Although a standalone Continuous Delivery team can be seen as an anti-pattern, sometimes one might be a necessary evil in order to bootstrap an organisation’s Continuous Delivery capability. In this session we’ll look at the lessons we learned from standing up and running a standalone Continuous Delivery enablement team within a large enterprise. How did we measure progress, use data to influence and change culture and process, spread skills and knowledge within the organisation, and ultimately render ourselves redundant?
You can view Robin’s slides below:
You can view the session below: