Mathew: “1 hour delivery: order in app/Alex: get on your doorstep: like ‘Cloud 7-11’ Store!; focus on high density areas
Mathew: “Almost all of Amazon built around handling/shipping/transporting orders in 2-5 days! Prime Now needed delivery in 1 hr!
Mathew: “At Amazon, every team continuously deploys; very little coordination between teams, by design.”
@madgreek65: RT @paula_thrasher: #DOES17 If you have to create an innovation department, it means your company is hard to innovate in. 🤔
Mathew: “At Amazon, thousands of teams operating independently in hypergrowth; how do you do enterprise change across 1000+ teams?” (!!!!)
Mathew: “Problem: we had little ability to influence Ordering and Fulfillment process;
@MarkOrinLevy: DevOps at Amazon. Two pizza teams and no coordination between teams. Don’t develop a big service. #DOES17https://t.co/VuObI5tjV5
@DOES_USA: .@amazon functions with very small teams - they don't throw 1,000's of developers at a project @mathewtisson#DOES17https://t.co/SeyV3xU8WE
Mathew: “Traditional eCommerce: 1 day to bill, 1 day to fulfill; we needed both in 15m. Had to build our own systems
Mathew: “Make no changes to Ordering; integrate Fulfillment & Delivery functions; steering committee & rockstar TPM ‘she was amazing’
@dominicad: Amazon Prime Now keynote - limit wip with a happy path constraint!!! #creative#DOES17
@DOES_USA: The facade enables the decoupling ability between the three business units - order, fulfillment, delivery… https://t.co/9dyGlYAfie
Mathew: “Green fields in enterprises too small; think drone delivery; it, too, has to integrate w/Ordering pipeline
Mathew: “Even at Amazon, we had to deal with legacy stuff; things built long ago, it is working; so challenge: how do u integrate w/it?”
@ChllnW_: Facade-composition services, test war rooms, decoupling, caching, monolithic apps...”Green fields in enterprises ar… https://t.co/UafMFJgLrE
Mathew: “Key: single-threaded owner/leader for program with direct access to CEO, not delegate
@JimLiebert: Okay this Amazon Prime Now services delivery talk rocks too! #DOES17https://t.co/PQgmS3xHo1
Up: Brian L. Scott, Manager, Systems Engineering; Jason Cox, Director, Systems Engineering, The Walt Disney Company
- @ITSM_Lisa: I’ve thought for years that #amazonprime is the beta for the #StarTrek replicator. Great presentation thanks #DOES17https://t.co/ffypLzsODP
@ChllnW: FINALLY!!! Jason Cox & Brian L. Scott ‘Making Digital Magic’👍🏼👨🏻💻👨🏿💻🐹 @jasonacox@brainscott@DOESUSA #DOES17https://t.co/lNYM5Zy3hn
@edwardpearson: Great advice from @jasonacox and @brainscott from Disney and the importance of ‘using technology to make the world… https://t.co/O0b4Wo3p4l
@brainscott showing use of Kubernetes/containers: totally different motivation that amazing KeyBank story
@DEVOPSINST: RT @DaveFavelle: Great hanging with our friends from @DEVOPSINST with @theitskeptic@ValueFlowIThttps://t.co/ZuGZVLX9Zt
Up: Service Request Management: CSG's Journey from Chaos to Clarity; Jill Musil, Executive Director, Corporate IT Business Systems, Global Desktop Services & Unified Communications, CSG International
Jill Edmundson, Product Manager, CSG International
Up: Service Request Management: CSG's Journey from Chaos to Clarity; Jill Musil, Executive Director, Corporate IT Business Systems; Jill Edmundson, Product Manager, CSG International
Musil: “Been at CSG for 19 years”; Edmundson: “Product Management and Corp IT had to work together: accounting, shared svc, platforms, BU, Agile
Edmondson: “As CSG, we are the leading for solving company’s toughest revenue management and billing problems”
Edmondson: “The Corp IT problem:L You want an oil change? I’d love to help: fill out form. And another form for tire rotation; detailing; mechanics
Edmondson: “Problem: processing 20K business svc requests; turned into 100Ks of technical svc request; and then what? We don’t really know”
Musil: “10-15 disparate legacy service intake platforms; impacted 95% of our workforce” (Wow.)
Musil: “CSG ASAP project: scope: BC&S, Carrier, OTT, Platform, Internal: spans 15 value streams; pull into 1 single work intake
Musil: “Went to teams first that were using Agile; had legacy systems as safety net to get us by...”
Musil: “25+ forms in new platform were created by someone outside of IT org;
Musil: “the processes that we were touching were the same since the 1990s; involved lots of politics; required sensitivity”
Edmondson: “If someone gave me 5m at their desk, I’d take 10m. Was required to build coalition, build silent majority
Edmondson: “We had 140 unique enterprise epics; everyone thought their baby was cutest; I had to show pictures of SRM to get attention; had to deliver value in 18m
Musil: “deployed 18 weeks ago: 13K svc requests: 450 svc cataloged (we thought we only had 150)
Edmondson: “We’re a service business: so there’s only a couple metrics that matter
Musil: “within 2 weeks: usage of ASAP passed the legacy platforms” Nice! “Only 10 forms left”
@DOES_USA: .@AmericanExpress has seen a 149% increase in problem resolution. Wow! #DOES17#DevOpshttps://t.co/t0hGpnUwz6
@RealGeneKim: #does17 Musil: “within 2 weeks: usage of ASAP passed the legacy platforms” Nice! “Only 10 forms left” https://t.co/cXWPQx6jqW
@RealGeneKim: #does17 Musil: “within 2 weeks: usage of ASAP passed the legacy platforms” Nice! “Only 10 forms left” https://t.co/cXWPQx6jqW