 Я хочу этот мир! Мы сейчас едем на стриму с аудио в Сталле, а это только в местности. Мы все это рассчитываем, так что... Доброе утро. Спасибо. Спасибо. Да? Да. Я заходю здесь. Я просто ухожу от моего моба. Очень интересно. Мы очень рады, что мы не ухватили много времени, чтобы ухватить аудио. Да, я знаю, что я здесь. Да, конечно. Сейчас все хорошо. Я просто ухожу от моего моба. Я слышу. И в комнате. Но все хорошо. Спасибо. Все хорошо? Да. Да-да. Открытие. Давайте посмотрим, если мы идем. Потому что многие люди идут после работы. Они идут до сих пор. Да, конечно. Да, конечно. Да, конечно. Да, конечно. Мы ждем. Он рад, что там его влада. Как-то на телеграмме. Ага. Потом? Все, чтобы мало идти. Мы тестовали. Едем туда, где-то от мюты до местности. Сейчас, когда мы не говорим до местности. Но на стриму что едет? Если ты кукате на стриму, то там едем. От мюты? Да. А оно всегда дошло на микрофон. Да-да. А то не вадим. Тихо, мам. Привет. Привет. Мы еще ждем, чтобы сидеть, так далее. Но для тех, кто любит слайдов, вы можете начать играть с QR-кодами. И дать вам снижения, как и ожидания, которые мы хотим уйти. И я буду проверять. Окей? Выглядит, что мы готовы начать. Позвольте меня, когда мы перешли к конферентам. 2023. После несколько лет. После послужения. И это реально мой преследок, чтобы открыть эту сессию. На ажиолитии и его лидерствах. Пожалуйста, можете караткурировать QR-код. Это просто моя 방а, чтобы выиграть вашу фидбеку. В конце концов, мы хотим, что-то там, в Q&A-сессии. Если у вас есть еще что-то, Если у вас есть еще что-то другое, feel free to raise during the talk and let's try to make it interactive for those here in presence. Unfortunately, those who are online can still use this QR code to start providing some questions for the Q&A session, or I will change it again for the feedback if you would like to improve for the future of the talk, etc. With that being said, I will start with a very brief introduction. I'm also one of those old-time redheaders since 2006. And actually it has been quite a few years since I had about technical talks here at the developer conference about security features, ST Linux and all the stuff which is pretty much used today for the containers you are most likely also using. But today I will have a non-technical talk and I'm really curious to see some feedback. If you have one vote, why are you here? Or if you want to shout out what are your expectations? Anyone? Okay, that counts. Anyone? So, who is in the technical role or position? So, non-technical role or position? Is it a bit less? So, this is really hard for me to get what will be the target audience. And I was actually expecting quite the opposite, right? Much less technical people and more non-technical roles. So, I will try to adjust it. But again, feedback welcome even during and we will continuously keep improving it together. So, I will start with brief. A lot of text, but it's not so important. It's more for those who want to review or watch it online. But what was the motivation? How I ended up pretty much even proposing this kind of talk for the developer conference here today. So, in 2019, I switched from engineering after 13 years to the IT. And last few years, the IT infrastructure organization was growing. Based on the complexity, teams were being merged, etc., etc. And with the size, there comes a lot of challenges. And one of those challenges was really how can we get organized better internally to serve the needs of the internet customer. So, looking at the audience, I know we know it's 90 plus percent pretty much. Over here. So, you are the customers of all the internal business pieces of the internal infrastructure. And we want it to be, as you can see also here, seen as one. Not like, you know, we are selling duplicates, you know, offering services. Some of them are even competing. It's really kind of hard after such a merging of the teams and bringing new people in the complexity in regards to the collaboration and communication was kind of becoming really, really complex and a burden. So, there was an idea based on a few years ago when I read a book about the team topologies. For those who are familiar, give me thumbs up. Even here in the presence of I know how many people are already familiar. Great. And for those who don't, really feel free to read the book. It's easy to, you know, digest. You can open it up anywhere and start reading or just Google the term team topologies for your inspiration and maybe learn something new. And it was really the idea. How can we approach this challenge to design our ecosystem in a better way? And, really, this is the list of all the and even more items we wanted to at least try to address. This is one of the slides I used one plus year ago, really, during the early, you know, introductions to the team. So, this is not something prepared just for today, but just, you know, as create the flow of this talk. On the left-hand side, you can see what we were already working on, on adopting and pretty much saturating the ecosystem with the agile ways of working, with the focus on the delivery. And this is where there was a good fit from my perspective with the concepts and approach of team topologies. Also, we were already working and moving towards adopting and growing the product management practices. So, this was also well-aligned. And what we haven't had yet, and we are also working on, really, start focusing and build the foundations to bring us closer to the right-hand side with the business and the leadership side of the equation. And that's the voice of the customer-like kind of approach. And our goal, really, is to focus on the satisfaction of the customer. Again, for the technical force, the TLDR version is on this slide, but we will talk more in detail on the following slide. This is pretty much the agenda for today. And, really, 10,000-foot kind of approach. So, our journey was from assist. Where, back then, today, where can we get, where do we want to be? And we use the team topologies, again, just as one of the main communication languages. As you will see, this is also for inspiration, because, from my perspective and experience, which was the most valuable part of it, is really something you shouldn't be afraid, you know, just to start working with it, and you will see some results pretty much soon, I'd say. So, we started with a brief introduction of the team topologies. Then we had to create a map where we are, what do we have today, right? That's the number two, assist state. Then, of course, you start seeing quite a lot of complexity, as you will see on a few slides later. So, we need to start calibrating, normalizing, and pretty much making it readable, because it will, you know, show you how complex is your work around you. Then we introduce something, which you will see, zoom out, to simplify the high-level complexity into something, which is, again, possible cognitively, just to assess. And analyze what do we have, and start moving, really, to the two B states. Because this is why we are doing it, right? We are not doing it just to know where we are, but we want to improve and get better at something. And the last part, really, start executing. And it may be not on this slide, but later you will see GFN, which stands for good enough for now. And this is something, which I would really recommend. Don't try to, you know, make it perfect, and avoid making any steps or any changes, because it will be never perfect. Really, get it into the state where you feel it's good enough to get you moving forward, make one step forward, but quickly and iteratively, you know, assess, accept the feedback, adjust, and in the cycles keep moving. This is where the alignment with these sessions or these tracks, where the agility comes into the play. One of the important part in my recommendation is pretty much, and was also to do the new diligence. Are we really looking and thinking in the right way? Is it going to help us? And this is just for those. And I might also help the technical audience here how to do the new diligence. I had very good experience with the tools, like the Tough Forks radar. This is in the upper right corner. This is the radar, where they are evaluating, you know, and the technologies and giving recommendations in the form adopt, hold, or, you know, avoid, et cetera. So this is really something important, if you haven't heard about it. And it gave us kind of the reassurance, yes, this idea is really promising and should give us some valuable results. As you can see, since May 2020, they were, you know, advocating for adopting the product management practices for the internal platforms, which was exactly our case. Also, from the engineering products, platform for the engineering products, this was confirmed in the several other, you know, evaluations. But with one important item, which I wanted to mention to you, to hold with the miscellaneous platform teams. That means, don't overdo it, right? Don't put platform everywhere because you just have an idea or now it's trendy to call everything platform. Really be careful, because this leads to kind of lack of quality of those platforms, where you are missing the understanding what's the purpose, why is it here. So don't put platform, try to, you know, kind of get the platform onto everything. So be careful and really pay attention whether it's and what type of the platform are you looking after. When I was preparing the slides for the talk, this is in the lower right-hand side. Adopt is few years, few days old information that still they are recommending to continue adopting and applying the product management to the internal platform. So this is something which can help you to get the buy-in from your management or leadership team and that's why I told it important. And also to confirm that your idea is going to be successful. And another important or from my side recommended analyst here, Gartner, is also something which confirmed that yes, this is something where the industry is moving. Now we are starting on this slide already with what is the platform as a product. The TT stands for the team topologies and this is really the screenshot from all the materials you can get online. This is also what I forgot to mention. The objective for today is not to go into the details. We don't have enough time. But I just wanted to get you started or feel free to find me. I will be here till Sunday and we can talk about it more in detail. But this is something which I'm expecting. You will have time. Either to search online, I can recommend some places where to get to know. Also the team topologies has quite nice web pages and a lot of resources for you to self-study and pretty much get you up and running. So what's the platform as a product? So platform is a curated experience for the engineer. This is how they define it. Which goes to the engineers. So you here, if I understood correctly, technical guys are those customers. And this is what was also our case. We wanted to get closer. Provide higher value to the internal customers. It's not going to be the next day but this is the long-term pursuit. And platform as a product. So what does it stand for you? To treat the platform as a product for volunteer internal customers. And the volunteer is really important. It's not something which you will be forcing. This is the only platform you have to do exactly in only this way. This wouldn't be aligned also with the spirit of this conference, open source. But really it should be guiding you by the customer focus to make sure it's reliable. It's usable for the customers engineers or communities, etc. And also down here I listed few bullet points which is really important for you to start thinking already to help you to define well your platform. What are the behaviors platforms? We will get more in details about this later. What is the purpose of the platform? This is the most critical. And this is also something which was misused by the concept of the miscellaneous unclear platforms. And the metrics. If you don't know where you are like GPS coordinates, etc. It doesn't get you too far, right? So the metrics to see the progress if you are moving, if the anticipated results are getting towards you, that's it. This is another lot of loaded information. There's no intention to teach you today to the topologies. Over here I will just very briefly mention just quick guide or quicksheet kind of information. These are the bits and pieces we started working on and very briefly on-board pretty much everyone we needed from the management. SMEs, senior engineers, etc. So the team topologies on the right hand side is using this kind of visual language which depicts the team interactions, the three team interactions and team types. Four fundamental team types and one which is a very top undefined team type. And this is what you will find most often at the beginning when it's unclear. What should be the, what is it? Where should be positioned? But over the time, as you start discussing you will figure it out. Oh, actually this team fits the concept of the streamline team or we would like to evolve it into the enabling team, etc. For those who read the team topologies book or some articles it will be maybe something you are aware of already and convey slow or how to pronounce it. And over here I will mention it again later because this was one of the most valuable part and there is a concept where you reverse it. So instead of designing the technology, design, technology, technical architecture, rondo, organizational structure you try to do the very opposite. You try and this was also our challenge or one of the aspiration to improve how we are organizing internally not vice versa, but to match the technical architecture and the technical needs for the internal platforms. And it was also something which I would focus or recommend to focus on to try to focus on the technical needs first and then organize the people avoiding to get into who's reporting to who, how we are pretty much in the world chart organized today, etc. So one of the most important parts for team types streamline enabling complicated platform you can revisit definitions later this is not so important for today for today what's the most important is the very bottom one, the platform team because this is what we will be focusing on and the concept of the streamline team also because the platform teams purpose as you can see is to provide service and the component product to the internal most likely targetedly the streamline teams were focused on the continuous value delivery and to focus on pretty much not being interrupted or spending too much unnecessary time on figuring out on their own what do they need, how to achieve it that's the part for the platform team to address by providing the what's shown here as XAAS the triangle which is something as a service and this is the basic on the main concept also within the context of this talk platform teams offering something as a service to the streamline teams and others within the organization any questions at this point because it's familiar maybe to me but there is a lot of information ok, so let's jump right into the example to get you started as I explained on the previous slide the basic visual kind of symbols at the very bottom you can see the platform team right, this is the team which is offering service what kind of services are your teams using anyone do you feel to shout out ok, anything else? you're silent, I know it's morning confidential ok, but your teams are using services which are maintained and provided by some other teams and this was the main idea this is why I wanted to re-fan size is now that we wanted to focus on adopting the product management practices how to run the platforms so not just any other team because easily just shift towards we do everything but really to understand the concept of the self service which is X as a service kind of goal so on this picture you can see in the middle of the yellow stream line teams look at it in our case mostly running using the scrum but pretty much it can be engineering team it can be some front end team or another development team pretty much dealing with end to end delivery but also you can see here the kind of interactions at the beginning the first two teams at the top, the yellow one need to collaborate, this is what it means so towards the later stages of the delivery the very top one stream line team needs to facilitate and get some help from the enabling team the purpose of the enabling team is to help to adopt something new which the new team doesn't have the stream line team doesn't have yet but their goal is to teach them how to do it to make them out on the most in the contract of something but it's a complicated subsystem team and a complicated subsystem team is the type of the team where there is some really high level expertise required and it's better to let the team to do it for you instead of spending a lot of effort in the time to show you and to teach you how to do it on your own and they will come and get the job done for you at the very bottom again this is the platform team serving the services and that's it let's move on because these diagrams will get into the real situation this is something very easy cool so after a couple of weeks we introduced what is the stream line team what is the platform etc we were starting to map across the whole organization so what do we have the assist state today and this is one of the snapshots it was even bigger let me put it this way but I wanted something that will fit the screen this kind of visual diagrams for the team topologies by the way and this is how we started mapping so different teams started so what do we do who do we interact with what interactions do we have mapping of the assist state why I'm showing you it will get easily depending on the size and the complexity of the environment into something like this which is really pretty much even impossible completely and that's why also we wanted to start calibrating do we see some patterns do we see something we are pretty much already mapping duplicately etc so this is where we spend a lot of time to calibrate, adjust and repeat until we again understood yes this is good enough for now and we are ready to move forward when we felt start moving already that is polished enough we've introduced the concept of something which is the internal platform topology so pretty much encapsulated this is the red arrow so instead of looking at the platform we just consist of another internal platforms or streamlines etc you just don't need this detail anymore you just hide it and you just represent it as one platform on the right