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The digitized, modern economy is driven by companies’ ingenuity in delivering products that engage customers and generate revenue and their ability to produce high-quality outcomes efficiently. To stay on top of their game, engineering teams are increasingly embracing DevOps and continuous integration/continuous delivery (CI/CD) to sustain successful software delivery. As this accelerated adoption of DevOps processes and tools continues, dev team leaders face key questions on measuring the impact and ROI of DevOps processes. Leaders in product and engineering are assessing how they can manage their software delivery capacity given the distributed nature of the teams, technologies, and apps involved. In software development, it's nearly impossible to see how each piece of the dev process fits together without reliable data points to track across teams. As teams are spread across the globe and are broken down into multiple different smaller teams working on smaller parts of a larger project, it becomes even more difficult to tell who is doing what and when, what the blockers are, and what exact issue is causing a delay. The DORA metrics, as put forth by Google’s DORA team, serves as a north star to DevOps teams by equipping teams with the information they need to have visibility and control over their software development process. What are DORA Metrics? In 2018, Google’s research program, run by the (DORA) team, surveyed thousands of development teams from various industries to determine what distinguishes a high-performing team from a low-performing one. The research team presented the following four key metrics that indicate successful software development and delivery performance: DevOps Research and Assessment Deployment frequency (DF), Mean lead time for changes (MLT), Mean time to recover (MTTR), and Change failure rate (CFR). The DORA study results and data have become a benchmark for individuals who are responsible for tracking DevOps performance in their organizations. They are vital to track since they assist DevOps and engineering leaders in determining software delivery throughput (velocity) and stability (quality). They demonstrate how development teams can offer better products to clients more quickly. These metrics give leaders tangible data to assess the organization's DevOps performance, report to executives, and suggest improvements. The DORA metrics also go beyond serving as just metrics; They provide visibility into dev activities and their corresponding successful outcomes, enabling developers to increase the productivity of their teams. DORA metrics allow engineering managers and leaders to nurture high-performing teams by providing visibility into present-day performance and equipping the leaders to draw a roadmap for improvement. The Four Key DORA Metrics Deployment Frequency The frequency with which a team pushes changes to production is measured by Deployment Frequency. This metric represents the pace with which your team delivers software. According to DORA, high-performing teams try to ship smaller, more frequent deployments. With this process, customers benefit from faster time to value, while the development team benefits from lower risk (smaller changes mean quicker fixes when changes cause production issues). Change Lead Time The overall period from when work on a change request begins to when it is put into production and consequently given to the customer is known as Change Lead Time. You may use lead time ( ) to determine your development process's efficiency. Long lead times might be caused by an inefficient procedure or a bottleneck somewhere in the development or deployment pipeline. not to be confused with cycle time/lead time Comparing the time of the first contribution of code for a specific issue to the time of deployment is the most typical means of assessing lead time. Comparing the time an issue is picked for development to the time it is deployed is a more thorough (but also more difficult to pinpoint) technique. High-performing teams track lead times in hours, whereas medium - and low-performing teams track them in days, weeks, or even months. Test automation, trunk-based development, and working in small batches are crucial to reduce lead time. These methods allow developers to get immediate feedback on the quality of the code they contribute, allowing them to see and fix any flaws. If developers work on major modifications that reside on distinct branches and rely on manual testing for quality control, long lead times are nearly certain. Change Failure Rate The ratio of the number of deployments to the number of failures is known as the Change Failure Rate. However, defining what constitutes a failure is crucial. This DORA statistic will be unique to you, your team, and the service you provide. In reality, as your team develops, it will most likely alter. The most typical error is to focus on the total number of failures rather than the change failure rate. The issue with this is that it will encourage the wrong behavior. Our goal is to ship change as rapidly as possible. If you're just looking at the overall number of failures, your natural reaction is to try to limit the number of deployments to reduce the number of incidents. As previously said, the difficulty with this is that the modifications are so significant that the impact of failure, if it occurs, will be significant, resulting in a poor customer experience. When a failure occurs, you want it to be so minor and well-understood that it isn't a huge concern. The failure rate of elite teams is 0-15 percent. Reduced deployment failures will significantly influence a team's overall productivity. Everyone wants to spend less time on hotfixes and patches and more time on creating outstanding products. Mean Time to Recovery (MTTR) The incident response process includes several steps, and MTTR is just one of them. First, you must determine whether or not there is an issue. How quickly can you ship a replacement once you've found it? This is what MTTR is all about. The time it takes to detect a problem is a metric in and of itself, known as MTTD (Mean Time to Discovery). If you can spot a problem quickly, you can reduce MTTD to almost zero, and since MTTD is factored into the MTTR calculation, improving MTTD also helps you increase MTTR. High-performing teams recover fast from system failures, usually within an hour, whereas lower-performing teams can take up to a week to recover. The capacity to swiftly recover from a failure is dependent on the ability to recognise a failure as soon as it occurs and release a remedy or roll back any changes that caused the failure. This is normally accomplished by continuously monitoring system health and notifying operations personnel whenever a failure occurs. To resolve incidents, operations employees must have the proper protocols, tools, and permissions. Other related metrics Cycle time is another important metric to consider. This is the amount of time a team spends working on an item until it is ready to ship. Cycle time in software development refers to the time it takes from when developers make a commitment to when it is deployed to production. Check out our blog post on cycle time: https://www.hatica.io/blog/cycle-time/ DORA Metrics and Value Stream Management A value stream symbolizes the continuous flow of value to consumers, and value stream management assists an organization in tracking and managing this flow from concept to delivery. DORA metrics are intrinsically tied to value stream management in every software company. The many parts of end-to-end software development are linked and measured with proper value stream management to ensure that the complete value of a product or service reaches clients efficiently. The purpose of value stream management is to offer high-quality software at the speed that your customers need, resulting in increased value for your company. DORA measurements serve as a foundation for this approach because they are a tried and true set of DevOps benchmarks that have become industry standards. They discover inefficiencies or waste, which you can use to streamline and eliminate bottlenecks in your workflows. When your teams' DORA metrics improve, the entire value stream's efficiency improves as well. 💡 Continuous improvement is a core tenet of DevOps teams. Hatica equips dev team with the ability to measure and track performance across lead time for changes, change failure rate, deployment frequency, and MTTR allowing teams to accelerate velocity and increase quality. Request a demo → Originally published . here

