Managing Your Manager

Product Managers, Project Managers, ScrumMasters, and sometimes even Engineering Managers. People whose job is primarily to support developers, and yet often these folks come from a background that includes zero technical experience. Under constant pressure to focus on "feature delivery" by folks from Sales, Marketing, and other various parts of the business, all too often the so-called "non-functional requirements" often fall by the wayside. Things like operability and sustainability can often fall by the wayside if developers aren't given the resources needed to make sure these things are baked in.

But all is not lost. Many of the lessons learned from the DevOps movement can also be used to bring "Product" in-line with both developers and operators. Focusing across specific roles, we will look at the full life-cycle of development, deployment, incident response, and everything in support of that, and that affects planned work and the actual work that gets done. Methods for championing Ops needs while avoiding the classic "sky is falling" pattern of ops management will be looked at, including a look at unplanned work, how it affects your team, and how to make things flow.

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