example of how their previous development process worked versus how CI/CD streamlines development and delivery. The document outlines the tools and technologies they have implemented in their CI/CD pipeline to automate testing, deployment, and monitoring.
Value driven - the future of software developmentCJ Marsh
油
The document discusses trends in software development, focusing on value-driven and agile approaches. It advocates keeping projects lean by building minimum viable products and measuring their impact through scientific testing. Engineers are advised to design for humans, integrate products, and release often to build velocity. The goal is to make software that matters by delivering value to users.
Collaborative Innovation: The State of EngagementDan Keldsen
油
The ultimate benefits of Collaborative Innovation are when Collaborative Innovation is applied at a strategic level - but are you using the tactics to make the most of Collaborative Innovation?
Last quarter the Collaborative Innovation Team surveyed over 200 thought leaders in multiple functional roles from large and small organizations distributed worldwide. The results offer some fascinating insights into the ways that collaborative innovation is and isnt being implemented in businesses today.
With only 15% of respondents stating their organization is "very effective" at Collaborative Innovation, and a mere 35% who believe Collaborative Innovation ranks up with the core capabilities of business such as R&D, Operations, Marketing and more - were certainly not all masters of this space just yet.
Call it Collaborative Innovation, Enterprise 2.0, Open Innovation, Innovation Management, Hyper-Social Innovation or Social Business... are you doing it? Doing it well? Find out what we've uncovered in this sneak preview of the upcoming ebook on our research results from late 2011 to early 2012.
Volodymyr Zelensky Thank You America Shirtrobintex21
油
Volodymyr Zelensky Thank You America Shirt
https://www.pinterest.com/boilshop/volodymyr-zelensky-thank-you-america-shirt/
Volodymyr Zelensky Thank You America Shirt,Volodymyr Zelensky Thank You America T Shirts,Volodymyr Zelensky Thank You America SweatShirts yours today. tag and share who loves it.
My talk at Etsy's SXSW Microconference, "Moving Fast at Scale."
http://codeascraft.etsy.com/2011/03/01/moving-fast-at-scale-sxsw/
For companion talks (this was one of four), see http://codeascraft.etsy.com/2011/03/19/moving-fast-at-scale-slides-and-reprise/
Randy Hunt, Etsy - Warm Gun Conference500 Startups
油
This document discusses continuous deployment and how to design systems for continuous deployment. It advocates for frequent, low-risk releases by empowering engineers and decentralizing work. Tools and processes like version control, configuration flags, and performance measurement are recommended to enable engineers to easily and safely deploy changes. The overall message is that continuous deployment can simplify complex work, enable great work, and make people happy by facilitating ongoing improvements.
The document discusses volunteer management strategies at the National Trust. It outlines the Trust's past approach to volunteering, including communication methods and involvement of volunteers. It then discusses a new "Volunteer Exemplar Project" that aimed to think differently about volunteering by improving support, role definitions, and including volunteers in project management. Key changes included a Volunteer Support Team, research groups for volunteers, new roles, and improved communication. Evaluation found both successes and challenges in managing expectations during change and maintaining consistency across properties. The final section discusses next steps, like expanding roles and training opportunities.
The document provides 10 tips for making Agile adoption more successful. The tips are: 1) use a physical board, 2) collect and use statistics, 3) engage a coach or consultant, 4) prioritize action over talking, 5) the only way to know is to do it, 6) enthuse and pull people rather than push change, 7) be clear on the reasons for adopting Agile, 8) don't forget the technical aspects, 9) ensure a clear flow of requirements, and 10) consider structural changes like using vertical teams rather than projects. The document is authored by Allan Kelly from Software Strategy Ltd.
The document discusses concepts related to embodied learning including cognitive processes being rooted in interactions with the physical environment. It also discusses mobile learning as increasing motivation and having a strong effect on knowledge transfer. Finally, it promotes innovation through embodied learning and discusses the importance of learning by doing rather than just hearing or seeing. The document is from the Institute for Art, Science & Technology and discusses their work in areas like open design, learning analytics, and citizen science.
The survey found that most employees expect to access work networks, applications, and information from anywhere using any device. Specifically, 3 in 5 employees believe they do not need to be physically present in the office to work efficiently, and 2 in 3 employees desire work flexibility. Additionally, 2 in 3 employees would accept a lower paying job that offers more flexibility over a higher paying but less flexible job.
This document summarizes a TEDx talk given by Seyeob Kim about his career journey and experiences founding a startup company. It describes his work developing radio frequency integrated circuits for mobile devices from 2000-2006 which generated $160 million in revenue. It then discusses his reflection on finding his purpose and values, including mentoring others and living intentionally. The document contains several photos and graphics supporting the key points.