The Ultimate Guide to DORA Metrics

What is Zoom fatigue? fatigue or, more generally, virtual meeting fatigue, is the anxiety, exhaustion, or burnout that results from the prolonged use of virtual communication platforms. Zoom The surging adoption of global remote, hybrid, and distributed work has supercharged the adoption of virtual communication tools such as Zoom, Google Meet, Microsoft Teams, etc., to facilitate business continuity, seamless communication, and social connectedness. How to identify virtual meeting fatigue in the workplace? A team manager’s mindful empathy combined with every team member’s cooperation can go a long way in identifying symptoms of zoom fatigue in self and in those around. The following cues are typical signs of the onset of virtual meeting exhaustion: Irritability and apathy towards self and others Dip in productivity in tasks and work that snowball into missed deadlines or low-quality work Low morale along with an overall sense of tiredness or unenthusiastic behavior Tardiness and canceling of meetings and calls indicating avoidant behavior How to overcome zoom fatigue? A practical understanding of what causes zoom fatigue can help individuals and managers devise strategies that can help beat fatigue. Research shows that virtual conferencing is exhausting for more than the obvious reason of participating in many calls each day. The human response to the unnatural and rather new methods of communication through video calls plays a primary role in leading to mental fatigue. Our communication methods have evolved to work with many cues and non-verbal signals. But in video communication, we miss these dynamics, thus becoming tired and stressed. Additionally, we are burdened with many data inputs such as the speakers, the chatbox, seeing our own reflection and multiple faces, staying attentive and focusing on a screen, etc., on a video call; All leading to greater exhaustion. In order to overcome such exhaustion, we can work to minimize the stress caused by our physical surroundings and also manipulate our cognitive understanding of the environment to benefit our ease of use of these tools. Here are some ideas: 1. Try using fun backgrounds A change in the scenario can liven up and add flavor to a virtual meeting. Explore the many background options available through the meeting service provider, or go all-out in finding your personality fit through pictures on free channels such as . A great background be it of pets, superheroes, or scintillating landscapes can be a great tool for initiating social connectedness and can serve as icebreakers. Unsplash 2. Scheduled breaks during the call During long-drawn-out virtual meetings, be mindful of the clock. If your team needs to be involved in a meeting longer than 30 minutes, find opportune moments to suggest a coffee break. Lead by example in taking a short break to stretch or walk around (videos off, of course) and encourage that your teams take scheduled breathers. 3. Practice using your voice as per the situation Vocal ranges can take on many personalities of their own. Think about how you talk to kids or to pets. How does your voice sound when you’re happy or excited? Tap into the personality of your voice to emote. Don’t be afraid to use an excited voice when you complete a project or a stern decision-making voice for situations involving serious talk. Expressing, even through simply changing your tone can help acknowledge feelings that can then be managed and regulated. 4. Enforce positive talk When situations get tough, we need people to pull through. Enforcing a scheduled 5 minutes to share the good news, or a picture of a cute puppy, or exciting improvements at both personal and professional fronts, etc., can build morale for self and for companions. Over time, this positivity journaling can build into a culture of prioritizing and acknowledging good things. 5. Dress up and connect For many virtual conference users, the routine that involved self-care, preparation, and associated quirks of getting ready for work or an in-person meeting is missed in the virtual world. A great way to cope is by reintroducing those routines, even in a virtual work world. Find the time and make the effort to dress up for meetings, keep a nice cup of tea or coffee handy, and genuinely connect with the speaker and aim to establish rapport. Simulating a real meeting can help alleviate the unnatural effects of virtual meetings. 6. Look at the camera People who make direct eye contact with others activate a synergistic circuit in their brain called the “ . This brain circuit facilitates social connectedness by activating our innate personality and ability to make connections through genuine conversations, easy observations, funny jokes, etc. social brain” network We understand that such an effect can be simulated in virtual settings by simply looking at the camera rather than looking at our own image on the screen. This helps us relax more in the virtual setup and become confident in our natural composure. 7. Rely on collaboration analytics Video conferencing will evolve to accommodate the diverse use of technology where individual success will be driven by our ability to foresee and adapt to a changing world. To stay ahead of the game, we have to keep pace with the pace of technology. A great way to do this is by relying on data-driven and factual collaboration analytics to understand patterns of communication and collaboration. A factual understanding of how we connect with one another with visibility into what communication processes are aiding success and what workflows are causing stress or burnout can help us manage our communication efforts. Hatica’s equips individuals and teams to analyze and measure engagement and collaboration across apps and spot signals towards zoom fatigue so that we can proactively address those issues in the hybrid workplace. work analytics platform Discover what works - get insights into the engagement metrics and patterns that drive success and propel your success with Hatica. Visit for more information. Hatica

