A Lightweight Incident Response Framework

A Lightweight Incident Response Framework

Sometimes, there is an edge case we didn’t anticipate that causes issues in production.

And sometimes, there is a common use case we didn’t test sufficiently cover that causes issues in production.

And sometimes, production goes down. For reasons yet unknown.

For some of us, there is a production support team that handles these things. They might call us, if they need us, but they handle this stuff. For the rest of us, we need to handle the incident ourselves.

The following is a very simple framework for responding to incidents.

Troubleshooting Velocity

Recently, on a private forum, a member posted a query about their team’s recent drop in Velocity. Concerned about how their boss would respond, this individual wanted to know how to troubleshoot velocity issues.

After spending over an hour crafting a response, I decided I would also add it to my public blogs in case there are others who have similar questions about velocity.

Tuckman Was Wrong!

Tuckman's Theory of Group Development was first published by Bruce Tuckman in 1965. In Tuckman's original explanation, groups and teams go through four stages as they become a cohesive, high-performing unit; Forming, Storming, Norming, and Performing.

While a commonly accepted model of how teams form, science tells us that Tuckman's Theory is wrong. The stages he defines are not really stages at all, do not happen in a specific sequence, and are not all experienced by all teams. Our top argument for why teams need to be kept stable has been invalidated.

Autonomy, Connection, Excellence, Diversity

Autonomy, Connection, Excellence, Diversity

The Autonomy, Connection, Excellence, and Diversity (#CultureACED) framework is foremost in our minds and directs the work that we do. Our customers have and will become familiar with these ideas. Not just the words, but the actual tools and techniques we've successfully used in a number of organizations.