More talks in the program:
We all know that putting a number behind our work is not so easy. It’s especially hard when you want to measure the unmeasurable, like quality or culture. As soon as we established DevOps values, we knew that we needed something which will help us to keep the CAMS (Culture Automation Metrics Sharing) model alive. As a fast-growing company, we struggled a lot with defining priorities for the entire company and cascading them down. We wanted to continuously improve, giving our teams a lot of freedom, but it was a challenge to keep all the teams aligned in common vision and direction. On one side, the project teams wanted to improve their game, on the other hand, the management wanted to make sure that we keep our strategic focus. We found a solution which helped us to keep everyone happy and start getting better outcomes every week.We would like to present you a case study and our lessons learned from introducing a virtual compound measure for our project teams.
- what were the ingredients?
- how did we communicate it within the company?
- automation and tooling we built
- the elements of continuous experimentation and continuous improvement we applied in our work