hand side is it showing no, over here helps you to visually hide the unnecessary details again not to get distracted by something you don't need to solve at this point but this is helping you to understand and get as enough as possible clarity about what is the purpose of these platforms who are we interacting with facilitating, collaborating etc and especially this is the point where we started focusing on mapping the external teams external customers external from our perspective as organization but still internal within Red Hat so this is how we oversimplified but again by zooming out emerging those platforms into one bigger picture so this is the concept I wanted to show you because again depending on the complexity and size of the environment most likely it will also end up with something like this it's not important the content the specific names etc but just again to give you the feel and the idea what most likely you will be ending up with also you can see that we started or needed or felt like we need to start making or adding more information like those red bubbles like what are the gaps, what are the challenges what works for us already today but again this was still part of mapping and getting good enough clarity one of the first half of the process to understand and refine the internal platform so this is how do we see ourselves internally and if you remember at the very top of our goals to be seen as one team externally so we will hide it so this is how we also mapped out the external perspective and their needs we needed to spend a lot of time and this was pretty much the biggest effort to understand the external customers we needed to start adding the other two like the spreadsheets all of discussions dialogs but really who are the customers to map them because it's not like just the names but we introduced some sort of persona mapping are the developers, are the seasoned means, are there in some marketing teams are there you call it out you name it, right, really to represent them and to normalize them into something which will be again moving forward when we list it and this is one of the bullet points so what do we own today are we going to offer it, you know till when, right, does it still make sense but again, repeat until you feel it's good enough for now to start you moving forward and this is something which we more or less as a polish version ended up so roughly 10 plus teams in regards to the streamline teams who were focusing on the continuous value delivery to the customers but from the customer perspective they don't need to be visible they are encapsulated by the platforms you can see here that we also keeping in mind Convoy's law and the inverse maneuver of Convoy pretty much understood that oh actually we are also layering the platform internally already so all of this above is what we'll be seeing one huge platform from the customer perspective but internally we had some core platform you can understand like network services if you need to reg and stack and get everything in place and the top of you need some services also at the top or in the middle I would call it between at the very top you can understand that could be like the cloud infrastructure for you the abstraction is really at the higher levels but also closer to the real customers and also this is not intended to be precise but to get you the feel but it's quite let's say good enough complexity how we really ended up pretty much simplifying all the completing and you remember the couple slides down the huge bubbles of different teams different services etc we also ended up with quite a few teams which are called in the purple kind of verticals and these are the enabling teams these can be either teams of someone specialized or teams enabling mostly through the facilitating like the delivery functions or another shared functions within the organization and also we needed some of the specialized functions which really are the complicated subsystem teams to be closely either present within the three platforms they are layered from the foundation to the very top platform level or even separately and serving the whole organization any questions at this point this is more from the technical perspective as I mentioned the network right first it doesn't make sense to serve any cloud services if they are not connected right so this is the network layer which we used even internally so the platform of Bao is using the services offered within the within that large platform for their own needs so this is for example this triangle so yes yes and this is again oversimplified this is like the blueprint to adopt to present and now we will get to the point of how to execute the change it's not overnight and this is also what the team topologies kind of addresses or helps you to guide through they are providing some specific patterns again depending on your field of the technology domain how to evolve the team so most likely even today when you have just the streamlined teams who are serving the services for the home how to decouple it how to know what should become platform and what should be separated just for supporting the flow of the delivery not being interrupted by some delays or some specialized functions and to move and try to move toward the self-service kind of mentality where you are enabling the internal customers to serve themselves to their needs while you are maintaining the internal product for them does it answer your question it's complicated yes that's why I also said this this is something which I drew intentionally not reading giving the names because it wouldn't make sense this is really depending on the internal context but from the customer perspective they are seeing external to the infrastructure platform they are experiencing just a couple of services for them again I'm not specifying there are more but it will be again hard to read but this is just to give you an idea these are the internal platforms serving the internal but this is like two encapsulation levels we are looking at but also we have a lot of externally facing services because this is our primary objective any other questions so the question is how to handle the dependencies between the teams and the platformers right and this is your question does the customer external perspective or internal because it will be the same kind of so in that case this is exactly where also from the perspective of team topologies the product kind of mindset and the practice come in place how do you release something which are the cross dependencies and this is where the collaboration the communication is the key and this was also one of the anticipated benefits we wanted or desired to this approach to try to remove these unnecessary dependencies to try to avoid or mitigate them where that doesn't make sense and bring them closer for the more effective so these dependencies or the circle of dependencies they will be kind of not even avoided but through the collaboration close collaboration communication minimized you can answer the question we will need to look at the specific technical this is actually the concept of the convoys law where either the organization is or the software architecture is going to mimic the organizational structure but we wanted to do it opposite so when you try to design the teams in a way that fits better the technology architecture this kind of goes away or you are iteratively removing this and minimizing this spec but to be honest it's impossible to avoid it completely so it will still be there any other questions starting with the Q&A only so I will go very briefly we have five last minutes definition of the formation of the new teams when you are down with your architecture how to start executing and this is the most important part also from my perspective the teams not of the individuals these are very recommendations and also what I haven't mentioned is that it's important to try to avoid getting into the people discussions till the very last moment possible and to focus on your design and the architecture first because this will be much easier when you are clear and you see the benefits why it's better to design this internal architecture this way and just get what do we need also what's important clarity of the roles, responsibilities and the measurements so you know where you are at and if you are moving in the right direction because this won't be possible to do everything at the one time also long list of observed benefits you will get the slides also we will be in the recording so you can get through it later we already mentioned many of those let me have a look at it we haven't mentioned very quickly from my experience to adopt and understand it might be overwhelming for the half an hour talk but definitely when you have more time to look at it it's easy to get you started introduce to your teams also I mentioned one of the few bullet points communication, collaboration really improved significantly we've already had some experience with the product management some were moving some were already working with the product management practices etc but all of them had the kind of desire and it was also important to have the commitment from the leadership and the organizational kind of decision to work within the agile ways of working or modern ways of working as we can call it etc and the visual language is what I like also created this presentation within the mirror so the mirror was very very helpful tools a lot of other noteworthy substances when I was kind of or we were moving toward the end of pretty much getting ready to start executing the change, the unfix was very important also for me so if you want to go further even maybe less technical the unfix would recommend or you know to motivate you to have a look at also if you are in a position facing a lot of project management the PMI agile discipline toolkit really is something I have very good experience working with if you are in the more agile scrum environment, scrum at scale and also the open practice library is another great resource of a knowledge and the knowledge and the knowledge management is something I will end this slide with because this is critical not just technical but really the knowledge and the experience in general and have a good knowledge management strategy you know ready to support the folks transitioning into new responsibilities when you need to grow the new skills etc. with that being said thank you very much feel free to provide a question I will check yours or for those online questions and answers last few minutes please metrics yeah so pretty much yes I can answer very briefly you remember those three platforms so this is where I like the unfix the concept of the turf to make sure these are the areas of the closest as the most interactive collaboration but again try to reduce the complexity and the size as much as possible and that's why I like also the team first approach not to have 10-15 people like teams but really try to have smaller teams which are much more flexible and if the type of the work allows it to be autonomous any other questions yeah there are questions read out inspiration any other questions I don't see one there come on yes please what advice would you give to someone to build the platform team today just get started really don't avoid it and focus on really what do you have today and especially focus on the customers because this is why you are here you are here to serve the internal customers or even external customers any other question is definitely helpful and this is also what I meant by the knowledge management that if you don't have the experience you might struggle and I would really recommend also to spend on building the foundations being various agile kind of ways of working the product management etc question? so there was a comment that without the product manager is really hard and this is really where you are here to focus on the customer and the product management I'm not saying it always but should help you to be better at it and you need to grow the skills it's not just one man show definitely and also from the product management perspective focus on the value what's valuable for the customer not for you because this is very common for the technical people and organization they focus on what's easy or what they like to do but it might not be the best for the customer this is where the product manager and someone really skilled and good at it so pretty much get better Any other questions? I know we are two minutes over the time just this complicated question I'm not going to take it probably this time Thank you, be free to stop by so thank you very much again and have a great rest of the conference We still have three minutes so take your time Meanwhile Few days ago Ramstein went to Slovak Republic Who was there? Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Ramstein Чао, мами, чао, ци! Это моя первая предназначка! И сегодня я хочу показать вам, как я выживу эти люди, чтобы они получили близкие отношения, потому что в working environment, в которой она спрятана, это не так легко. Но это приводит к тому, что мы уже очень известны, так что для рабочих, он может получать очень много людей, очень много экспертизов и талантов Но для рабочих, это означает, что вы можете получать больше возможностей и гораздо более flexibility. И когда вы не видите друг друга, это приводит к тому, что это ващество. Первая предназначка — лакомство. Это важно, потому что когда вы хотите сказать, что вы сделали ошибку в работе, это хорошо, чтобы сказать, «Эй, Fernando, я сделала ошибку, можете мне помочь?» Спасибо, я знала, потому что он хороший. Если я не могла учитываться в Fernando, я не могла его попросить за помощь, а потом я бы не могла решить мою задачу. Думание о солдатности. Может быть, некоторые из вас работают с твоими командами в офисе, но некоторые из вас могут быть too far away from others, working from home really lonely, and that it's not also psychologically safe, and I believe you want to keep your teammates happy. And overall, there might happen in effective communication, because when you're meeting each other face to face, you are able to break boundaries much easier, there are also cultural differences, and then you can, you know how to speak with each other. With face to face team, or team we just collocated, and they meeting each other on daily basis in the office, it's easier, because they can go together for coffee, grab lunch together, or play some game that it's available in the office, for example, billiard, or maybe VR. So what is the solution to connect these people when they are not working together? You can bring these activities to online environment. And ideas for that are to schedule virtual coffees, to schedule virtual team building, slash fun activities, to do office day, which is unfortunately only for hybrid teams, I was mentioning, and you can engage your team asynchronously. Virtual coffee is event with which you want to simulate situation when you ask your colleague to grab the coffee with you. At this meeting, you can chitchat completely about anything you want, but you can also help yourself and set the topic here. You can do this by asking a question. For example, what was the most ridiculous conspiracy theory you ever heard? Or you can do picture sharing with some particular topic. For example, your picture from teenage, your picture as you were a baby, or anything else. Believe me, when you do this on a meeting, you will have a lot of topics to talk about, and you can spend one whole hour at least talking about anything. Much more things you can do when you are doing fun activities. You can do quizzes, you can do quick online games, or other online games I would like to introduce you at least briefly. Quizzes. Who does not like them, right? First idea, oh no, quizzes. So, in general, you need a facilitator. Unfortunately, that person won't be an active player, but still can have a lot of fun. And there you might create a lot of rules, like taking care of ranking system, you can get plus point or plus 100 points, whatever you like. You can play these games in teams, so within your team you can create two or three small teams, or you can play it individually. And don't forget to keep the time for questions. You don't want your fellas to think about one question for 10 minutes, right? First idea of quiz is quiz about teammates. For this quiz you need to collect data about your teammates. I used for that Google Forms, and there I asked various questions like what's your favorite sport? What was your first job? What's your hobby? And I also leave their space for letting them write any random facts they would like to share about themselves. Then I prepared questions with another option, so I had to made up option B or C. After that I noticed that some questions are really frequently answered, so I created categories so we have much more fun. But before we really died into game, I let my fellas to review and approve their questions about them so they feel safe of what they are sharing. And they helped me to make quiz more tricky, which is what you really want. So for game intro I showed rules. Then I created table with names and categories. And score table, because we need a winner, right? And the game looked like this. I chose Angist for job for 200 points. Then it got you to another slide. It was made in Google Slides. And then you could see the question. And I wanted my team to have TV show experience, so I made a lot of transitions for options where like flying from left side, like A, junior QE, B, make-up artist, or C, graphic designer. My lessons learned after this were that at first I could do, I could help done categories and then figure out questions, but I got idea of categories too late. Another idea is to do not quiz about your teammates, but some general overview quiz or pub quiz. For this you can choose random questions from various categories like sport, music, history. And I can advise you to take a look on mentimeter.com, but the GPT will help you as well. And for example, it can be a question like, when guitar is brand made, is an also expert in what science it filled, who would like to answer? Yeah, Nico? Correct. It's astrophysics. Good job. Then you can do quiz about guessing the place. So you need to collect pictures or various places. Don't make it too random, so if you live in small village and you will take a picture of random street, it won't work. But if you also take a picture of Eiffel Tower, everyone knows that it's in Paris, correct, so you don't want to make it too easy. And another question. What is there in the right corner? What is the place