diff --git a/.powershell/single-use/resources/Update-ReourcesFrontMatter.ps1 b/.powershell/single-use/resources/Update-ReourcesFrontMatter.ps1 index 3137d780d6..051196a90f 100644 --- a/.powershell/single-use/resources/Update-ReourcesFrontMatter.ps1 +++ b/.powershell/single-use/resources/Update-ReourcesFrontMatter.ps1 @@ -13,7 +13,7 @@ $levelSwitch.MinimumLevel = 'Debug' $outputDir = ".\site\content\resources\" $resources = $null # Get list of directories and select the first 10 -$resources = Get-ChildItem -Path $outputDir -Recurse -Filter "index.md" | Sort-Object { $_ } -Descending #| Select-Object -Skip 600 # | Select-Object -First 300 +$resources = Get-ChildItem -Path $outputDir -Recurse -Filter "index.md" | Sort-Object { $_ } -Descending #$resources += Get-ChildItem -Path "site\content\capabilities\training-courses" -Recurse -Include "index.md", "_index.md" | Sort-Object { $_ } -Descending $Counter = 1 @@ -33,7 +33,7 @@ $resources | ForEach-Object { $TotalItems = $hugoMarkdownObjects.Count Write-InformationLog "Loaded ({count}) HugoMarkdown Objects." -PropertyValues $TotalItems ### FILTER hugoMarkdownObjects -$hugoMarkdownObjects = $hugoMarkdownObjects | Sort-Object { $_.FrontMatter.date } -Descending +$hugoMarkdownObjects = $hugoMarkdownObjects | Sort-Object { $_.FrontMatter.date } -Descending | Select-Object -First 20 Write-InformationLog "Processing ({count}) HugoMarkdown Objects." -PropertyValues ($TotalItems) ### /FILTER hugoMarkdownObjects ### Convert hugoMarkdownObjects to queue @@ -213,7 +213,7 @@ while ($hugoMarkdownQueue.Count -gt 0 -or $hugoMarkdownBatchQueue.Count -gt 0) { $categories = $categoryClassification | ConvertFrom-Json | Sort-Object final_score -Descending | Select-Object -First 3 | ForEach-Object { $_.category } #| Sort-Object Update-StringList -frontMatter $hugoMarkdown.FrontMatter -fieldName 'categories' -values @($categories) -Overwrite #-----------------Tags------------------- - $tagClassification = Get-CategoryConfidenceWithChecksum -batch -updateMissing ` + $tagClassification = Get-CategoryConfidenceWithChecksum -updateMissing ` -ClassificationType "tags" ` -Catalog $tagsCatalog ` -CacheFolder $hugoMarkdown.FolderPath ` diff --git a/site/content/resources/blog/2025/2025-01-03-definition-of-done-objective-vs-subjective/index.md b/site/content/resources/blog/2025/2025-01-03-definition-of-done-objective-vs-subjective/index.md index f6b02099d0..26b1dc8629 100644 --- a/site/content/resources/blog/2025/2025-01-03-definition-of-done-objective-vs-subjective/index.md +++ b/site/content/resources/blog/2025/2025-01-03-definition-of-done-objective-vs-subjective/index.md @@ -26,8 +26,8 @@ tags: - Increment - Scrum Product Development - Software Development -- Professional Scrum - Product Delivery +- Professional Scrum - Value Delivery - Working Software - Agile Product Management diff --git a/site/content/resources/blog/2025/2025-01-11-why-handoffs-are-killing-your-agility/index.md b/site/content/resources/blog/2025/2025-01-11-why-handoffs-are-killing-your-agility/index.md index da5a91af87..611920727c 100644 --- a/site/content/resources/blog/2025/2025-01-11-why-handoffs-are-killing-your-agility/index.md +++ b/site/content/resources/blog/2025/2025-01-11-why-handoffs-are-killing-your-agility/index.md @@ -20,14 +20,14 @@ aliasesFor404: tags: - Software Development - Operational Practices -- Software Developers +- Agile Project Management - Value Delivery -- Business Agility +- Organisational Agility - Team Collaboration -- Agile Project Management -- Cross Functional Teams +- Software Developers - Product Delivery -- Organisational Agility +- Cross Functional Teams +- Business Agility categories: - DevOps - Engineering Excellence diff --git a/site/content/resources/blog/2025/2025-01-30-the-scrum-master-is-accountable-for-delivery/index.md b/site/content/resources/blog/2025/2025-01-30-the-scrum-master-is-accountable-for-delivery/index.md index 6be72d4075..d30cdfd407 100644 --- a/site/content/resources/blog/2025/2025-01-30-the-scrum-master-is-accountable-for-delivery/index.md +++ b/site/content/resources/blog/2025/2025-01-30-the-scrum-master-is-accountable-for-delivery/index.md @@ -28,15 +28,15 @@ aliasesFor404: - /blog/the-scrum-master-is-accountable-for-delivery tags: - Accountability -- Scrum Product Development -- Software Development -- Product Delivery -- Scrum Master - Scrum Team +- Product Delivery +- Scrum Product Development - Increment -- Professional Scrum +- Scrum Master +- Software Development - Agile Frameworks - Agile Project Management +- Professional Scrum categories: - Scrum - Social Technologies diff --git a/site/content/resources/blog/2025/2025-02-03-delivery-as-the-ultimate-measure-of-progress/index.md b/site/content/resources/blog/2025/2025-02-03-delivery-as-the-ultimate-measure-of-progress/index.md index 545e695c14..8152de6ccc 100644 --- a/site/content/resources/blog/2025/2025-02-03-delivery-as-the-ultimate-measure-of-progress/index.md +++ b/site/content/resources/blog/2025/2025-02-03-delivery-as-the-ultimate-measure-of-progress/index.md @@ -25,19 +25,19 @@ aliasesFor404: - /delivery-is-the-only-measure-of-progress-in-scrum - /blog/delivery-is-the-only-measure-of-progress-in-scrum tags: -- Increment - Product Delivery +- Increment - Software Development - Agile Project Management +- Value Delivery +- Scrum Team - Scrum Product Development - Continuous Delivery - Engineering Practices -- Scrum Team -- Value Delivery -- People and Process +- Working Software categories: -- DevOps - Social Technologies +- DevOps preview: 2025-02-03-delivery-as-the-ultimate-measure-of-progress.jpg --- diff --git a/site/content/resources/blog/2025/2025-02-06-stop-promoting-branches/index.md b/site/content/resources/blog/2025/2025-02-06-stop-promoting-branches/index.md index 7c35e72c2e..fa81c625bf 100644 --- a/site/content/resources/blog/2025/2025-02-06-stop-promoting-branches/index.md +++ b/site/content/resources/blog/2025/2025-02-06-stop-promoting-branches/index.md @@ -21,14 +21,14 @@ aliasesFor404: tags: - Software Development - Technical Excellence -- Continuous Delivery +- Value Delivery - Engineering Practices +- Continuous Integration +- Continuous Delivery - Release Management - Software Developers -- Value Delivery -- Continuous Integration -- Flow Efficiency -- Modern Source Control +- Product Delivery +- Deployment Frequency categories: - DevOps - Engineering Excellence diff --git a/site/content/resources/blog/2025/2025-02-06-testing-in-production-maximises-quality-and-value/index.md b/site/content/resources/blog/2025/2025-02-06-testing-in-production-maximises-quality-and-value/index.md index ba0c5bb37e..0474ef83fe 100644 --- a/site/content/resources/blog/2025/2025-02-06-testing-in-production-maximises-quality-and-value/index.md +++ b/site/content/resources/blog/2025/2025-02-06-testing-in-production-maximises-quality-and-value/index.md @@ -23,15 +23,15 @@ aliasesFor404: - /testing-in-production-maximises-quality-and-value - /blog/testing-in-production-maximises-quality-and-value tags: -- Software Development - Deployment Strategies -- Continuous Delivery -- Azure DevOps +- Software Development - Value Delivery +- Azure DevOps +- Continuous Delivery - Product Delivery - Technical Mastery +- Practical Techniques and Tooling - Software Developers -- Technical Excellence - Frequent Releases categories: - DevOps diff --git a/site/content/resources/blog/2025/2025-02-10-without-delivery-there-is-no-value/index.md b/site/content/resources/blog/2025/2025-02-10-without-delivery-there-is-no-value/index.md index 7cf286907b..7d9c3a89a5 100644 --- a/site/content/resources/blog/2025/2025-02-10-without-delivery-there-is-no-value/index.md +++ b/site/content/resources/blog/2025/2025-02-10-without-delivery-there-is-no-value/index.md @@ -24,14 +24,14 @@ aliasesFor404: tags: - Increment - Product Delivery -- Agile Product Management - Value Delivery +- Agile Product Management - Transparency -- Software Development - Deployment Frequency +- Software Development - Working Software +- Frequent Releases - People and Process -- Customer Feedback Loops categories: - Product Management preview: 2025-02-10-without-delivery-no-value.jpg diff --git a/site/content/resources/blog/2025/2025-02-17-no-such-thing-as-a-junior-scrum-master/index.md b/site/content/resources/blog/2025/2025-02-17-no-such-thing-as-a-junior-scrum-master/index.md index bfbba424ba..7d803440e7 100644 --- a/site/content/resources/blog/2025/2025-02-17-no-such-thing-as-a-junior-scrum-master/index.md +++ b/site/content/resources/blog/2025/2025-02-17-no-such-thing-as-a-junior-scrum-master/index.md @@ -21,16 +21,16 @@ aliasesFor404: - /there-is-no-such-thing-as-a--junior--scrum-master - /blog/there-is-no-such-thing-as-a--junior--scrum-master tags: -- Accountability -- Scrum Master - Agile Project Management +- Accountability - Scrum Team +- Scrum Master - Software Development - People and Process -- Professional Scrum - Scrum Product Development +- Professional Scrum - Agile Product Management -- Team Performance +- Technical Leadership categories: - Scrum preview: 2025-02-10-no-such-thing-as-a-junior-scrum-master.jpg diff --git a/site/content/resources/blog/2025/2025-02-24-stop-hiding-behind-complexity-deliver-continuously/data.index.classifications.json b/site/content/resources/blog/2025/2025-02-24-stop-hiding-behind-complexity-deliver-continuously/data.index.classifications.json new file mode 100644 index 0000000000..09da6ffe6a --- /dev/null +++ b/site/content/resources/blog/2025/2025-02-24-stop-hiding-behind-complexity-deliver-continuously/data.index.classifications.json @@ -0,0 +1,1379 @@ +{ + "Leadership": { + "category": "Leadership", + "calculated_at": "2025-02-19T17:51:36", + "ai_confidence": 50, + "non_ai_confidence": 30, + "final_score": 48.0, + "reasoning": "The content discusses the role of leadership in overcoming organisational challenges and fostering a culture of continuous delivery, making leadership a significant theme, though not the primary focus.", + "level": "Tertiary" + }, + "Social Technologies": { + "category": "Social Technologies", + "calculated_at": "2025-02-19T17:51:37", + "ai_confidence": 50, + "non_ai_confidence": 0, + "final_score": 45.0, + "reasoning": "The content discusses continuous delivery and the importance of organisational investment in improving processes, which aligns with Agile practices and continuous improvement, but it primarily focuses on specific examples and challenges rather than detailing the frameworks themselves.", + "level": "Tertiary" + }, + "DevOps": { + "category": "DevOps", + "calculated_at": "2025-02-19T17:51:44", + "ai_confidence": 90, + "non_ai_confidence": 50, + "final_score": 86.0, + "reasoning": "The content primarily discusses the principles and practices of Continuous Delivery (CD), the role of automation, and cultural shifts necessary for successful DevOps implementation, with specific examples from Azure DevOps and Microsoft. It addresses key DevOps themes such as technical debt, automation, and metrics for measuring success, making it highly relevant to the DevOps category.", + "level": "Primary" + }, + "Product Management": { + "category": "Product Management", + "calculated_at": "2025-02-19T17:51:46", + "ai_confidence": 50, + "non_ai_confidence": 20, + "final_score": 47.0, + "reasoning": "The content discusses continuous delivery and the organisational changes required to achieve it, which relates to product management principles. 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Invest in fixing technical debt and automate processes for faster, reliable releases. +ResourceId: 7hEAycZIn8w +ResourceType: blog +ResourceImport: false +date: 2025-02-24T09:00:00 +AudioNative: true +creator: Martin Hinshelwood +contributors: + - name: John McFadyen + external: https://www.linkedin.com/in/johnmcfadyen/ + - name: Rich Visotcky + external: https://www.linkedin.com/in/richvisotcky/ +layout: blog +resourceTypes: blog +slug: stop-hiding-behind-complexity-deliver-continuously +aliases: + - /resources/7hEAycZIn8w +aliasesFor404: + - /stop-hiding-behind-complexity-deliver-continuously + - /blog/stop-hiding-behind-complexity-deliver-continuously + - /stop-hiding-behind-complexity-and-start-delivering-continuously + - /blog/stop-hiding-behind-complexity-and-start-delivering-continuously +tags: + - Value Delivery + - Software Development + - Continuous Delivery + - Product Delivery + - Frequent Releases +categories: + - DevOps +preview: 2025-02-24-stop-hiding-behind-complexity-deliver-continuously.jpg +--- + +Every organisation says their software is 'too complex' for continuous delivery. That's nonsense. Complexity is an excuse, not a blocker. Azure DevOps, Starbucks, and countless others proved it wrong. The only real obstacle is the resistance to invest in fixing what’s broken. Complexity is an excuse, not a blocker. Microsoft proved it. Starbucks proved it. You can too; if you’re willing to put in the time, effort, and money. + +Continuous delivery is not a pipe dream. If the organisation is willing to invest, it’s achievable for every software product, regardless of complexity or legacy constraints. And that's the challenge. + +The organisation must be willing to invest significant time and effort in enabling it. Microsoft's Azure DevOps team exemplifies this. They transitioned from shipping new features every two years to delivering value every three weeks, increasing their annual feature delivery from 25 to nearly 300 at their peak. + +This evolution was not the result of a silver bullet but a deliberate effort to modernise architecture, eliminate technical debt, automate relentlessly, and embed a culture of continuous improvement. It is an ongoing evolution that has paid dividends for every year of effort invested. They delivered 58 features at the end of the first year of investment, rising to over 250 features after four years, later stabilising at just over 300. This is the power of continuous delivery. + +### TLDR + +Every software system, no matter how complex or archaic, can be updated, tested, and deployed continuously—without delays, bottlenecks, or manual interventions. This is the core of Continuous Delivery (CD): software always in a deployable state, ready for frequent, reliable releases. + +## What is holding you back? + +Many teams believe they cannot achieve continuous delivery and instead claim: + +- Their product is too big and complex +- Their teams lack the skills +- It’s not possible in their regulated industry + +Every single one of these justifications is illegitimate and reflects either the team's unwillingness to learn or the leadership's unwillingness to invest. These are excuses, not realities. + +**In reality, systemic and continuous underinvestment in quality, scalable, and supportable products is to blame.** + +This failure is not driven by the engineers or managers doing the work, but they have enabled it. The cause lies squarely in the business, even if they did not consciously make it. + +> "If you put people under pressure to deliver, they will increasingly and systemically decrease quality to meet whatever ridiculous deadlines you give them." + +The result is unchecked technical debt, high bug rates in production, significant rework, and unmet expectations. + +This is not a terminal condition but a challenge to manage and overcome. The key lies in intentionality. Without tackling the root causes of complexity for new capabilities, slow releases, and frequent production issues, process changes will fail to deliver meaningful results. + +### The Evolution of the Developer Division at Microsoft + +Like every other company that has built software at scale, Microsoft fell into the usual traps of long release cycles, single-pass coding, and poor testing quality. For the Developer Division—responsible for Visual Studio, Team Foundation Server, and other software engineering tools—this resulted in a two-year release cycle, a four-year customer feedback loop, and fixing 75,000 bugs to get Visual Studio 2010 out the door. + +Market forces pushed them to evolve. They could no longer meet the demands of an increasingly dynamic market, and a four-year response time to customer needs was unsustainable. While laggards might remain, it's the early adopters who drive new business and shape emerging markets. Failing to keep them engaged signals a decline