Social media professionals payscale - IndiaDigiWhirl
油
We conducted a survey amongst social media professionals in India to understand the payscale in this industry. The presentation gives you the results of that survey.
This is a presentation I gave w/ support from Ted Booth & Jennifer Bove. It is meant to convey my interpretation of a moment. The slides don't stand by themself really well, so there is this video here: http://vimeo.com/4082183
Gov 2.0: Scaling, Automation, & Management in the CloudJesse Robbins
油
The document discusses scaling infrastructure in the cloud. It provides summaries aimed at different audiences including developers, systems administrators, and executives. For developers, it notes that infrastructure is now the application and they need tools to manage it. For systems administrators, it encourages embracing new approaches. For executives, it notes that benefits come from efficiency rather than raw spending and there are cultural implications. It also discusses how infrastructure management has evolved and become easier over time but remains a challenge without the right tools.
LeanMantra's organised a one day Lean Startup workshop where participants learnt and practiced creation of business model, identifying riskiest assumption, designing experiments and validation it via interviewing customers
Pollenizer provided strategic consulting, engineering, and operational support to several web businesses over the past two years. They helped companies with technology assessments, development methodology, product focus, marketing strategy, and managing rapid growth. Notable clients included SportsPassion, Getprice, Perkler, local.ch, and Homer Hudson. Pollenizer grew from 4 to 55 employees working with over 70 companies globally. They emphasized their hands-on approach and ability to provide expertise across all aspects of running a digital business.
Nick Boulter, MD of Hay Group, presents the secrets of success to innovation and sustainability at at London Business School's China Business Forum on 10 November 2012.
In a world where there is an abundance of ideas, Boutler identifies the obstacles to executing innovation. Watch the video footage of the event at: http://bit.ly/innovationCBF
Real World Lessons Using Lean UX (Workshop)Bill Scott
油
Half Day Workshop given 5/22/2013 at WebVisions Portland.
In this workshop Bill will explore the mindset of LeanUX and how it relates to bring products to life in the midst of big organizations that don't normally think "Lean". He will look at how teams can create a strong partnership between product, design & engineering in a way that tears down the walls and instead focuses on three key principles:
Shared understanding
Deep collaboration
Continuous customer feedback
The workshop will take a look at how Bill has been able to apply Lean UX at PayPal a place that in recent years has been the total antithesis of the lean startup idea. With very specific examples, he will share lessons learned applying lean to the full product life cycle as well as how it relates to agile development.
Finally, the workshop looks at the technology stack. In the last few years there has been an explosion of open source technology stacks that can support rapidly creating products, launching them to scale and rapidly iterating on them when live. While startups embrace these stacks from the get-go, large organizations struggle with how to embrace this change. This workshop will also look at the shift that has happened, what is driving this change, and how organizations can embrace this stack and how to marry Lean Tech with Lean UX.
Open Source Skills and Business Requirements Match and MismatchAndreas Meiszner
油
By: R端diger Glott, UNU-MERIT, The Netherlands
1st International Workshop on "D4PL - Designing for participatory learning"
Building from open source success to develop free ways to share and learn
Noverio Joe and David Formula from Maybank discuss their DevOps journey and how they are working to transform the bank through agile practices, microservices, and DevOps. They focus on three main areas: helping business work faster with agile, enhancing their mobile and microservices applications, and improving their DevOps culture and CI/CD processes. They provide an example of how their previous development process worked versus how CI/CD streamlines development and delivery. The document outlines the tools and technologies they have implemented in their CI/CD pipeline to automate testing, deployment, and monitoring.
Value driven - the future of software developmentCJ Marsh
油
The document discusses trends in software development, focusing on value-driven and agile approaches. It advocates keeping projects lean by building minimum viable products and measuring their impact through scientific testing. Engineers are advised to design for humans, integrate products, and release often to build velocity. The goal is to make software that matters by delivering value to users.
Collaborative Innovation: The State of EngagementDan Keldsen
油
The ultimate benefits of Collaborative Innovation are when Collaborative Innovation is applied at a strategic level - but are you using the tactics to make the most of Collaborative Innovation?
Last quarter the Collaborative Innovation Team surveyed over 200 thought leaders in multiple functional roles from large and small organizations distributed worldwide. The results offer some fascinating insights into the ways that collaborative innovation is and isnt being implemented in businesses today.
With only 15% of respondents stating their organization is "very effective" at Collaborative Innovation, and a mere 35% who believe Collaborative Innovation ranks up with the core capabilities of business such as R&D, Operations, Marketing and more - were certainly not all masters of this space just yet.
Call it Collaborative Innovation, Enterprise 2.0, Open Innovation, Innovation Management, Hyper-Social Innovation or Social Business... are you doing it? Doing it well? Find out what we've uncovered in this sneak preview of the upcoming ebook on our research results from late 2011 to early 2012.