there? Who would like to guess? Italy. Great! I don't know, I will take a look later. To do these activities, you need a lot of time. Especially quiz about teammates were super time consuming, but I don't regret any second or minute doing that. And my friends, yeah, my teammates are my friends, they had a lot of fun, they were engaged and making them happy is just everything for me. But if you don't want to spend that much time doing these quizzes, you can play quick online games. Examples are Scrable I.O. or Garthik Phone. It's more maybe for artists because you have to draw with mouse there. Scrable I.O. is really simple. One of your teammates gets three options and chooses one word, which they will draw there. And on the right side from the picture there is a chat where you can write your guess. And when you write it, when it's correct, you get points. And the game ends whether when everyone guesses correct answer or until your time runs out. And another, and my very favorite, which I'm too biased for the guess, is Garthik Phone. You are driving it again with your mouse. And let's say you play in a team of five people and everyone writes some really ridiculous sentence. For example, geography on the moon is placing you as a flag. It can be also something else and elephant eating a burger. You have five sentences like this and they are reshuffled among your team members. So you can get drawing like this. Then you have five drawings they are reshuffled again to another people and they are guessing again. So in this case, they kind of got it, that elephant is eating a burger. And it repeats, so then you are driving again what you see. And the last person writes what it is. Garthik Phone is a great game. There are multiple playing modes. You can play with time, you can make it faster. Making it faster is even more fun and also engaging. Other activities I can recommend to you are online games we all know, like CSGO or Among Us. They are either for free or they are very cheap. And then two other possibilities. For this you don't need any online tool, only Google Meet or any other video conference you are using with your fellas. And the first fun game is about taking picture of inside of your fridge and showing it to others. There is no facilitator, who collects those pictures and shows to everyone. Do it spontaneously. You don't want people to cheat and put their all healthy stuff. And endless possibilities. Everyone of you in your team will show one random thing from your household. For example this. Does anyone know who is this? Yeah, I heard make-up. I should do palette, I use for myself. Wait. Alright, office day. As I mentioned at the beginning, it's for hybrid team. So when you have few members who are working let's say from Berna, but they are not visiting office, they are working in home, you can schedule one day, let's say one day in a week, when all of you will meet and you can do activities like office etc. And you can combine it with activities like garlic phone and when you have team members who are from other part of the world you can connect with them. Because it has equipment in the offices for that. For asynchronous engagement you don't need much again. Just some text communication channel and I believe everyone has that because you just need to type with your fellas. And there you can do for example some thread. In our team we have a Monday thread and in this thread we are sharing random personal pictures for example from our weekend and we are sharing there would be done or even it can be picture like from last Wednesday and then you can know something more about your friends. Then you can ask a question if you remember, as I was talking about virtual coffee and setting the topic you can do the same there as well. So you can ask here again question about most ridiculous conspiracy theory and let people to write it. And for all of this I mentioned before you can use Chicha channel where you will talk about non-related topics share memes. If you find some super article and you want to show it to everyone you can. It has however one disadvantage and it's spontaneity. What does it mean when I'm in the office and I come to my friend Thanks, let's go. So it's not scheduled it's really in random time in random day and that is missing because you have kind of schedule everything when you're doing it online. But it has still multiple benefits because your team is bonded communication gets better problem solving gets better overall cooperation when boundaries are broken it's better. And best practices I would like to share is if you are let's say manager be sure that you have time capacity for these activities. Don't overload your team too much so they can have at least one hour in a week to do at least virtual coffee. Be careful about time zones so don't schedule virtual coffee for 10 am Central European time if you don't want your teammates to wake up at 4 in USA but you can ask them if they want it ask your team what they want and let them vote for that. In my case I did again Google Form and I asked if they want virtual coffee virtual team building, office day etc etc I asked for date and I asked for time and I scheduled the most perfect time for them. You can find organizer it can be you or it can be other volunteer specifically for fun activities each time it can be someone else from your team someone will see will create activity then Kasha will create activity etc etc You can do fun activities when you are having virtual coffee it can save you time during virtual coffee we are asking questions, sharing pictures or we are playing Arctic Phone and last but not least don't make it mandatory this is opportunity for your team to become closer and you don't want to force them also someone can be more introverted and does not like talking too much with people and interact that much and it's okay so pick up at least one activity showed you try it you can make changes after some feedback you get from your team and try it again until your team is perfectly happy and now tell me are you doing anything from this already with your team or what are you taking with yourself from today I already do Kasha yeah we started to do we go we make share failures they make new work and doing a learning from there especially the younger students can see in normal film and then we will learn very nice that's really nice idea thank you for that someone else wants to share no one yeah we do the virtual coffee but we don't have any special topics or something topic great great, that's also great thank you for sharing Niko it happens you need to train hard yeah you lost fun yes someone else would like to share yeah great thank you yeah yeah I've been in without FKV basically having some sort of feedback sessions like direct feedback sessions where you kind of amputate like anything except the direct feedback so that way you prevent people from kind of wondering what the other people thinks about that because a lot of insecurities comes from that as Paulic said that you're afraid to fail and stop because you can always say someone okay you did this maybe we can try to help so I believe that kind of encouraging direct feedback and regular feedback basically works more than anything because on that level you're aiming straight at the point where people feel most comfortable if you help them work thank you for sharing, that's a good idea and now do you have questions for me сейчас though I really like the part where you're saying that that's not mandatory so how do you deal with people that are introvert shy and not comfortable for example participating in some specific fun activities how can you include them in something and make sure that they also feel part of the team I haven't met with this case because even introverts at least arrived virtual coffee but yeah if you're manager or team member you can kindly ask and let him maybe just connect hide your camera and just watch people and just feel the part of the team you don't have to interact as much as you are comfortable he has a team member like this he doesn't want to join he said that's okay and I asked him he didn't want to join because he was afraid to talk in front of people and he didn't want to participate and then we did what exactly he said okay you can be with your camera or just in the listeners mode and after 3 months he started to participate yeah I have a question what to do with cold team we can't do shake because a few months ago I tried to ask team whether you want some team building activity because how can we create and we can need but nobody say nothing yeah what to do in this case how to shake to make more energy to team to meet not only for job yeah maybe just try directly to send them some voting tool where you will select let's say dates in like 2 weeks and let's just really ask them to pick something and you will really schedule I believe they would like to arrive and when the company will pay for dinner I believe they will arrive but those are also difficult questions for me so I can only guess what to do but you can of course here is my contact but we know each other from where you can write me anytime and let me know how it goes and I will be really happy to help you we'll see and then I'll change myself ok, so we do the team building and we write the options and make it from I don't know going through with several like even introverts would find themselves hanging out with us you can put like really crazy options like with a game or something for something safe and people choose broccoli or chicken they will at least eat something or do something else thank you as well some other questions yeah it's a basic question but I think sometimes we need to consider that some people really don't like anything wrong exactly so we can become too pushy for them and that will create you have someone who is really introverted about those people often have one person in the team they can they actually talk, we can share something you can approach that person to actually be a person of trust that can give you an insight like this now I think you are trying too hard or maybe you should just leave him big and stuff like that and you will benefit more from doing that than pushing towards team gathering thank you for sharing this really great advice any other question? I have a question about offline activities because I am different my team is 9 hours and when we meet we usually discuss more we have very good time what we can meet so do you have any offline activities and are they actually useful beyond me? offline activity, no we try this asynchronous engagement and they also had a team and they had 12 hours of time difference and they were meeting on Thursdays and they also did on cameras Thursdays so everyone were supposed to or asked to turn cameras on and once per 2 weeks we did really short fun activity however for US friends it was like 7.30 morning and for India party it was like 6 or something like that so try to even in this small slot do like scribble IO for example, scribble IO is like for 15 minutes really it's quick and when you set the timer for 10 seconds for guessing I hope I helped you at least a little bit if you try maybe for me 2 teams for nearer time wise like one thing that comes to my mind is for a jet and each draw one draw per day and one group can meet which are nearer time wise and also nearer time wise and something like that if you try something like that like creating 2 teams it makes sense I hope to each other because we are nearer time wise yeah it could work I haven't tried but it's nice idea but you can create avatar in some game and you can play in games together you can create avatar and you don't have to do the same time try not to do it thank you for sharing any other questions or comments I actually have questions but for you but it's for others what experience with this I don't want to call it virtual reality it's about work but I mean where you as teammates can meet in some virtual world or something and engage in like voice communication something anyone has experience like for nearer time where you can meet but it's still keyboard and mouse yeah that's what I meant I didn't mean like using headset we use it for English classes and frankly they've been amazing for the coming times at least it felt nearer if you have never seen the other sound I'm not sure how safe it is to share a workshop there but it's interesting platform thank you thank you very much if not thank you very very much for joining me today this room has capacity of 90 seats and it's almost full and it makes me just freaking happy and I will be in dreamland for month at least because of this experience so thank you very much you were great I in the audience and I hope I see you maybe other time maybe also at my talk thank you very much thank you we just found out we just blocking the mic so probably good to start hello everyone my name is Robert Piescianski part of ACI team in redhead I work as an agile practitioner and today I want to share a few things about my experience with change management especially the things in areas where you can fail because sad ones everyone loves the most before I started this is just what you can expect from today's sessions 25 minutes of my long and boring monologue and then I left 5 minutes towards the end for your interesting questions I think it's a perfect balance we see how it works in the reality if you can fit in the time frame also if you have any questions I know this can be more difficult in person than on online meetings but try to remember them write them down and ask them towards the end of the presentation and that's just because of the time frames and things I want to cover I don't want to lose track and make sure we just go through all of the slides because they are all very interesting and important for the topic just little more details about the areas I'm going to talk today I'm going to share 4 examples with you of when I think about failure when trying to introduce and embrace the change it can be change within the teams but it can be as easy as changing something in your life you can connect it with different stories I will do that through I had 4 stories but that was too long so I cut it to 3 stories and one success story towards the end we will talk about how you can manage these challenges I realized I'm not doing something which I should be doing is there something I can do to improve the situation and then last but not the least what if I already did this and the whole situation happened is there any way how to reverse the process how to improve it again and what is the best way to start the presentation is there any better way the author of this quote it's not that important but I think the message here is really strong it says change may not always bring growth but there is no growth without the change and if you just take few seconds everything about it and try to think about it from perspective of your professional life but also your personal life what really ships our lives are the changes or what we experience these are the things that probably build us as a person as teams if you think about those changes which happened to you and how they changed you through your life was it changed that you planned ahead so you have a possibility to prepare yourself was the motivation coming from you or was it you just needed to adapt to external environment and you could many times in life we can face the situation when we can adapt or leave if we go all the way back to theory of evolution like organisms who could adapt best survive to new conditions it is the same in life if we manage to adapt to new circumstances only the companies that can embrace the newest trends that come up with new ideas and can adapt to rapidly changing market requirements will be the most successful ones and everyone else will be just somewhere behind forgotten so from my work as an agile practitioner I come into these situations quite a lot I go to the teams introducing the changes sometimes my ultimate goal is always to make this coming from the teams if I can make the situation seem like it wasn't an idea from my side but it was their own idea and they are the ones that's a golden case scenario which is very difficult to achieve but I can see the trends in the people that's why I separate people in terms of change management in buses and can someone help me with the name of the cowboy Woody, Woody, yes, thank you so those buses and Woody's I'm just going to tell you a little bit more about them the bus was always really positive he was just going straight ahead to anything that stayed in his way so optimistic full of energy, Woody Woody liked his comfort he liked the old ways how everything was settled and there is a lot of prejudice in terms of IT world and how are people here in IT lots of people are saying there are a lot of changes for last five years I'm trying to break down these opinions and I can see that people in IT they actually, yes, they like their routines most of us probably do but they also like to improve that's why we just working in the industry with the most intelligent people in the work so it just hugely depends how you're going to introduce these changes and a lot of people need to understand why we're going to do this that's a super important part and let's get to these few scenarios or stories which I promised to share first I called assuming to know everything and it happened to me in this scenario you don't necessarily need to be as my friend has a golden retriever so just for the sake of this scenario I'm going to call him Charles there's any Charles here don't be afraid please and I don't know by looking at Charles I don't think he has an idea what he's doing but in many terms you can have someone with years of experience ton of knowledge and it's easy to sleep in that word thinking I know what needs to be done I'm not going to listen to anyone else this is how it's going to be and that's not up to the discussion and that's a very dangerous area where you can get yourself first story and it's from my personal experience when I started my first job as a scrum master I had few experiences like from working as a project manager managing people but I was really motivated and really keen to make it work that's why I started with some conversations with the director and other leadership they said we want to introduce scrum perfect I know scrum no problem I came to the team we felt like even asking them what they think about it what do they think they would prefer to do we're going to do scrum this is how scrum looks definition of done definition of ready it took us like two months to implement