“I took the road less traveled, and that has made all the difference.
It always seems impossible until it's done, and that is what motivates me to work on something that hasn't been done before. It wasn’t easy bringing the two worlds of DevOps and accessibility to the same page, but we knew it had to be done. I don't take accessibility ...
In the Dojo White Belt Master Class, the first session is OKR fundamentals. In this session, we answer these top 20 questions related to OKRs, then we ask participants to set their team OKRs for the rest of the class. Every day, each team checks their progress towards their committed OKRs and aspirational OKRs. On the ...
In Part 1 and Part 2 of the DevOps Dojo – Lean Product series, we covered the why, what, and how of the product-centric model and lean product model as outlined in the White & Orange Belts of the DevOps Dojo.
In this third and last part of the Lean Product series, we will take on a view from 10,000 feet above and explore how adopting a ...
DevOps Dojo: Lean Product has three parts; this is Part 2. In this blog, we discuss why lean product, what is lean product, how to approach lean product, and then we demonstrate How we apply lean product to build our own lean product in Dojo. Finally, we ask a question if we should scale process or scale leaders.
DevOps Dojo: Lean Product has three parts; this is Part 1. In this blog, we provide some historical info about Lean Product in DevOps Dojo; then we explain why use a product-centric model, compare project vs. product, deep dive various roles and transition strategy, finally discuss product-centric model at services.
In this blog, we would like to deep dive into one of the most important topics in DevOps: Culture and Mindset. First, we start with a few quizzes; then we discuss why the most difficult obstacles in DevOps tend to be cultural; finally, we provide various examples in Dojo community how we accelerate DevOps culture.
In this blog, we discuss how DevOps Dojo helps customers with trust. We deep dive into ten most frequently encountered scenarios in customer’s environments; applying Dojo guiding principles in addressing customer’s complex and complicated problems in DevOps; Offering holistic and modular solutions to empower customers to do more.
The Aspires are the youngest employees at Microsoft who graduated recently from the university. We will look at what drives people, what types of people we are attracted, and what the attributes of Dojo coaches are. Then we will have a personal story from each Aspire, and finally learn how experienced Dojos and Aspires work together.
Dojos at Microsoft learn DevOps through Experiential Learning. To embrace the DevOps culture of experimentation, we various experiments in DevOps learning, it includes learning from experts and peers, self-learning, learning through teaching, writing, and playing, learning through pairing, and learned how to unlearn and relearn.