Volodymyr Zelensky Thank You America Shirtrobintex21
油
Volodymyr Zelensky Thank You America Shirt
https://www.pinterest.com/boilshop/volodymyr-zelensky-thank-you-america-shirt/
Volodymyr Zelensky Thank You America Shirt,Volodymyr Zelensky Thank You America T Shirts,Volodymyr Zelensky Thank You America SweatShirts yours today. tag and share who loves it.
Stepping into a Pilates studio for the first time can be a tad intimidating, especially when faced with an array of unfamiliar equipment that seems more fitting for a science lab than a workout space. However, these apparatuses are at the heart of the Pilates experience, each designed to facilitate specific movements and benefits.
2. What is Etsy?
Etsy is a commerce platform & a community where people buy
direct from designers & artists who make & sell their own
products.
3. Any creative person can open a shop, list items, receive and
ful鍖ll orders, promote themselves, connect with other people,
curate collections of items, watch site activity...
18. About 140 people in Product Design & Engineering
(thats designers, product managers, engineers, and devops).
We have to make that all work!
19. Design
for
Continuous
Deployment
Which brings me to the topic at hand. Design for Continuous
Deployment.
20. HELL Design
for
YES!
Continuous
Deployment
Which is awesome.
21. What is he
doing here?
You might be asking yourself, why is a designer talking to
room of developers about deployment?
22. get
Great
Work
done
Return to this idea of helping
great work get done.
23. How
Things
are
Made
Getting great work done means working together.
And it means valuing how things are made.
24. Making
Together
In fact, it means Making Together.
THAT is designing for continuous deployment.
If our engineers practice continuous deployment, so must we.
Were building one product.
28. What is
continuous
deployment?
That brings us to our next question. You might be asking,
What is continuous deployment?
29. d艶沿鉛看霞馨艶稼岳
Release Changes
Deployment is really just releasing changes to your product.
30. c看稼岳庄稼顎看顎壊
All of the Time
Continuous means those changes are being released all of
the time.
31. Always Improve
Assuming that each change is intended to be an improvement
(and why wouldnt it be?), then that means the product is
always improving.
32. Frequent
Boring
Low-Risk
These changes happen often, theyre trivial, and because
theyre small, they should be low risk. This is really the
philosophy of continuous deployment.
33. Release
Early
Release
Often
This is saying frequency another way: a catchy way. This is
how you say it if you want to remind someone they havent
released small enought or frequently enough.
34. Easy to Identify
Easy to Fix
Again, because the changes are small (and we measure what
happens) problems are easier to 鍖nd and easier to 鍖x.
35. Why design for
continuous
deployment?
So, you ask, why design for continuous deployment?
36. Were all in
this together.
Well, were working together building one product, so we
should work similarly. Design doesnt get left behind in a
powerful engineering culture. In fact, design can scale and be
more 鍖uid when its close to engineering.
37. Share Early
Share Often
This is the collaboration counterpart to releasing early and
often. You encounter problems sooner. You learn sooner. You
鍖x sooner.
This isnt about speed, its about quality.
40. code
...and share it!
Youve made your design in the actual application
environment. For engineers, no big deal. For designers, this is
huge!
41. Empowerment,
Responsibility
&
Trust
And when you get to the point of releasing, youre empowered
and trusted to do that. (yep, designers deploy to production
too)
42. People like these things. Being trusted feels good.
As Kellan our CTO says, optimize for developer happiness.
When youre happy, you do better work.
43. Decentralize
Work
When everyone can access code and everyone can deploy,
theres not single bottleneck or central deployment authority.
44. Engineers Deployers
Here we can see the moment in 2010 when the number of
people deploying to production surpassed the number of
engineers on staff. This is good.
45. Engineers Deployers
70
60
50
40
30
20
10
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
Here we can see the moment in 2010 when the number of
people deploying to production surpassed the number of
engineers on staff. This is good.
46. Engineers Deployers
70
60
58
55
50
49
47
40 42
35
30
30
26
20 23
20
15
10
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
Here we can see the moment in 2010 when the number of
people deploying to production surpassed the number of
engineers on staff. This is good.
47. Engineers Deployers
70
62
60
57
58
54
55
50 50
49
47
40 42
35 32
30
30
26
26
22
20 23
20
15
15
10 10
7 8
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
Here we can see the moment in 2010 when the number of
people deploying to production surpassed the number of
engineers on staff. This is good.
48. Engineers Deployers
70
62
60
57
58
54
55
50 50
49
47
40 42
35 32
30
30
26
26
22
20 23
20
15
15
10 10
7 8
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov
Here we can see the moment in 2010 when the number of
people deploying to production surpassed the number of
engineers on staff. This is good.