everything and I was super proud of myself people doing this for years I've done it in two months here you go, you're welcome I can move on to a different team you can probably imagine how it ended up when I spoke with the team after I realized okay I should probably console these people as well they told me yes we had meetings we talked about cards we updated the card but the reality everyone was doing exactly the same as they did before but on the top of that they were doing all of those new things you can probably imagine that didn't end up so well and now I hope I'm little bit wiser so I know at the beginning it's important to just concentrate on the people on this why and what you want to achieve and build the bridges at the beginning what I did here instead was if there were some bridges I just destroy them all and also push people to build really high walls between the sides of the river so it made it extremely difficult for me to come back to the team to gain the trust I managed but it was a huge setback the important thing our message from this one if you are going to do any change within the team, within your household just concentrate on everyone who is going to be involved don't rush it spend the time talking to people to make sure you really understand what is the situation about and if you're going to go through this process have people involved as much as possible if you already did the same silly mistake as I did then it's just going to take much more time to rebuild the trust rebuild the relationships but it's not impossible we all people we make mistakes so don't be afraid to admit you made one and learn from it brings me to buy next slide one of the mistakes people do often it's fear to fail if you an actor who knows he's going to die for certain in first series or first part of the movie you probably don't fear anything and you can still be a great actor and successful in the terms of us failing I notice two trends sometimes we want to be perfectionist so we just fear that we're going to fail that's why we don't start something at our own lives like many people simple story about after new year everyone wants to start with the gym, go to the diet but they don't start from the starting point where they are they just want to get all in at the beginning having everything done in the first week so they do five sessions first week eating just salad and chicken and lots of protein and then they find out they feel really tired and they sound exorcised so it's important as well as achievable goals but in many cases we can also fear from being successful because sometimes when we have such a good idea and as it grows in our head and we introduce it to someone and it just starts to build up it can be a really scary thing if you get to that point it can really work it can be a success then you're like I never expected this I can't take the responsibility so I step away or just stop it now I don't want to see this happening I have another story for this one and that goes all the way back to my university when I was writing my bachelor's thesis and I thought I wanted to make it perfect I knew I need to do it when I want to get my degree so first six months I haven't written a single line I had so many books like you could read them probably for 10 years so many resources I've spoken to so many people not a single line then a lot of stress came in because the deadline was coming closer so I needed to really redefine if I don't hand over anything I will fail for certain but if I do at least something maybe it will be good enough so I handed over the first version then we improved and at the end I got A but I would never get to that A version at the beginning I needed to start it with something some draft format so how you can manage this situation within the teams if I'm going to talk about the concrete example now it's concentrate on something achievable something which is going to make a real difference you can call it minimal viable product then building that step by step tested out if it's working great, continue if it doesn't work, just move to something else for a mistake which I identified was that a lot of people don't spend enough time in building the relationships and identifying their early supporters you can see maybe some connections from this first point with number one the difference between those two for me it's really when you put most of your effort because yes, you need to listen to people but if you come to the situation there's going to be always buzzes and voodoo and you need to find out what is the real situation in the team because there can be really loud voices which can steer the mood towards one direction and everyone can think oh this is really horrible because everyone is saying just negative things about this but then if you ask people individually you can find out the reality is totally different and at the beginning of course if you are introducing a change you want to talk to everyone listen to everyone but if there is a person who is just going to moan about it and criticize without any constructive feedback over and over you just need to build a wall for certain time from those people and just concentrate really your energy and time to people who give you constructive feedback and who are willing to participate in this that can really help you this is the story which I needed to cut out but it's going to be part of the success story at the end but just to sum it up really quickly this is quite straightforward some indicators might be that you're just driving all the change on your own every idea it's coming from you you need to chase people about doing things like nothing's coming from the team you can manage it as I mentioned just by talking and listening to the people if you already you don't have this early support that's not a huge mistake you can still build this team around you in any area that you need to manage the change in the sooner you start with building this team the better and last but not least everyone's favorite scope creeping I like this meme because it just says you can't scope creep if you don't have a scope I heard from many teams that yes, it's great we're going to do scrum or we're going to bring in Kanban that means we don't have to have any plan any commitment we just do like every day I wake up I might update the ticket but if you ask me is it going to be done in a month, in two weeks working scrum, miracles happen sometimes they happen, sometimes they don't serve you just have to wait two weeks and you will see so this is a big misunderstanding of some of the agile frameworks by people and I have one example from my life about scope creeping I don't know about how you did this for me and my girlfriend we go full shopping once a week we just rarely do online shopping and if I go shopping like in many cases I just finish the work, I don't have time to eat and we go shopping we have a nice shopping list you can imagine how it usually ends if I'm hungry I buy everything and then I look back at that shopping list and half of the shopping list it's not even covered but we have like 10 times as many things as we had on the shopping list originally so the second scenario it's imaging doing the same shopping when you are in the rush so you're not hungry but you just need to get it done quickly then you end up with the different results as well an ideal case scenario when you eat enough you have enough time you have your list all the time in the world and you go through the shop all the patience in the world for me as well because when I can't find something I rather not have it then you get probably as close to your shopping list as possible how it connects to our work it's that if you implement the changes or trying to do some changes always swing it in the bigger picture because circumstances can influence the achievable scope but also if you don't define this scope that's like a big no-go number one what can influence your scope but some important release is coming up or Christmas holiday summer holiday people will be on the vacation so I probably don't want to do a massive change with the team in three weeks when half of the team or 70% 90% won't be there with the release situation if everyone's concentrating on the release and if you push into them can you make this decision and can we just introduce this to the team you won't get the same results that you would get after that release just to try to wrap it up what I said so far and when you're doing the changes everyone's gonna make a mistake you shouldn't be afraid to make them that's how we learn that situation where you can get it when you build an environment where people don't feel confident to share those mistakes then if you manage to build this trust and good relationships you have really good foundations for making any changes successful because it's a difference making a change and make a successful change if it's coming from the people getting yourself towards the right direction to make it right and considering the feedback not everyone feels confident to share the feedback straight away speak in the meeting where we have 20-30 people some people are just think it might not be that important so different reasons why people won't share feedback so try to find as many feedback loops as possible talk to people, but at the same time retrospectives are a great idea how to get feedback from teams you can do different surveys more feedback you can get of course there is a balance if you're gonna ask people the same questions every two weeks you're gonna get the same answers and then you won't get any answers probably because they will just get annoyed but if you can find a good balance then you can really get a lot out of it let's do a success story does anyone know this guy? yes? yeah well done this is Craig Ramsey and he's from Canada he's ice hockey coach right now for the national team of Slovakia but he before he was a coach in an age like the biggest achievement probably you can do as an ice hockey coach and then he came to this little country with 5 million people as a head coach and he exactly I think this is one of my favorite change managers after Ted Lasso probably he didn't come there like I'm the expert from NHL and this is what you need to do to be successful he really spent a lot of time to get to know people in Slovakia the ice hockey federation everyone around and then he showed them his vision and he was trying to make it their own vision it was super complicated at the beginning there was a lot of pushback but I think right now he proved after 5, 6, 7 years that it's really working and he managed to make great results with our team he was also not afraid to experiment so when he thought like ok this is what can work and he just found that we don't have the place for this so he shifted other direction this is something again with relation to the ice hockey so if you don't like ice hockey I apologize for too many connections and this is something I don't know probably many people said it before but this came out during my consultation with one of the colleagues from Redhead about the changes this is a brilliant idea we need to have this in the presentation success can slow down the change and it's so true don't confuse a short term success for the state where you want to be and sometimes another collaboration with Slovakia and ice hockey we were in a real decline and then in 2012 we went second in the international cup and everyone was like everyone knew that what we are doing with young people how we supporting the clubs and everything that it's not working but after this everyone was like it's working somehow we got second how other we could get second it can be same in the work if you deliver project on the time or if you just manage to get that release done and it means your whole team spent last two weeks working 20 hours a day just to have it done then at the end of the day we did it we don't need to change anything always think further ahead and the broader context and that gets us to the end of the presentation and to your questions if you have any I think it can do both it can complement but in pure theory these roles go against each other if you look at the pure definitions and for me that was what pushed me towards the agile direction because I really enjoyed the project management from the beginning just good to I like to work with people communicate with people but there was a lot of business sites on the top of that tracking the deadlines checking the budget constantly in many cases it was about making pressure on the people we need to get this done are you working on this and chasing people or this is something completely different from me in terms I can really get close to the people and instead of saying to them I need you to get this done by tomorrow if we don't get it done we don't get the project then here you can really come to the team and get the insights from them what do you think we can improve I have a lot of knowledge everyone in the similar role probably has but when you come to the team every single team you can learn something different I think that's what the most beautiful part with the projects you just know this stress you need to get the project at the beginning once you get the project everyone calms down because yes we got the project and then the second stressful phase we need to deliver this first part so that's when you're pushing everyone but this is smoother continuous process and much more about people not about the business side that's what I love about it any other questions I think it differs a lot from what I know if you say agile practitioner sometimes it can mean someone works with the team on daily basis sometimes this person works with the whole organization sometimes this person can take more from the project management sometimes it's more about training, coaching so in Red Hat I think which is great that everyone in this role can evolve as they would like and if I compare it with other companies like I worked for the company when they saw for example agile coach or scrum master someone does a manager as well and we had a lot of conversations about it they saw this role more of someone managing and tracking the project rather than working with people but I was probably lucky because many companies I worked for understand the role exactly the same as I do and this is important for me when I was doing the interviews or something if I know that we have the same definition and we understand the same things under the role that we can collaborate yes so it's about learning from the past and gathering some data so if you want to learn if you improving you should have it back up with some data and then if you have those trackers then you can compare it we haven't changed anything and we did this really great but if you can see the similar tense scenarios from the past you did really bad then you can say this was just one time success and if you can see this trend sometimes you can find out from the data we just got really successful in this area and we never changed anything what happened and you might find someone from the team started to act differently or customer just hired someone else to communicate with the team it can be a lot of factors but as long as you have some data to look at and compare it then you can say is it a trend is it just one time thing that's a difficult one I think what can help a lot is that starting point because in most of the cases when I go to the team we don't want to hear from you just don't tell us about you our confluence or scram we know how to do our job and leave us alone if you can show people that your job really is to help them to improve their daily life and you can make a lot of things easier for them that can help you with the resistance so building those relationships but at the same time sometimes you can identify some quick wins you can think of it lots of teams working under a lot of pressure because many software companies have limited resources lots of customers so there's a pressure on the team to deliver fast and if you don't have a process behind it then just you end up sooner or later burning out because you try to work on everything you just jumping from topic to topic but if you can put some system that can really protect the team from this burnout and that they can prioritize things or it can be a really good sign for the company but for the team themselves as well understand them but also build those relationships because then resistance comes a lot of time just from people not knowing what to expect and then we just are natural tendencies I don't know what to expect from this so I'm just gonna push back someone's just gonna impact my safe space environment and I don't want that person to do that if you show people that's not the case but you're just here to help them to build that word with them you have a goal and then you need to self-track because if you just if you just kind of try to power through it you might be subjected to additional walkers so what are your insights for breaking through this type of resistance whereas in the fact that the team that you have maybe start with the redhead because in the redhead I never ever dealt with something like this I had the different challenges in terms of leadership was like do whatever you want but I'm gonna support it but I'm not gonna push people because it's up to the people and sometimes you need to make the decisions especially if you deal with a larger group of people you can have the endless conversations I don't have the direct experience like with leadership not supporting it but I have experience when leadership was supporting it but what they actually meant was we wanna do this because then everyone, every single developer can book all their time on the geratic it and we can build the customers based on that we can track their progress so that was a different fight but I still needed to have this fight and I think it was equally difficult conversation and then it's just you just need to again I try to use the data in most of the scenarios that I can and I show them the projects from the past like you know why you failed in those projects like I have messages from the teams and feedback why they think we failed and this is what we can improve we always also you can try with the team if you even know it's a nonsense you can try just to prove and have the data for I don't know if that answered your question He does He exposes a lot of new ones kind of the utmost motivation based on which the resistance you're encountering on which students you're finding it's also important if a broken process somehow makes