7 Ways to Beat Zoom Fatigue and Improve Your Virtual Meetings

VEATIC: Familiarity and Enjoyment Ratings & References

VEATIC: পরিচিতি এবং উপভোগ রেটিং এবং রেফারেন্স

VEATIC: Vertrautheits- und Genussbewertungen und Referenzen

VEATIC: Calificaciones y referencias de familiaridad y disfrute

VEATIC : Notes et références de familiarité et de plaisir

VEATIC: परिचितता और आनंद रेटिंग और संदर्भ

VEATIC: 親しみやすさと楽しさの評価と参考文献

VEATIC: 친숙함과 즐거움 평가 및 참고자료

VEATIC: classificações e referências de familiaridade e prazer

VEATIC: рейтинги знакомства и удовольствия, а также ссылки

VEATIC: Aşinalık ve Eğlence Derecelendirmeler ve Referanslar

VEATIC: Đánh giá và tham khảo về sự quen thuộc và thích thú

VEATIC：熟悉度和享受度评级及参考

Tendril-Bearers—(continued)

A Short History of the World, by H. G. Wells, is part of the HackerNoon Books Series. You can jump to any chapter in this book here . THE WARS OF THE GREEKS AND PERSIANS THE WARS OF THE GREEKS AND PERSIANS While the Greeks in the cities in Greece, South Italy and Asia Minor were embarking upon free intellectual enquiry and while in Babylon and Jerusalem the last of the Hebrew prophets were creating a free conscience for mankind, two adventurous Aryan peoples, the Medes and the Persians, were in possession of the civilization of the ancient world and were making a great empire, the Persian empire, which was far larger in extent than any empire the world had seen hitherto. Under Cyrus, Babylon and the rich and ancient civilization of Lydia had been added to the Persian rule; the Phœnician cities of the Levant and all the Greek cities in Asia Minor had been made tributary, Cambyses had subjected Egypt, and Darius I, the Mede, the third of the Persian rulers (521 B.C.), found himself monarch as it seemed of all the world. His couriers rode with his decrees from the Dardanelles to the Indus and from Upper Egypt to Central Asia. The Greeks in Europe, it is true, Italy, Carthage, Sicily and the Spanish Phœnician settlements, were not under the Persian Peace; but they treated it with respect and the only people who gave any serious trouble were the old parent hordes of Nordic people in South Russia and Central Asia, the Scythians, who raided the northern and north-eastern borders. Of course the population of this great Persian empire was not a population of Persians, The Persians were only the small conquering minority of this enormous realm. The rest of the population was what it had been before the Persians came from time immemorial, only that Persian was the administrative language. Trade and finance were still largely Semitic, Tyre and Sidon as of old were the great Mediterranean ports and Semitic shipping plied upon the seas. But many of these Semitic merchants and business people as they went from place to place already found a sympathetic and convenient common history in the Hebrew tradition and the Hebrew scriptures. A new element which was increasing rapidly in this empire was the Greek element. The Greeks were becoming serious rivals to the Semites upon the sea, and their detached and vigorous intelligence made them useful and, unprejudiced officials. FINE PIECE OF ATHENIAN POTTERY Showing Greek merchant vesselswith sails and oars statue on left Brit. Mus. It was on account of the Scythians that Darius I invaded Europe. He wanted to reach South Russia, the homeland of the Scythian horsemen. He crossed the Bosphorus with a great army and marched through Bulgaria to the Danube, crossed this by a bridge of boats and pushed far northward. His army suffered terribly. It was largely an infantry force and the mounted Scythians rode all round it, cut off its supplies, destroyed any stragglers and never came to a pitched battle. Darius was forced into an inglorious retreat. He returned himself to Susa but he left an army in Thrace and Macedonia, and Macedonia submitted to Darius. Insurrections of the Greek cities in Asia followed this failure, and the European Greeks were drawn into the contest. Darius resolved upon the subjugation of the Greeks in Europe. With the Phœnician fleet at his disposal he was able to subdue