Session Name: Leading a Digital Transformation at the Speed of Government
There were a lot of things asked of me as a one man dev shop within the District of Connecticut, but the most outrageous one was to scale out a legacy ColdFusion application into something that could be used by courts across the country. Along the way I managed myself how to use Docker, OpenShift, and eventually ColdFusion. (/rimshot)
Most importantly, though, I learned how big an impact culture has on the success of big objectives. I had the time of my life flying all over the country to speak at internal gov-tech conferences and attend meetings with important folks in D.C. But when it came time to sit down and do the work, I was miserable. A fun project only provides so much motivation when there’s little to no team cohesion, an ingrained culture of indifference, and no sort of mentorship model in place. Regardless, I suffered through it and got the project to a point where I could hand it off before moving on in my career. However, it taught me important lessons about how to position a team towards tackling outlandishly large goals. The technical know-how is important, but is by no means the most important part of molding a nimble and effective team. Let me share with you what I learned and how it’s helping my team at Clarity thrive.
Henry Quinn is a DevOps Engineer with Clarity Software Solutions and a Board Member of New Haven IO. His most recent passion has been about process automation in the name of better developer experience. When he's not turning coffee into tools, he's usually rock climbing, cooking, or playing fantasy football.