more money that's kind of a hard thing to go again because good luck to them to make less while everyone is doing something else The other thing that I'm also wondering about maybe I can touch you about is when you the ground resistance on it's just enough so that's very difficult one and I would say if it's just a no then the problem is somewhere like much more deeper and you just need to dig into it or higher I meant like in terms of deeper like no one just says purely no there has to be some reasons and unless you know these reasons because how the collaboration from my perspective how I can collaborate with someone who just says no with any reason I'm happy to catch up after the talk but in general in some cases you may just need someone from outside to help to resolve the situation because there are many scenarios like the trust has been broken already and no one from within can rebuild it so you just need someone from outside who can look at it with fresh eyes and just help people to manage through this difficult situation Yes? Thank you for sharing but you don't always have the luxury to share but of course it can if you can share it with people and make the decision and involve more people in the decision that can help as well and I think just try to signal it for them so thank you very much Hello everyone I'm here to talk about one agile transformation and two gears so has agile transformation just become a meaningless buzzword so a lot of these transformations that we see are really getting further and further away from people and companies or organizations are just copying what others are doing and maybe also just because people are not being powered to share what they really think about the transformations and some of the things are just top down actually this is something maybe it's not so good like in reading I found this last night and 5 ways to screw up an agile transformation first call it agile transformation that is a nice one write an agile law book call it agile playbook create a department of agile enforcement call it an agile center of excellence run an agile conversion scheme call it agile training and coaching and keep spouting the latest latest agile buzzwords call it OKR so I was looking at LinkedIn last night I found this actually interesting so why not put it here because I think it resonated with me and the reason it resonated and I think this makes some sense is because McKinsey and company has a study that shows that 70% of all transformations actually fail and no if it shows that 70% of all transformations would fail why we continue to do that why companies want to embark in this transformation train and do this I would like to ask you some participation if you have the mobile phones scan the QR code or go to slido.com and use the number so put your phones up and share your thoughts but why do you think transformations in general would fail and hopefully if you are able to go there and things would change there so and I think you can input more than than one so go and we'll see things changing and these are not comprehensive or total list of the study from McKinsey showed this probably there are more but I wanted to go with this so things are changing and lack of share vision is winning than lack of alignment, lack of engagement, lack of aspiration so when we think about why this can fail lack of aspiration just maybe the company doesn't even know where it's going so if you don't know why would you embark in a transformation to a place where you don't know where you're going lack of a share vision which seems to be winning but still votes coming in is maybe the company knows where it's going but not everyone in the company has that same understanding of the vision where it's going lack of alignment maybe the company is not aligned where it wants to go and then if you do a transformation probably you will fail and lack of engagement the company knows where it's going but the people don't believe in it and they are not engaged and the company will fail and still have some votes so great, lack of share vision won here so the lack of lack of share vision would be the company has a vision, right but not everyone understand the vision of going forward so if you go on a transformation the chances are that you're going to fail in the long run but lack of alignment you might have a vision and people don't really agree with that disagree so it could be something in between those lines right so for myself I don't like the word transformation just to start with that's my personal view actual transformation to me I always think of I don't know transformers coming it's going to transform so I don't like personally so the word transformation and agile transformation when we look at what transformation can mean a transformation is a dramatic change in form or appearance an important event like you're getting married getting a driver's license that can cause a transformation in your life a transformation is an extreme radical change so when we are talking about transformation to me I have this view of before and after situation so before your bed and then after oh you are great because you were transformed company was transformed and I don't see it that way so a lot of things that happen is like you are talking about implement these the same work maybe you heard of the Spotify model oh we should use the Spotify model let's put the Spotify belt on and we are going to be agile in three months and that's really not how it's supposed to work I am a drummer anyone here play drums anyone we have one drummer, two, three from this anyone else playing other instruments other than drums ok so you have some musicians here so I am a drummer and maybe I will transform you in the best drummer in the world right? so a negative right so if I would say to other people here that would I will transform you in the best drummer in the world maybe not maybe I don't like drums that much maybe it's going to be difficult some people here even might not like music, I don't know so to come in here and say I'm going to transform you in the best drummer in the world it's not going to make sense my transformation will definitely fail so I have to I need to have other ways to make sure I want to go after I'm able to do and I always think of this as a journey when we talk about agile agile is not the destination so agile is a pathway forward that we use we can call it agile journey we can call it continuous improvement journey we can call it whatever but the problem is that a lot of times agile is set as the destination but that's not where we should be focusing on so it's really the the way that we go forward these are some of the reasons and this comes from the 15th state of agile report these are some of the reasons that companies initiate agile transformation and I think they are all valid reasons the problem with this is when executive leadership CEO they decide what needs to to happen and it becomes top down so in my previous company that was actually the scenario so I remember one day receiving an email from CEO or someone really high on the leadership we are embarking on an agile transformation there were reasons why we should embark on the agile transformation and the bottom line was now you employee you have to do all these agile courses and you have to finish by this date and we will be tracking you and I remember we had the pressure to do all these online courses and after finishing agile transformation was done of course that I think I left before they finalized but I heard it was not that successful so if it stopped down you were not engaged you will do and then the company or the higher leadership will ask why did we fail we don't know these are some of the reasons that I think it is reasonable to start a journey but not from top down so everyone needs to be really involved and I found this very nice article talking about the 10 main challenges of this transformation so I am not going to go through all of them but I am going to focus on the four on the top there just because I see some connections to what we actually have been trying to do at Red Hat so the first one that is a challenge is the lack of agile understanding if we look at the agile manifesto agile manifesto deals with software development it doesn't necessarily deal with business outcomes and a lot of times the transformation is focused on engineering product delivery we need to provide products faster to the market that's all good but if we just solely focus on that we are increasing our chances that any effort in transformation will fail because maybe we are forgetting that it's not only the engineering side we have sales, we have marketing we have a whole lot of people that should be involved and focusing on only one specific part might cause it to fail another part of lack of understanding is when the higher leadership just says we are going to go agile but they don't understand what really that means because maybe they saw it elsewhere and then you will see buzzwords coming back and forth this framework and the velocity, the spring all that that just shows a lack of understanding and that's a lot on agile coaches to actually coach and mentor leadership on actually the correct understanding of what agile really means if that doesn't happen then this so called transformation could be set to fail in the long run another challenge is related to the organizational culture the mindset of the organization the perspective the vision, everything is in there depending on the culture going this agile can be very very difficult a radical change and people will push back and going in this agile road we will definitely break that silos mentality my team does this we are great at this I don't need to talk to anyone else because we are great at this or don't talk to me and we need to actually expand when we are going agile so we are trying to improve and by breaking that silos it's one step further to actually being successful and when we don't think about how the organization is, how the culture is it's something that could definitely make the journey or the transformation fail another point or challenge that I want to highlight is just copying other agile transformation projects and that's a good one because how usually agile transformation project starts so the company the CEO or whoever we need to go and start this agile transformation project because we need to go agile and then what they do they go to the market and they hire agile consultants so they go the agile roadmap most likely using a Gantt chart very project management with the deliverables and the milestones and all that and this is already a sign that that's not going to the right direction but this is how usually it starts so there is a consultant coming in and the consultant knows everything the consultant will share the roadmap and the best practices that the teams have to follow and there will be specific frameworks specific training that only that consultant is certified to deliver and the thing is just copying what others are doing just copying whatever is the model like Spotify for example it just simply doesn't work companies will have different requirements different priorities different ways of working and if we don't acknowledge that if we don't understand that we are really going to to fail in the long run and the last one I want to share is restricting agile to pilots not actual pilots but in this case pilots you know we are starting an agile transformation but first let's focus on a few teams or just in this area let's do everything in this area and let's get the results because the leadership wants to see results leadership wants to see metrics just for the pilot teams it works no agile is really about thinking agile is really about trying experiments trying improving quickly and hopefully easily so restricting this just to a few teams would be not a so good way to go what it could be differently here maybe all teams are shared understand the principles behind what we are doing and they go and take their road with this and then we gather constantly we see how they are doing so the idea of just restricting agile to pilots and we do that six months and we gather results for six months and then we start to think about how we are going to do elsewhere it wouldn't be a good way I think if we start looking at it from kind of an innovation adoption curve so understanding who are the innovators early adopters of this it would be nice and then they would help put this effort forward of the agile journey continuous improvement journey and then if it's successful from them the rest will follow so the early adopters so this is really kind of a way of working with the innovation curve and at Red Hat last year we started this effort of going in the continuous improvement journey and a few people got together so executives, senior managers and a few subject matter experts to kind of discuss the idea how would this journey look like at Red Hat and we used the open decision framework for that and the reason for that is that well it wouldn't be something top down for sure that definitely would not work at Red Hat so we used the open decision framework and what happened is after some time managers, executives subject matter experts they came up with a vision for this journey they came up with roles like mobility training and all that everything documented but the point that was really great about it is that it was an engagement so everyone was engaged since the beginning so everyone knew what's going to happen everyone was really empowered and we received actually a lot of feedback I'm gonna make some assumptions here that what I remember is something like 600 so all in the document 600 comments from 600 specific people commenting back no this doesn't make sense maybe you should think about this from everyone in the company and what happens is that feedback and we are able to adjust that journey based on that feedback from people and this is something that in my previous company as I mentioned before I didn't see it it was like you are embarking on an agio transformation journey watch the videos so in this case it's very different we are embarking on a transformation journey together this is what we came up with initially now what are your thoughts and we received a lot of feedback doesn't mean that every feedback we're gonna do something but a lot of the feedbacks like we incorporated and we changed the way we wanted to move forward so to me that was really good and in the end we get the buy-in from people no, not everyone for sure so they're still I'm sure there are still people that don't like what is happening but we definitely increased our chances of people buying into the idea and thinking more positively of our way forward so this is I think to me this was really really good so this is just something that we have been doing at Renhead and is it perfect? I would say no it's not perfect and if I would have a bigger no I would put it here oh I have a bigger no no it's not perfect there are a lot of things that could have been done differently that can be improved but we are in the beginning of the journey and we will see how things will turn up at least from my perspective having people engaged in the conversations and them providing feedback I think it's already a win maybe next year I'll be here talking about the success or failure of what we are trying to accomplish with the teams so the takeaways from everything that I wanted to share here and with regards to our improvement journey whatever you want to call it moving one step ahead on just improving when we talk about these changes engagement is really key we want people to be engaged and participate in what we are trying to go forward what we are deciding so that's why feedback is really good so we want feedback from people it doesn't mean that we are going to incorporate all the feedbacks but it means that we are acknowledging everyone with that we have the buy-in so the buy-in is really essential not 100% of the people will agree with everything but at least if they know that they are heard that they they see that they heard me they are not going with my idea but they are listening to me they pay attention so this is really good and if you have a framework to engage people with the transparency like open decision framework it really helps give the people and the teams ability to just see how things are going that's what we are trying to do as I said we started last year and we we are I think we are heading in the correct direction but we will see and that's it we are going to talk more about agile transformation or if you have ideas like is agile dead or not you hate agile you love agile come tomorrow I have a meetup that I want to hear from people is agile dead is it not you love agile you hate agile come tomorrow and of course you have my LinkedIn if you want and that's pretty much it for this talk any I don't know questions, comments let's go ahead so the question is if we saw from the feedback that we received what changed that's kind of a okay so go into more detail how we did it at Red Hat so there was this small team of managers we actually created for specific areas for this transformation or journey so we had specific vision document what we wanted to achieve and actually we had values for that part so what were the values for us to go in this journey we had roles and responsibilities document highlighting all the roles that would be important in the journey we had another part of training so this was the initial idea and the part of the feedback was actually directly on this so there were people saying and in my case I was more working on the training and enablement part they were saying this training that you are highlighting here wouldn't make much sense because of this maybe we should consider this training instead or I have an idea that maybe we could do a training like this or that scenario and these were actually Google document comments people were incorporating and what we were doing is that we were reviewing everything and once we would review and we would say well that actually really makes sense and because we were so into it that when someone came and shared something with us it would make sense so that's where we were talking to people that providing feedback and kind of getting together so maybe help us align this in the document and then what happened is that we ended up with I don't know how many versions of the document until we would say that's the final one and share like brother does it help answering the question so in our case how long does it take no no it doesn't so how long did it take and did it satisfy everybody no it didn't satisfy everybody not everybody in the organization actually put the time to provide feedback so that's one thing but hopefully people knew because everyone in the company received an email saying please provide feedback and I don't remember it was a month or something like that where we let it open for people to provide feedback we were reading in the meantime adjusting what is needed so that's where every feedback that we wanted incorporated would change and we would make a new version of the document and after we received all the feedback and we decided these are the good feedback and then we had alright so this is the final document from inputs of everyone this is the final thing that we are going and of course when we did this the people that were not paying attention before they came with other but I have a feedback now and I remember that we managed a couple of feedback after as well just to make sure everything was fine so we had that and that's where everything related to our journey is so if everyone at Red Hat where we are going as a global engineering in this journey well look at the vision so look at how you are defining the roles and responsibilities and one good thing that we are doing right now is kind of a baseline assessment with the teams based on the vision and the values that we put there to understand where teams are and it's one assessment and for all so it would give us a very good perspective where teams think that where they are and would provide us ways to see where might be possible areas for improvement at the organization level so this would be helpful for us Does it help? Alright cool Yeah So the way I see it with my knowledge if I would have a company how would I embark on an agile transformation or a journey I would see it from the perspective of what I mentioned before the innovation curve so if I know who are the innovators or the early adopters in my company I know that they will want to try or they are open to try something different so it would be easier to try everything with them first so trying to change and getting ideas from the innovators, early adopters how they see this changing that would be a good way forward and it's not like we're not talking about implementing this, it's like ideas from them and getting the ideas from them I would see is that they would experiment so that's what I do is about trying to experiment some failures of course we would learn from it and after this this is starting to kind of ramp up with this early adopters we would go then the early majority of the company would start to look at what is happening with the company why these teams are working so well we need to kind of see it and then it's kind of ramping ramping up from there and it's not like we are calling yet the agile transformation started as I said it would be a journey it wouldn't have any sort of time frame as sometimes we see oh this agile transformation will take or you need to complete it by 9 months you need to complete it by 12 months that doesn't work so transformation work or this journey would never in my view would never finish because we can always improve so I would think about as the innovation curve focusing on the innovators early adopters work with them on experimenting new ways of working try to improve the theory of this innovation adoption curve is that then people would follow people that would go in the end they would never do change anything but maybe they are not our focus so if we focus on the middle and they change then it would be I think it would be successful there's a question there so the question is what is the measure of success and if we are gathering data so great question hopefully the measure of success of any agile transformation it's not velocity or story point or anything related to that so that is clear it's really more on is the customer getting the value that it needs and from my case so this is the last question from our case with this baseline assessments that we are doing we are gathering the same responses for 100 teams so we are getting there and we will understand from these assessments that we are doing what areas from these teams we are having problems as our organization so they don't understand what value is and then this is the way that we are looking at metrics nothing like velocity or anything like that so we are going to have these assessments understand where in the organization we have maybe possibilities for improvement a lot of teams don't understand if they deliver value or not that would be an opportunity let's investigate further let's see what we can do to improve so that teams understand how to deliver value or if they deliver value does it help answering we are out of time so thank you very much for your time and if you want talk tomorrow thank you listen I am amazed by the number of people here for the first talk thank you for coming it is truly my pleasure to stand here today and talk about teams because we create them, we are part of them and we truly rely on them however it is not always easy and there are plenty of things we can get in a way and prevent teams from reaching their full potential obstacles are really easier to spot than others и некоторые тяжелые, чем другие. Но моё мнение — это вместе, и мы можем обморожить их. И если вы думаете, для кого этот разговор будет полезным, или кто это таргетский audience, я бы сказал, что вы. Это действительно для всех. Для тех, кто есть команды, для тех, у кого есть лидеры, это действительно для всех. Вы можете быть нехорошими командами, или кто есть очень мотивированный, и сомнительный, или кто сейчас фрастрированный. Это действительно для всех. И не забудьте, что мы все есть различные уровни, о которых мы можем tolerать. И когда вы можете идти в работу и думаете, что это не работает, как и все-таки, или вы можете быть такими, что это не работает за годами, и, как бы я была здесь, как бы мы не могли править. Я уверена, что сегодня вы найдете какие-то 방법ы, как вы можете обморожить какие-то тяжелые. Но я бы не могла идти от вас, потому что будучи командой, это был сбор, от команды. И если вы были здесь, за предыдущий разговор с Франандом, мы не согласны с Слайдом, но, надеюсь, вы уехали с Слайдом. Так что, возьмите ваши мобильные устройства или компьютеры, идите к слайда.com, или обморожите QR-код, если вы хотите к слайда.com, используйте номер, и дайте мне знать, что это характеристика для хорошего команды. Может быть вы можете описать кто-то, который был очень приятный, или кто-то, который вы хотите стать. Дайте мне знать, что это характеристика для того, чтобы быть хорошим командой. У вас есть несколько выборов, которые вы можете поставить в них. Дайте мне знать, что вы думаете, что это в вашем mind. Итак, до сих пор, у нас есть очень вероятно, что вы, коммуникатор, хотите услышать respectful, хорошего слушателя, командир, еще раз, счастливый, прорывоватый, прорывоватый, чел, responsable. А, у нас есть несколько больше. Отлично. И у нас есть несколько больше людей, я надеюсь, вы не думаете, что я выключу следующую. Я приготовила мою собственную версию, в случае, чтобы технология не работала. Я была очень стрессовая. Все эти, которые вы поставили, и те, которые я поставила, были как у человеческих сил. Или как у человеческих сил. Мы assumим, если у человека есть команды, то уже было тяжело, если у человека есть команды. Насколько я пришла через эту тюрьму, и это просто демонстрирует, что делает хорошего команды, или в общем, демонстрирует команду. Вы в центре, пытаясь строить с коммуникатором trust, mutual respect и humility. Быстрость и человеческая, это очень важно, в то же самое, как respect and trust. И эти слова могут быть фази. Но я хочу вас приглашать к вам, думая о том, какой конфликт. Это может быть recent one, или что-то, что у вас в голове, что случилось. Если у вас есть один, активный participant в конфликтах, или просто observer, что-то из этих три, Either it was trust, respect, or humility was broken within that conflict. Я работаю at Red Hat. Open source culture is embedded in our veins and majority of you work upstream. When your pull request you feel probably disrespected. The person could have done better job in communication. Maybe you lose the trust towards that person or you don't feel that person was humble enough. In either case, any of those three were disrupted. And it's that simple. It's really becoming human and trying to achieve all of these three to balance and boost the collaboration among team members. You already mentioned that. At least I saw it in wordcloud. Proactivity. And this is a huge one. I usually talk with leaders and the teams and sometimes from time to time it comes up. I feel that the team members just don't care. And I would encourage each of you to be a part of the team to be truly proactive. Because the way how you show up it matters. It creates the team culture. So if you are bothered by something not working with the team looking to the mirror the way how you actually behave and the way how we actually act with your team members. What is your role not only on the leaders to make everything work for you the way how you show up truly matters. And you can influence quite a lot. The proactivity is a big one. Another big one. And I was lucky enough that I was with the teams who enjoyed learning and sharing the information through a majority of resources. But I believe a good team member finds joy in learning and it really boils down to pure basics like being open to listen to the others or being open to reading a book, a new book of ideas that you never thought before or being open seeking feedback or providing one. This one can get challenging or tiring in a long run but there are multiple ways how you as a team member can boost this up. Imagine you came across great article and you were like hey, maybe let's share in the chat what my teammates think about this new way either working or technology. It can be any. It's a behavior to cultivate and empower others within the team to learn constantly. The teams that I've worked with they organized monthly sessions they shared technical work what they've learned so they could participate with one another or organize programming sessions shadowing, lightning talks or even recently there is entire day once a quarter that is dedicated towards learning. It's really crucial to keep the culture of learning within the team because it helps us to be motivated and ultimately proactive. And one last that I have here is focused on what matters. I know it can be considered a blank statement and I'm so guilty of it as well. Recently I came across this sentence admiring problems and I'm so guilty of it and I see many of us are we keep highlighting the problems we keep naming them sometimes they are not really the problems but the demonstration of a problem but we don't act we just comment somewhere in the pub the politics. Similarly we do in our companies we keep talking the problems but ultimately we become what we practice so if we keep highlighting or admiring the problems we become that we become the problem itself so remember just focusing too much attention on problems or blame won't get you anywhere and if you notice this behavior in a team, as a team member you can stop it by really simple question ok? what you can do with it or what we can do with it and if the person keeps highlighting the problem and goes on and on we repeat this question ok so what you can do with it or what we can do with it and if it continues what you can engage in a discussion by focusing the attention on something that you can control or influence it has no sense in putting your energy towards something that is out of control it's pointless it drains your energy so really focus on what truly matters there are definitely goals that you can engage with there is something that's happening around that matters more than the problem which you cannot control simply participate in what matters alright it wouldn't be complete if I mentioned the role of the leadership the team member is one part but the leadership compliments it and when I say leadership I don't mean the people manager only or tech leads only you can be a leader by leading a project or some future development you are ultimately the leader so not just the formal leaders and I believe each of you where did that leader had from time to time if you are the leader I hope you know that it's like an old brainer there have to be clear goals and it's crucial for your fellow teammates to understand them I hope this is like a bread and butter and no needs to discuss but when we are talking about these functions if you don't know there is a great book called 5 team dysfunctions that I will guide you today if you know the muscle pyramid usually it evolves from the bottom so unless you have the stable foundation you cannot go up and the most problematic or crucial part within the team that can go wrong is trust and it's absence imagine you are forming a new team they don't know each other it's really likely they won't trust each other from a get go some people they start with trust as a default unless you disapoint them greatly then they lose the trust but for a majority of the folks you need to gain the trust and feel safe it's really easy to observe a team without a trust they are locked up there is a huge wall they won't say anything particle because they feel it could be used against them or it could be stupid they don't want to risk hey I'm a job practitioner so when I see teams experimenting that's the joy of me being there observing they wouldn't experiment because they would fear the failure and they don't have the courage for it so as a leader you can become vulnerable yourself and it's those little moments which could influence or build the trust also this morning Angie had a talk about building trust and collaboration in hybrid teams I recommend checking if you haven't seen it it comes down to being human and real I wonder anybody know the 5-team dysfunction what's the next what's the next stage related it's fear of conflict so if you fear the conflict and trust me I was hopefully I was one of them I would shovel the problems that I've seen around under the carpet because they won't and they will rot and it will become a reverse and what you do by not addressing the conflict you are creating artificial harmony which is no good for the team so you should actually practically demand a debate a productive one ideally discussing real issues and as a leader you can do it in two ways you can encourage those two having conflict and sit down and be the mediator throughout the conflict it's a tough one but as I mentioned earlier there are plenty of books that you can learn how to navigate through conflict I won't do it right here but I'm definitely the one who needs it and still needs to learn this skill and I admire people who can do it just like that I was like what you've done how were you raised how were you able to implement debates that easily but I believe it's a skill that you can learn I'll ask the very same question what do you think could be the next stage once the team has the trust they can communicate the conflict with one another exactly lack of commitment and this one is really interesting and I observe in many teams one of the indicators how you can notice that this is happening is true not seeing actually things get done there is not buying the indicators are there is a decision that was made but the team was not involved in the decision making process so something like we are going this direction we will be working on this project you do it I can do it but what about at least consulting is it feasible for me I don't have commitment I don't have buying I don't have energy towards doing that and if we name it even experiment as a team member who is not committed I would do everything for it to fail because I don't have the commitment I was not consulted I was not embarking on the journey doing that so focus on the clarity ideally collective decision making unless you communicate the change properly enclosure the next stage what do you think it could be and this one is fairly common in the teams that I've seen it's really connected to the commitment avoidance of accountability and when I say avoidance of accountability I mean team accountability I don't mean individual but and there is a plenty of deal that you can do here as a leader and as a team member imagine we have a team goal let's be the sprint goal not everything gets done common really common as a product owner say ok so what else we could do it's partially was done I'm happy wrong you're accepting already this state and you create this culture that if we don't do on deliver everything I won't make another try to adjust what we take on us for the next sprint I know there is a behavior already in practice that if we don't deliver there are no consequences and ultimately I accept being mediocre so in this case you can provide the feedback to the people or to the team it can be hey feedback can be positive and negative at the same time when done constructively can help the team members and the team themselves and super tough to do especially when you are friends among teams how do you want to provide the feedback if you don't want to hurt your friend and still become a good team member this is doing that is really extremely tough to do for leaders if you accept the behavior of lack of accountability within the team you are creating mediocre team by this means because you support this behavior by not addressing that last one is really interesting I wonder if anybody could guess exactly I bet you know the five team dysfunctions I read the book later I invite everybody to read the book it's just 100 pages you can get through it in one afternoon very well written it's really eye-opening this could be demonstrated easily in sales team you put your own personal goals above the team goals or the company goals because you would get gain short term gain on your salary or you know you are about to be promoted there is promotion somewhere close and you need to do certain things for your promotion but there are other goals for the team itself for the activity that gets you the promotion than helping the team is putting your own personal success about the team success and what it happens like how it demonstrates you don't focus on the outcomes and you don't care that much about the success of a team and this can happen also for leaders so watch out this is interesting slide and as an agile practitioner it resonates with me quite a lot because we are usually in teams to introduce the change ideally help them to get on a better place not the worst, a better