one island after another, and finally in 490 B.C. he made his main attack upon Athens. A considerable Armada sailed from the ports of Asia Minor and the eastern Mediterranean, and the expedition landed its troops at Marathon to the north of Athens. There they were met and signally defeated by the Athenians. An extraordinary thing happened at this time. The bitterest rival of Athens in Greece was Sparta, but now Athens appealed to Sparta, sending a herald, a swift runner, imploring the Spartans not to let Greeks become slaves to barbarians. This runner (the prototype of all “Marathon” runners) did over a hundred miles of broken country in less than two days. The Spartans responded promptly and generously; but when, in three days, the Spartan force reached Athens, there was nothing for it to do but to view the battlefield and the bodies of the defeated Persian soldiers. The Persian fleet had returned to Asia. So ended the first Persian attack on Greece. The next was much more impressive. Darius died soon after the news of his defeat at Marathon reached him, and for four years his son and successor, Xerxes, prepared a host to crush the Greeks. For a time terror united all the Greeks. The army of Xerxes was certainly the greatest that had hitherto been assembled in the world. It was a huge assembly of discordant elements. It crossed the Dardanelles, 480 B.C., by a bridge of boats; and along the coast as it advanced moved an equally miscellaneous fleet carrying supplies. At the narrow pass of Thermopylæ a small force of 1400 men under the Spartan Leonidas resisted this multitude, and after a fight of unsurpassed heroism was completely destroyed. Every man was killed. But the losses they inflicted upon the Persians were enormous, and the army of Xerxes pushed on to Thebes and Athens in a chastened mood. Thebes surrendered and made terms. The Athenians abandoned their city and it was burnt. Greece seemed in the hands of the conqueror, but again came victory against the odds and all expectations. The Greek fleet, though not a third the size of the Persian, assailed it in the bay of Salamis and destroyed it. Xerxes found himself and his immense army cut off from supplies and his heart failed him. He retreated to Asia with one half of his army, leaving the rest to be defeated at Platea (479 B.C.) what time the remnants of the Persian fleet were hunted down by the Greeks and destroyed at Mycalæ in Asia Minor. ALL THAT REMAINS OF THE GREAT TEMPLE OF CORINTH Photo: Fred Boissonnas The Persian danger was at an end. Most of the Greek cities in Asia became free. All this is told in great detail and with much picturesqueness in the first of written histories, the History of Herodotus. This Herodotus was born about 484 B.C. in the Ionian city of Halicarnassus in Asia Minor, and he visited Babylon and Egypt in his search for exact particulars. From Mycalæ onward Persia sank into a confusion of dynastic troubles. Xerxes was murdered in 465 B.C. and rebellions in Egypt, Syria and Media broke up the brief order of that mighty realm. The history of Herodotus lays stress on the weakness of Persia. This history is indeed what we should now call propaganda—propaganda for Greece to unite and conquer Persia. Herodotus makes one character, Aristagoras, go to the Spartans with a map of the known world and say to them: “These Barbarians are not valiant in fight. You on the other hand have now attained the utmost skill in war .... No other nations in the world have what they possess: gold, silver, bronze, embroidered garments, beasts and slaves. All this you might have for yourselves, if you so desired.” THE TEMPLE OF NEPTUNE (POSEIDON) AT CAPE SUNIUM Photo: Fred Boissonnas About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. H. G. Wells (2011). A Short History of the World. Urbana, Illinois: Project Gutenberg. Retrieved October 2022, from https://www.gutenberg.org/files/11870/11870-h/11870-h.htm This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org , located at https://www.gutenberg.org/policy/license.html .

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