We’re currently offering three models of engagement with clients.

Benchmarking Project

We will examine the after-event (“postmortem”) learning practice and resulting dissemination of learning at an organization in order to benchmark these against goals and industry norms. The focus is on after-event reactions to failure.

Complexity Project

Capitalize on the Benchmarking Project (included), by including a detailed study of 2-4 outage/incident cases. The focus is on how people solve the problems presented by these events and how those solutions reflect the immediate demands they face. This project traces the processes, practices, decision-making, and perceptions of risk over time, and how it can affect (positively or negatively) the rate and type of change the organization can currently support.

This project better samples all the variations in the workplace; from team to team, product to product. This close examination of multiple cases will establish a precedent for thoroughness and breadth of after-event reviews, encourages comparing and contrasting against each other.

Velocity Project 

This project adds more outage and incident case studies to the growing corpus, and traces their influence on priorities, goals, and risk perception across the entire organization. This project builds on the Benchmarking and Complexity Projects (included) and engages with senior technology management in order to create a common framework for the continuous learning transformation across all teams.

Every organization has its own history, constraints, goals, and immediate needs, so engagements can (and should!) vary, but common outcomes include:

  • Evaluation of your internal after-incident processes, including performing independent review and shadowing internal teams in their practice.
  • Discovering the hidden practices and tacit knowledge your teams posses but may not be currently appreciated or supported.
  • Cognitive Task Analysis (CTA) to identify design considerations for engineering and operations tooling efforts.
  • Mapping of an organization’s collective and evolving perception of risk in their software stack(s).
  • The development of new and evolving training materials for new hires, bootcampers, and transfers across departments.