Recommendations for Improvement
If you’re trying to institute change, don’t forget you must make time and
resources available for improvement work. Creating change takes time, and
people also need time to adjust to the changes, as you build practices such
as automation and continuous integration into your delivery process. On
top of that, improving process is itself a skill that needs to be learned; teams
that routinely work on improvement get better at it over time.
We’ve split our recommendations between practitioners and managers,
because they have dierent methods and opportunities available. There
is some overlap, especially when it comes to encouraging new ideas or
working with other teams.
Work with other teams, and nd
ways to build empathy.
Building bridges between teams will
increase your understanding of the
challenges at every point in the lifecycle.
As a developer, try to put yourself in the
shoes of the operations team: How will
they monitor and deploy your software?
As an ops person, think about how to
help devs get feedback on whether
their software will work in production.
Make invisible work visible.
Record what you and your colleagues
do to support cross-functional
collaboration. If members of the
dev and ops teams work together to
solve a problem in the development
environment, make sure to record and
recognize what made that possible: an
ops colleague taking an extra on-call
shift, or an assistant ordering food for
a working session. These are non-trivial
contributions, and may be required for
Build trust with your counterparts
on other teams.
Building trust between teams is the
most important thing you can do, and it
must be built over time. Trust is built on
kept promises, open communication,
and behaving predictably even in
stressful situations. Your teams will
be able to work more eectively,
and the relationship will signal to the
organization that cross-functional
collaboration is valued.
Encourage practitioners to move
An admin or engineer may nd, as they
build their skills, that they’re interested
in a role in a dierent department. This
sort of lateral move can be incredibly
valuable to both teams. Practitioners
bring valuable information about
processes and challenges to their new
team, and members of the previous
team have a natural point person when
reaching out to collaborate.
Actively seek, encourage and reward
work that facilitates collaboration.
Make sure success is reproducible and
pay attention to latent factors that
make collaboration easier.