Bringing change to legacy systems and monolithic waterfall programs is daunting, but doable. In this session we’ll look at a real world example of how we undertook the technical, cultural and process challenges to move to continuous delivery in a big organisation. You’ll hear about the epic battles with the dreaded CAB (Change Approval Board), the fight to move architecture discussions from Word documents to the whiteboards, and the myriad smaller skirmishes along the path to delivering features to our users faster, safer & more measurably.
CTO, Geek | Manager
Meri is a geek, a manager, and a manager of geeks. She’s a CTO and also manages her own micro-consultancy ChromeRose which helps digital & technical teams be brilliant. Previously she led the Delivery Team at the Government Digital Service and worked in Procter & Gamble’s Global Business Services organisation for 10 years, starting out as a Developer, moving on to Product Management, and finally Programme & Engineering/Operations Management. She’s led teams ranging in size from 30 to 300, mostly with folks spread across the world.
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