place but it's not always it doesn't always go according to the plans nor expectations I would invite you if you are about to change something human in a team set high goals but low expectations because you get demotivated really quickly if constantly your expectations would be diminished or broken so we are here for the long run set low expectations to be motivated and with that once again I would invite you for the slide though and I wonder what is the main thing you remember from this talk let me know it's not a rocket science it's like human stuff but I wonder what is the one thing that resonates with you so you can either scan the QR code or go to the website sideo.com be a better human being stop admiring the problems nobody's perfect the five leadership accountability be a better human being team building denying problems it's not the solution management is also part of the dysfunction put the team first setting expectations not goals I didn't mean not to set goals goals have to be there but set the goals really in smart ways specific measurable achievable results smart goals but your expectations low so you can keep being there and be motivated because the words that you can do as a leader to lose the motivation and get eaten by the system team goals over the personal goals and with that I would like to bring another summary so if you're a team member you want to highlight that you truly create the team culture so be proactive don't let it up only up to the like leaders if conflict arise it's more likely that the humility trust respect were broken but these are the things that can get easily fixed by being a human and demanding a debate there is a charm in learning and ultimately if you want to continuously improve just the words that is continuously learn so I'm glad that you are the conference because you are learning here and the question okay so what you can do about it or okay what we can do about it it's really amazing it converts the blame into actions and as a leader I invite you to read a book five team dysfunctions you already know it communicate and set clear goals so they can be understood and keep being motivated by setting low expectations and high goals these are the books the team geek truly amazing for team members that's the first infographic I got from the five team dysfunctions I believe it's also accessible online and if you want to be a better human being and practice your communication skills not only crucial conversation but also non-violent communication is great for that and I believe we are here for the question so if you have any I invite you to ask me anything hopefully I will have the answers if not I believe the audience can help and I want to mention one more thing with the five team dysfunctions there is also assessment at the end where you can assess your team and see where are you in the pyramids where are you and your team and there are direct tips what to do I should get paid but it's really good book and also how can you effectively give this message to them because I'm not you I can give them your presentation this presentation should be recorded so you can send the presentation to them but what I've seen and it's not something that I came up with but I was a witness too if the managers work together or their teams work together it's good to create the team among managers as well like the folks that you lead create the management team and it's hard to say that like it's easier said than done because we expect from team members actually who do the work and who are on the line to be part of the team but we don't expect the same from the managers I see Peter over there if you would like to chime in I was a witness to it and it's a journey as anything but I would demand the same from the managers and if they read the book they highlight this very problem as well so don't expect only the engineering teams or any other teams to be teams but also one layer above but when I say teams with everything that entails the group and bed the help the collaboration everything for example what is low expectation would you like? certainly where to start oh ok so the question was about example of setting low expectations but high goals and it can have truly many forms let's say the problem within the team is that they don't share information among each other they are siloed hybrid teams we are siloed at home and you would think maybe in a quarter it can get miraculously solved by introducing these activities and these learning opportunities but the quarter runs out and nothing dramatically changed your goals were simple and said hi you want them to communicate ideally through cross learning but it didn't deliver the results that you hoped for or you want the team to become more sustainable let's put it this way they go for vocation summer is coming now the same amount of work will get done throughout the summer you want them to manage the capacity slightly better so the ones that stay at work they don't get burnout you have the goal in mind it's quite ambitious, it's quite high but realistic set your expectations low so if you have numbers you can measure it if we deliver 30% with the same people not being burnout and becoming actually sustainable don't be too ambitious with your expectations set them low because otherwise you wouldn't be tempted to try that once again in another iteration because you would feel them motivated whatever you do won't work but you have to keep trying and in order to keep trying you need to feel motivated and trust me I was one of the person who was in despair nothing works but it came from me having high expectations or assumptions that's a really good question I was witness when the team, for example they talked about with first structure it's not something that they directly fix so they don't control it but they have a feeling they can influence it so they keep bringing this problem up so management would see the problem it's still there and in that sense it makes sense for them but the more you point finger at the problem and you keep influencing and nothing is happening you're becoming the problem itself and at that point you simply need to take a step back and let it go it's hard it's super hard by the realization that you cannot do anything about it you try different things and it's totally out of your reach you are eating yourself alive it's hard but it's the recommended approach I forgot to repeat the questions for the recordings and I was reminded through all times so now the question is about selfish team member one, you can provide feedback in a constructive manner and if there is no reflection mirror working for that team member it's up to the leader to communicate what is truly important within the team and what behaviors we want to grow and keep maintained within the team if the leader doesn't do so we keep the poisonous people in but it's it's up on them if there is no self reflection even after multiple trials of constructive feedback and the leadership either through communication or through actions cannot solve this we are keeping the poisonous people in the team and it directly impacts the behavior of the team and ultimately remember, teams are what we practice so if we practice this, we become this and I don't want to blame it on leader sometimes they have tight hands and they cannot do such actions but it's about the poisonous people and the culture you want to build within the team any other question у вас есть Sure, it's my first public presentation I was so scared and especially with the follow room but I'm glad I've done it and hopefully, I truly hope you'll get at least a little bit out from this presentation if not, recommendations for really great books Thank you Hello everyone, thank you for coming this is the last session of the day I appreciate it even more if it was something during the noon or so on so the presentation can also be cloud networking made easy so we'll be talking about containers about networking I also put Ben here for the credits because he's my teammate and most of the stuff that I'm talking here it's not only my work but you know how it is it's never one person who works and I work at well, at Red Hat this is pretty obvious from the deck here but just for the completeness I'm working in the OpenShift Bermetal Networking Team and the title is a bit of a game because we are really called Bermetal Networking Team but as you will notice during the course of the presentation it's not only about Bermetals so shortly about myself but for two years now but I've had a history with Red Hat products for a long long time my background is academia banking, telco so all kind of stuff I've seen it all different types of customers different use cases I've seen what people try to do and try to find an excuse for that and this is it, buzzwords, cloud, metal, network security this is kind of the stuff I don't do artificial intelligence and I won't be doing this so this is kind of the stuff and after I finish work I do farming so this is something that keeps me sane so this is not like photo from the zoo but really a farm that is there and I do stuff there so let's start the real stuff, the technical stuff containers on Bermetal one slide very generic about why people even think about this why people just don't live in your GCP, AWS, name your cloud whatever well, there are HPC workloads so high performance computing and those guys, they have their own Bermetal which is fine tuned for every CPU cycle for every GPU whatever they do they just don't do cloud because cloud is not performant enough this connects with AI machine learning because a lot of hardware for machine learning this is dedicated hardware so people just buy it and this is it nowadays of course you can buy it from AWS but 3 years ago you couldn't so if you wanted to do ML with GPUs that was the only thing you could do then we have telco customers with the edge so in general telco stuff this cannot be in cloud you have physical hardware that is installed on top of the building this cannot be run in any in any collocated data center it has to be physically there this is somehow similar so when you build data center you have stuff that is there specialized hardware this is what I already said so GPUs interesting use case are specialized mix so this is what some vendors are doing now you have network interface which can run its own operating system and you can run workload there of course it's not fancy workload you won't be doing machine learning on network interface but you know fancy firewalling you can do it and benchmarking because when you have a server and you want to know what is its performance in numbers you need to run on bare metal without any without any overhead not even talking about putting this hardware to cloud and then benchmarking so that would be no sense so this slide is very generic slide it shows a lot of stuff but the key point what I want you to get when we are talking about container networking we may think about a lot of stuff because you may have Kubernetes cluster this cluster has nodes, it has some workload and so on then you may have a lot of Kubernetes clusters so when we are talking about networking we can talk about cluster to cluster communication we may talk about your end customer somewhere out there in the internet talking to your cluster but you can go inside this cluster and then you have use cases like nodes in the same cluster talking with the same cluster so talking with each other you may have pods talking to other pods or let's do it even more complicated you may have pods talking to nodes or pods talking to service so all kind of combinations from now on after this slide we are not talking about anything that is external to one single cluster so we will be talking about how you communicate with your cluster how you communicate within this cluster but we don't care if you have a lot of clusters and you want them to talk with each other so any federation this kind of stuff, it's not here we are focusing on one cluster we will not go as deep as OVS and this kind of stuff it's on this slide just to show you that there are multiple layers and we could be talking about one particular NIC but we won't be talking about kernel level networking presentations and of course this slide also can be taken in a way that depending where you run your cluster it may be more or less interesting of course if you just buy AWS container as a service or whatever they name it it's super boring, there is nothing interesting if you run stuff on your metal in data center then the fun begins so yeah this is when we start looking from a very high level at your cluster so you have a cluster let's say it consists of only 3 nodes it's a very small cluster but one node is not a cluster one node is my laptop let's assume that to call something a cluster it must be 3 so it's really distributed and the very first question is we install Kubernetes so we get API we can run pods all this kind of stuff but at some point you get this very basic question I have 3 nodes they all run Kubernetes API because this is how Kubernetes works so how do I talk with this API because I have 3 servers so they have at least 3 different IPs what do I do so do I need to pick a server to which I talk it doesn't scale because you will add servers as an admin that you need to talk so the very first thing to make your life as API user easier is to introduce this concept of API virtual IP so that you will have one single IP that will have some magic behind that will make the traffic always go to some node so that you always talk to one single IP no matter how many nodes you have no matter which nodes are up or down you want to be able to always talk to one address later even to a DNS name and always land in your cluster so we will get the API for this but this is only admin person what happens from the perspective of the user because at the end you run some application you want to make money so probably you run some web store or whatever and your customers want to talk to this application and they have the same problem so you run a pod, this pod will get IP address probably you will know that you create a service and then you expose pod via service, all this kind of stuff but still where does your service run because your service will get IP from a private pool which is service network, yada, yada this kind of stuff still this is not IP address that you give to your customer because they couldn't even connect there so again we introduce once again one global IP address that you give to your customers and you can get the guarantee that whatever they talk to this IP address they will land in your cluster so yeah of course someone could ask here but we could do load balancer IP as a property of the service and what's then but I will ask you but you are not in AWS you are in your basement in this building so what is your load balancer there so this is something that we introduce here and some technologies there we will tell a bit more in a moment how we do this and also why we do both why I'm talking separately about API Vip and Ingress Vip this is bit of an implementation detail but I think it's worth mentioning and this is because Kubernetes natively and OpenShift because we are at hats so of course I would like to say OpenShift always but sometimes they force me to say Kubernetes saying stuff anyway so the perspective of API Kubernetes doesn't have concept of load balancing API all that vanilla Kubernetes tells you is that you have API running on every server on specific port, thank you very much rest of the stuff is up to you you can buy service from someone who will manage that for you so we need to do stuff there with the Ingress we are a bit smarter because as Red Hat we already have Ingress operator and concept like this which is familiar or not but in general this is the first load balancer this is the first entry point that you can get so we have one less problem to solve there so with API we need to solve two problems which is how to expose the API and then how to load balance it with Ingress we only need to solve the problem of how to expose it because the load balancing is implemented as a pods and we plug it like this also, but this is purely about the traffic distribution you run API not in every node in your cluster if you are doing bigger architecture you have separated control plane from the workers and this kind of stuff so then you suddenly realize that when you talk to API you talk to different nodes and when you talk to your application you talk to different nodes so this has also implication front and yeah, also something that we started to realize at this moment when we went from this stage of having API running on those three nodes and then we get ok, let's introduce load balancer and this load balancer will be just sending traffic to one of those three IPs depending what's up and what's down sounds as easy as it could be but then you start to realize some problems and you get this one particular customer who tells you for example that we don't want this IP address to float like crazy in fact you would like this IP address to never float to a different node unless our data center burns and this kind of stuff so you need to start thinking about what are the scenarios that IP address can float I won't be talking about keep alive the architecture but in general how it works is that it exposes you an IP address which is then announced in our scenario in one L2 broadcast domain for people from networking background VRRP is the protocol so in general it's a protocol using which nodes in one subnet can agree who holds the crown the IP address and it's well defined protocol it's not something that someone invented it's been there for like 50 years maybe even 100-200 depending whom you ask but the deal is that this protocol is very simple so that as soon as someone stops responding you assume they died and in general it sounds ok if your server died it won't reply to this protocol and it won't participate anymore which means we should remove this server from the pool but this is Kubernetes and there is so many more stuff because what happens in a scenario that your server didn't die just for some reason kube API stopped responding for a few seconds it didn't even die the process is still there but it just got hiccups and it's not replying to few packets so do we want a scenario in which such a hiccup causes the IP to float because it has a consequence for customer I'm not sure if it's it's probably not written on a slide so I should explain it whenever we float IP address from one node to another we are terminating TCP session and it may sound easy but it has consequences and most of humanity they don't care about establishing TCP session once again but there are people that really care about this and for them once they establish a session they want this session to be forever and now we go into the part why we put HAProxy so our topology, if I go once again, is that we have three nodes which run API we put HAProxy in front and then we plug KIPaLiveD to HAProxy we don't plug KIPaLive directly to the API server running there but we benefit from HAProxy distributing traffic why? because HAProxy dies less often than QAPi and at the same time it can distribute traffic to some other node so now if I tell you again this scenario in which my QAPi got hiccups KIPaLiveD is not going to notice it because KIPaLiveD only checks HAProxy HAProxy will be up all the time and if it goes down then it means that you know world is really going down but it will notice that QAPi went down just that at this moment it's not going to do any floating just for the packet that arrives it will send it to a different node and you will never notice it from the perspective of who holds IP so in this scenario for your IP to float you need to get QAPi down and HAProxy on that node down at the same time which from our analysis means that really your node is dying if those two things go down at the same time you better take this node out of your cluster because it's nothing it's nothing good and of course there is this thing that you need to tune your health checks and time out smartly you cannot just run defaults you need HAProxy to notice QAPi death faster than KIPaLiveD but you can tune it in a very nice way so that you really have zero floating of the IP addresses unless unless node is dying so I have also something about the installation but I'm not sure if this is something that we should be discussing so how many people are aware of something like bootstrap in place concept you are a person who implemented this account so in general let me in two sentences tell you a story of how you install Kubernetes cluster if you want to install Kubernetes on three servers you need to have four machines because you first bootstrap fake Kubernetes cluster consisting on one node on the machine which is called bootstrap which then spawns the real cluster and in your three machines after those three machines are confirmed to have Kubernetes running successfully you can do whatever you want with this one machine but the point is that in order to start the installation on three nodes you need to have four nodes it can be your laptop it can be stuff like this, doesn't matter but you cannot just take three nodes and say I would like to have Kubernetes on those three nodes you need someone to kick it from the outside and concept of bootstrap in place is addressing this issue this presentation is not really about this it does that if someone was aware of this concept this slide wouldn't be valid because it assumes that you have this separate bootstrap vm but if people don't do bootstrap in place then you don't have problem and you can continue with this story so I was telling you about this APIV that you have a lot of nodes and you need to somehow manage how this works and now I'm bringing fourth node so you could ask me how do we solve the issue of installation time when the nodes are coming up and down and restarting and so on your APIIP so this virtual IP always targets the correct machine which would mean during the installation it targets all the time bootstrap machine and after the installation it targets only those three nodes and the answer is as simple as priorities so keep alive this is so smart in the way that we configure it that we can say it almost in simple English as long as bootstrap vm is up it should hold the virtual IP so this is as simple as as that and it's like really in keep alive this someone does it it's two lines of code you could ask now if we go deeper into the installation process but you have a cube API on this bootstrap vm also sometimes reboots and what not so don't you have a problem that your APIIP escapes to those three nodes that are still in the process of installation the answer is yes it happens I think once or twice during the installation from what we benchmarked but it's not a problem because it's only transient for a few seconds as soon as the bootstrap API restarted the IP goes back again there so it's a problem that exists on paper in reality it's not a problem this slide yeah I don't have any pointer so we have to bear with me you see that APIIP points only to the bootstrap vm post installation it moves to the control play nodes times 3 so exactly what I explained and at the same time once the installation is over we are adding ingress IP the one that I told you about your application APIIP is for admin ingress vip is for users once you have your cluster up and running then you get workers and you start introducing the ingress IP I won't say anything more about this because it's exactly the same thing it's easier because there is no HA proxy in between but the same concept you have worker nodes whatever the number is of them you want to have and you do it some limitations of this stuff because there are scaling is of course the first thing because you notice that the virtual IP always stays in a single node at a time so if you start having a lot of HTTP requests to your cube API it's all going to go to one single node so this is something that can become potential issue for this our solution at this moment now is that you can plug your external load balancer so not to name vendors you know fancy appliance that is very expensive load balancer you can plug this one so then people will not be going to keep alive but to your old balancer this solution doesn't work today for internal cluster traffic so whenever your cluster needs to talk to cube API because it happens it will always go via hours but you know the scale is order of magnitude different if you have so much internal cluster traffic to the API that single node cannot handle it you probably did something wrong the other problem is that keep alive d in fact VRRP it's isolated to a single subnet this usually is not a problem if you deploy everything in one place but then we have customers that for example keep nodes separated from each other so imagine a cluster of 3 nodes and 100 workers and then they come to us and they tell us not every node can talk to every node because those 10 workers they are so isolated that they can only talk with each other but not with any other worker and you know at this moment you see that ingress IP is not doing the job anymore so for this we have some other solution in the ingress that I'm not talking at all if someone is making notes or whatever which I doubt it's called sharding it solves this issue but it's something different a bit about DNS because it's all about IP addresses still now and it's so ugly and people don't want to remember IP addresses so in general we have this concept that you have your cluster so you have API.cluster.com then you will have webapp.cluster.com you will have also API int which is API internal and this is for this what I told you with itself but now chicken neck problem we are bootstrapping a cluster so I just got three servers to my data center in fact four because I need the bootstrap so now what seriously am I trying to tell you that in order to install the cluster first I need to go to my DNS which I don't have because it's brand new data center I need to install DNS somewhere first create those records and then start installation it's bad if someone told me to do like this I would go to some other vendor so we solved this problem by running locally core DNS a spot but implementation detail on every node from the moment it boots creating the configuration for those well known names that you tell us in the install configuration so that from the very beginning of these servers being booted up they have those records which we tell you in the documentation please go to your upstream DNS and configure them but at the same time we configure them ourselves so that if you didn't do your homework well we do it for you so that you don't notice of course if you don't do it at some point in your upstream other stuff will start fading and you will not get external traffic but at least the installation succeeds so a lot of housekeeping before you even start the installation a bit more implementation detail there for someone who ever opened resolve.conf file you always see that you know stop generated by network manager please don't modify then you see a lot of stuff and some are usually if you do systembresolved you just see name server localhost and then you keep thinking one important thing is that when you run containers on a host they I would like to say always but I cannot say that because someone will give me counter example they very often just blindly consume resolve.conf of the host so now what happens if I run DNS as a pod it runs on localhost I run some other container and I tell this container you have DNS on 127.001 and I think that it will reach core DNS this is not true because they are main spaced so the trick for this is to tell this other pod that your DNS is available on the external IP of this server where both pods live if you ask but then this traffic is going out and bug this is nonsense thank you kernel networking guys traffic like this will never go to the wire so even if you don't have any network interface it will just go because of routing routing magic and network manager is there because network manager tend to modify resolve.conf every time you do anything with the network if you unplug the cable it will mess with your resolve.conf and so on so we are using something that is called dispatcher scripts or hooks so that we always make sure that whatever happens with network manager our config always contains the core DNS pod so we effectively run our own DNS because we know that customers don't do it often good ok now we are changing the story completely and we are going very much into Kubernetes and how to run Kubernetes so I will be talking about concept called node IP and long story short you run linux binary not even Kubernetes you need to receive a traffic so what happens at the level of linux you need to bind this application to some address you can be lazy and you can tell it bind to colon colon and it binds everywhere but if you want to do stuff a bit more you know secure way or you name it you would bind it to a specific IP address and to a specific port so let's go Kubernetes and if we are in a cloud you go to AWS EC2 you buy a VM this VM has one network interface with one IP address you don't have any problems but now question if I have a server which has 10 network interfaces and 20 IP addresses and I want to run cubelet with the API server what do I do like seriously what is my topology and where do I bind I don't want to bind everywhere I don't want suddenly to all the interfaces to be able to receive traffic to cubelet and all this kind of stuff so of course cubelet is not stupid and it allows you to do this stuff and this is exactly the maybe yeah so you see dash dash node IP this is the smart parameter that means cubelet please bind your API to this IP address and you know that would be very very easy but if we go back to this scenario of a server with 10 network interfaces and so on if I don't tell cubelet which particular IP I want it will do something stupid and it will select some IP but at the same time how how is it going to know whether this IP is really the IP that you as an admin talk to the server it has no knowledge I have this knowledge because I was defining API virtual IP but cubelet on its own is as stupid as a single binary running on a single server so we need something additional and now you know OpenShift specific stuff kicks in and this is the component which we call bare metal runtime CFG but you know it's some runtime config and this is component that will be in fact responsible for configuring cubelet to always run on a proper IP address because this component knows your network topology so it knows your virtual IPs it knows how many network interfaces you have and all this kind of stuff so that we are bypassing the fact that cubelet logic is not smart enough and yeah it's not something that we can always put upstream because we don't put upstream this concept of API virtual IPs and so on you know it doesn't belong to Kubernetes upstream it's something that is specific to running stuff on prem or sometimes in a cloud so yeah it looks complicated and it is complicated I will not be reading you this design details it's only that I want to tell you that you have DashDash node IP param then you have DashDash address param which I will not explain at all bear with this it's confusing and you have to handle this and also you have DashDash cloud provider even more fuel to this fire and you have this table that tells you what's going to happen if you put some value or if you don't put any value and you know it tells you if you don't put any node IP then it binds everywhere if you put one IP it binds to this IP if you put two IPs you think it will bind to these two IPs but this is a lie and this kind of stuff that will allow you to say even bind to any IP that is from this this stack so bind to any IP but only V4 it's really a mess it doesn't touch the address field and it doesn't do anything with cloud provider but cloud provider is a mess because this table is not covering everything because this table is not telling you is this configuration different if you use cloud provider so I want you to look into this line here so node IP has two IP addresses 1, 2, 3, 4, ABCD so you know you assume that it will bind to this IP and to this IP which sounds reasonable it's a very simple dual stack application that uses one IPv4 one IPv6 and remember this case because it's going to fire in a moment we are for a moment diverging from the from the cubes itself and going into this heuristics of our of our stuff so if vp is used everything is easy to choose the node IP because we know where the API lives you don't always have the vp and then you have problem but we saw this problem by saying yes you don't have virtual IP so maybe you have some string trial balancing but you have a default route and default route will always be there if you don't have default route then you won't run in a long term anyway so this is how we solve it it's very small neat but some people need it of course there is a lot of corner cases because what if you have a lot of IP addresses in the same subnet what if you don't have any default gateway what if you want Cubelet to bind to multiple IP addresses or interesting what if your IPv6 address this is not really IPv6 and this will be again remember that's the second thing to remember the hint I will skip this because it's purely override ok go back to the first example which I show you two IP addresses I want Cubelet to bind to two IP addresses so I do it node IP 129 something, comma if e80 I start Cubelet it tells me oh sorry failed to run Cubelet told me in this huge table about supported configuration so the question is so how do you do it how can you run Cubelet with a cloud provider dual stack the answer is you cannot today thank you very much the stage is yours no no like seriously before 127 you couldn't and this is it we are hacking this around by doing some tricks in OpenShift but in vanilla Kubernetes you just cannot the second thing from our stack IPv6 addresses this is RFC I'm not going to read this RFC but I will show you in a moment IP address which would be simple stupid but this RFC gives us two classes of IP addresses and the first one is comma comma IPv4 address like numerical the second class is comma comma fff comma comma sorry colon colon all the time IPv4 again slash 96 looks like perfect IPv6 address this space is so big now we go into programming class 101 all the standard libraries of most common languages have a function isIPv6 which you give a string which is IP address and it's supposed to tell you true or false depending whether IP address is IPv6 or not sounds easy you go into implementation of this function and it's almost always as simple as if string contains colon return true well, those IP addresses perfectly much, right? well, they don't really okay, it's visible that's back so what I'm going to do netcat-l listen on this IP address so ffff colon and then IPv4 exactly like RFC says and some port and in simple English it means netcat please open a socket which will be listening socket bound to this IP address and netcat tells me sorry no okay, but it should work like seriously it should work so what do I do? I do S-trace and I see something interesting we won't be doing kernel stuff here I just want you to notice that in this command listen this IP address it tries to open a socket which is inet6 so IPv6 socket and it fails this command I'm telling netcat explicitly open IPv4 listening socket on this IP address ffff colon like RFC and it succeeds and I leave it as a homework the name if someone wants to google for this is IPv6 mapped IPv4 address thank you whoever invented this I don't want to meet this person because it's ugly as fuck but like seriously this IP address is what what I wasted probably like full 3 working days recently because someone fed my configuration which was IPv6 configuration with this address and that was why it's not working and you see how far you need to go because netcat doesn't even give you a reasonable error it just tells you bind to address invalid argument like what's invalid there so life is sad so yeah this is the last slide in fact kind of summary so I joined Bermetal team yes out of time so one minute I joined Bermetal team because I thought I would be doing physical hardware Bermetal and then what do I have to deal with like cloud providers because people install stuff on vSphere people install stuff on open stack which to me is cloud to everyone open stack is a cloud but then you come and all those concepts that I told you about they are equally valid for any vSphere deployment for any open stack deployment for any private cloud so I really in the past half a year needed to revive my understanding of what Bermetal and what on-premise means from thinking that the only case of Bermetal is the server that stands there to the case the only non-Bermetal is AWS it really breaks some concepts in your mind what you've been learning for the whole life but it is what it is so this is the end where one minute after time so we can take questions offline or just go and get a vSphere or whatever because it's so late thank you