that, if left unchecked, can be fatal—but recovery is possible with decisive action. + +Azure DevOps emerged as the result of decisive action by Microsoft's Developer Division, triggered by an urgent need to break free from their two-year release cycle and four-year customer feedback loop. They didn't inherit perfection—they faced legacy code, fragmented processes, and a monolithic release cycle. Their transformation began with small, incremental changes, but success required deeper, systemic shifts: + +- **Automate Everything**: This cannot be emphasised enough. Automate every possible task. If something cannot be automated today, create a plan to rework the architecture until it can be. From testing and deployments to upgrades, certificates, passwords, and environments—automation should be the default, not the exception. + +- **Trunk-Based Development**: The cognitive load and resulting complexity from supporting multiple versions of your product significantly increases complexity and risk. Long-running branches, especially when promoting by branch, slow the delivery of working software to real users. Adopting [Trunk-Based Development practices]({{< ref "/resources/blog/2025/2025-02-06-stop-promoting-branches" >}}) eliminates this risk by ensuring that all code integrates continuously into a single shared branch. + +- **Feature Flags**: To maximise both quality and value, it's essential to [test new capabilities in production]({{< ref "/resources/blog/2025/2025-02-06-testing-in-production-maximises-quality-and-value" >}}) while gradually exposing them to users, reducing risk. This approach shortens feedback loops and enables swift adaptation to emerging market opportunities. Since we can't predict which features will deliver the most value, we validate hypotheses by running small experiments with real data. Effective use of feature flags is crucial for these experiments, ensuring safe, controlled releases that drive continuous improvement. + +- **Shift-Left**: Shift from testing quality at the end (QA, Staging, UAT) to embedding it throughout the development process. Use hypothesis-driven practices and unit tests at every stage to ensure high quality from the start. Discovering a security vulnerability in staging often means the flaw is deeply embedded, leaving no time or budget for proper fixes—only quick patches that hackers easily exploit. Instead, conduct security tests, code reviews, and performance checks continuously, as close to code creation as possible. + +- **Iterate Over Pain**: If a task is hard or error-prone, you should do it more often. Any activity, like releasing, that feels difficult or frequently leads to errors deserves focused attention. Repeated practice exposes weak points, allowing you to refine the process and reduce risk. Avoiding the pain only ensures it remains a persistent threat. + +## What can we learn? + +If you want to be able to adapt to market opportunities or surprises, then you need to be able to shift quickly. This means that any software system, regardless of its complexity, architecture, or purpose, should be updated, tested, and deployed in a continuous flow without delays, bottlenecks, or manual interventions. This is the ethos of Continuous Delivery (CD), where software is always in a deployable state, enabling frequent and reliable releases. + +In the world of modern software engineering its no longer an optional thing. It's a business demand.  Too many business opportunities have been missed because we are too slow to deliver and too slow to turn feedback into usable working products on a short enough timeline. + +How short your timeline needs to be is a question for your business... what is your effective planning horizon. For Starbucks PoS its 48h; for Windows, its \~120h, for Facebook its just a few minutes. + +## Measuring your velocity + +Velocity isn't just about how much work gets done—it's about how fast you move from idea to outcome. It’s about closing feedback loops quickly, enabling continuous improvement, and delivering valuable increments faster. + +In 2018, Buck Hodges from Microsoft's Azure DevOps/Team Foundation Server team introduced four key metrics to evaluate and enhance the software development and deployment process: + +- **Time to Build:** This metric measures the duration from code commit to the completion of a successful local build on a developer's workstation. It reflects the amount of time a developer needs to wait to know if their code compiles. + +- **Time to Self-Test:** This refers to the time taken to execute automated tests after a build locally. A shorter Time to Self-Test reflects fast tests and enables quicker feedback on code quality. Efficient self-testing cycles catch defects early, reduce rework, and maintain code integrity. + +- **Time to Deploy:** This metric tracks the time required to deploy a build to a production environment. Shorter deployment times increase velocity by enabling rapid feedback and value delivery. Minimising the Time to Deploy is crucial for rapidly delivering features and fixes to end users. Continuous integration and delivery (CI/CD) pipelines are essential for optimising this metric. + +- **Time to Learn:** This encompasses the period from deployment to collecting and analysing user feedback or telemetry data. Reducing Time to Learn ensures teams quickly understand user interactions and make informed decisions for future development. Faster learning cycles mean teams adapt quickly, prioritise effectively, and avoid wasting time on low-value features. + +These metrics represent stages in the flow of work from ideation to outcome. They are not the only metrics or stages, but they represent and expose significant bottlenecks in this case—and they are 100% within the control of engineering. Engineering did not require any outside approval to measure and optimise these stages. Accountability for improvement lies squarely within the team. + +By monitoring and optimising these metrics, development teams can achieve a more streamlined and responsive DevOps workflow, leading to faster delivery of high-quality software. However, these metrics are focused on the work of engineers building the product, and there may be other things in the application lifecycle that may have a bigger impact on you and your teams. + +It's crucial to take a holistic view of metrics, and the [Evidence-Based Management (EBM) guide]({{< ref "/resources/guides/evidence-based-management-guide-2020" >}}) is a great starting point. It offers example metrics that can either be adopted directly or adapted to fit your context. When choosing metrics, focus on the four Key Value Areas (KVAs) defined by EBM: + +1. **Current Value (CV):** Measures the value delivered to customers or stakeholders today, reflecting satisfaction and success based on the current product. +2. **Unrealized Value (UV):** Identifies potential future value by highlighting gaps between what customers have and what they need or desire. +3. **Ability to Innovate (A2I):** Assesses how effectively the organisation can deliver new capabilities, features, or products without being constrained by technical debt, process bottlenecks, or organisational drag. +4. **Time to Market (T2M):** Evaluates the speed at which ideas, features, or fixes move from concept to production, directly impacting responsiveness to market demands and customer needs. + +These four areas provide a balanced view, ensuring you don’t just measure output but focus on the outcomes that drive business success and customer satisfaction. + +## The Path Forward + +Ultimately, when deployments are automated, code is well-tested, and processes are streamlined, teams can respond faster to customer needs, market changes, and business opportunities. Azure DevOps’ and Windows evolutions proved that the barrier to continuous delivery is not technical complexity but organisational will. + +No matter where you start, the path to continuous delivery is through addressing the complexity that is slowing you down head-on. Prioritise automation, enforce code quality and relentlessly improve your processes. The result is not just faster releases but better