49. Share Language
Share Knowledge
When designers and engineers work in the same environment,
they share a language. This makes is easier to share
knowledge. It also means you sympathize more with each
others motivations and challenges.
50. Version Control
Design Assets
As an added bonus. When you have designers working this
way, you get version control of your design assets happening
naturally. Nice!
51. How do you do it?
Enough with the philosophy and motivational messages.
How does this work at Etsy?
52. Tools
&
Process
Ill describe the tools and basic process we use on the product
design team (and where we intersect with engineering).
53. Dev Environment
We all have a dedicated virtual machine that serves as our
development environment. They are con鍖gured as mirrors of
production in almost every way.
54. Local
Environment
And we all work locally on our Macs. This is like some
engineers, but not most of them. Most of them like to work in
their development environment directly. Us designers dont like
things like Vim.
55. Quick Start Guides
&
Packages
Along with our engineers, weve made quick guides to help
designers get started in this environment.
59. The product design team also uses Camp鍖re (and the Propane
client) to share visual designs in conversation as well. Well
post links to dev environments, as well as still and motion
screen captures.
60. send
Local Changes
to
Dev Environemnt
Remember those set up tools? Well theres a handy script that
auto-sends local changes to your development environment.
61. Pattern Library
Weve built a design Pattern Library. It allows us to quickly get
designs roughed. Dont duplicate efforts. Be more consistent
throughout the product.
It covers mark-up, style, and behavior.
62. This doesnt solve everything, every time, but a patterns solves
many things many times. Makes it easy to get started. Helps
share design decisions between designers and with engineers.
If we do something more than once, we patternize it.
63. Con鍖g Flags
We put every feature behind con鍖g 鍖ags. Theyre dead simple.
They live in a few simple PHP 鍖les.
These allow us to safely work in production code and only
deliver designs to the right people at the right time.
64. These 鍖ags turn things on and off.
They determine what environment theyre on/off in.
They can determine what speci鍖c users.
And they integrate with our a/b experiment framework.
65. On/Off
These 鍖ags turn things on and off.
They determine what environment theyre on/off in.
They can determine what speci鍖c users.
And they integrate with our a/b experiment framework.
66. On/Off
Dev/Prod
These 鍖ags turn things on and off.
They determine what environment theyre on/off in.
They can determine what speci鍖c users.
And they integrate with our a/b experiment framework.
67. On/Off
Dev/Prod
Whitelist/Co./All
These 鍖ags turn things on and off.
They determine what environment theyre on/off in.
They can determine what speci鍖c users.
And they integrate with our a/b experiment framework.
68. On/Off
Dev/Prod
Whitelist/Co./All
%A/%B
These 鍖ags turn things on and off.
They determine what environment theyre on/off in.
They can determine what speci鍖c users.
And they integrate with our a/b experiment framework.
69. URL Params
Weve implemented very simple template tags that allow us to
specify URL parameters and next design states or variations
inside them.
73. Commit & Review
Before we send our changes back to master, we get code
reviews from our peers.
74. We use Crucible or Github or really anything youd like to use
to do a code review. The important thing is that we check our
work. Designers can learn a ton from engineers in this step.
77. Push it to
Master in Git
Wow, tech-y slide.
What about merging? We merge when we pull.
No branches. We only branch in code using the con鍖g 鍖ags.
That saves us from any annoying merging issues and keeps
everyone accountable. Its also just simple and easy to
understand.
78. Deploy Queue
Whos turn is it? We 鍖nd out by joining the Deploy Queue.
So how do you manage 100 people pushing and deploying
code to production? You make them talk to each other.
79. Thats right, IRC. Theres a special IRC room just for Pushes.
Theres a little bot that helps you be polite, but the only policy
enforcement is self enforcement. We respect the system and
respect our peers.
80. Deployinator
When the queueu says its okay to deploy, we turn to our tool,
Deployinator. Its a dashboard and simple UI for 1-button
deploys.
86. We monitor performance immediately and over the long term.
We look at business metrics immediately and over the long
term.
And we watch behavioral metrics and funnels using our
analyzer tool.
87. Performance
We monitor performance immediately and over the long term.
We look at business metrics immediately and over the long
term.
And we watch behavioral metrics and funnels using our
analyzer tool.
88. Performance
Business Metrics
We monitor performance immediately and over the long term.
We look at business metrics immediately and over the long
term.
And we watch behavioral metrics and funnels using our
analyzer tool.
89. Performance
Business Metrics
A/B Analyzer
We monitor performance immediately and over the long term.
We look at business metrics immediately and over the long
term.
And we watch behavioral metrics and funnels using our
analyzer tool.
90. Repeat
And we do this over and over and over again, deploying up to
50 times day.