software, happier teams, and more satisfied customers. + +If Azure DevOps can do it with their scale and complexity, so can you. + +The only question is whether you're willing to do what Azure DevOps, Starbucks, and countless others have done: stop hiding behind complexity, and start delivering continuously. diff --git a/site/content/resources/videos/youtube/5J8RLcOAE3E/index.md b/site/content/resources/videos/youtube/5J8RLcOAE3E/index.md index 7c307e650a..f3eba72f95 100644 --- a/site/content/resources/videos/youtube/5J8RLcOAE3E/index.md +++ b/site/content/resources/videos/youtube/5J8RLcOAE3E/index.md @@ -24,15 +24,15 @@ duration: 891 isShort: false tags: - Pragmatic Thinking -- Continuous Delivery -- Engineering Practices -- People and Process - Working Software -- Code and Complexity +- Software Developers - Product Delivery -- Resilience and Change +- Code and Complexity - Systems Thinking -- Software Developers +- Resilience and Change +- People and Process +- Continuous Delivery +- Engineering Practices resourceTypes: - video sitemap: diff --git a/site/content/resources/videos/youtube/KhKFVRcdbGo/index.md b/site/content/resources/videos/youtube/KhKFVRcdbGo/index.md index 9fe430dee6..7c82c6250b 100644 --- a/site/content/resources/videos/youtube/KhKFVRcdbGo/index.md +++ b/site/content/resources/videos/youtube/KhKFVRcdbGo/index.md @@ -35,11 +35,11 @@ tags: - Operational Practices - Transparency - Technical Leadership +- Decision Making - Evidence Based Leadership - Value Stream Management - People and Process - Business Agility -- Decision Making --- Creating a culture of engineering excellence within an organisation is a topic that often stirs up a fair bit of debate. I find myself grappling with the concept of culture itself. After all, culture is essentially the embodiment of what exists within an organisation. It’s like the shadow on the wall; to change the shadow, we must first alter the shape of the object casting it. This is where Naked Agility comes into play. diff --git a/site/content/resources/videos/youtube/Tz784ysJX7Q/index.md b/site/content/resources/videos/youtube/Tz784ysJX7Q/index.md index ec3a60a79b..4cec96f2dd 100644 --- a/site/content/resources/videos/youtube/Tz784ysJX7Q/index.md +++ b/site/content/resources/videos/youtube/Tz784ysJX7Q/index.md @@ -23,11 +23,11 @@ preview: https://i.ytimg.com/vi/Tz784ysJX7Q/maxresdefault.jpg duration: 469 isShort: false tags: -- People and Process - Product Delivery +- People and Process - Decision Making -- Complexity Thinking - Pragmatic Thinking +- Complexity Thinking - Sociotechnical Systems resourceTypes: - video diff --git a/site/content/resources/videos/youtube/UgFVn4Sp1rw/index.md b/site/content/resources/videos/youtube/UgFVn4Sp1rw/index.md index 19bcc8dd72..8248147879 100644 --- a/site/content/resources/videos/youtube/UgFVn4Sp1rw/index.md +++ b/site/content/resources/videos/youtube/UgFVn4Sp1rw/index.md @@ -25,14 +25,14 @@ isShort: false tags: - Pragmatic Thinking - Ability to Innovate -- Metrics and Learning -- Scrum Product Development - Decision Making -- Agile Product Management +- Scrum Product Development - People and Process -- Value Delivery -- Evidence Based Leadership -- Software Development +- Metrics and Learning +- Agile Product Management +- Agile Product Operating Model +- Product Delivery +- Evidence Based Management sitemap: filename: sitemap.xml priority: 0.6 diff --git a/site/content/resources/videos/youtube/VkhIXCsoSJw/index.md b/site/content/resources/videos/youtube/VkhIXCsoSJw/index.md index 0804fdee18..ad7e8827fe 100644 --- a/site/content/resources/videos/youtube/VkhIXCsoSJw/index.md +++ b/site/content/resources/videos/youtube/VkhIXCsoSJw/index.md @@ -24,15 +24,15 @@ duration: 529 isShort: false tags: - Continuous Delivery -- Practical Techniques and Tooling - Technical Excellence +- Practical Techniques and Tooling - Operational Practices - Pragmatic Thinking - AI and Automation in Agility -- Test Automation -- Azure DevOps -- Code and Complexity +- People and Process - Automated Testing +- Technical Debt +- Cycle Time resourceTypes: - video sitemap: