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Andrew Boyagi

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Hi, I’m Andrew, I’m an evangelist at Atlassian. I love to explore new ways of working that make teams happier and organizations successful. Transitioning from project management to people leadership, to becoming a leader of leaders, my two goals have always been; to create an environment where teams thrive and do their best work, and to exceed the goals of the organization I serve. My leadership experience has helped me confirm that these goals are not only complementary but perpetuate each other. These two goals are what first attracted me to Agile and DevOps; both aim to break down organisational barriers and bring teams together to achieve incredible outcomes. Prior to working at Atlassian, I was lucky enough to work with some real visionaries, and together we established and led a platform engineering team for 7 years. We supported over 7,000 engineers and contributed to the success of Australia’s largest and most innovative bank. I’m excited to share some of those learnings with other organizations looking to setup their own platform engineering teams. My career started in Project Management where I delivered a wide variety of projects across multiple Australian tier 1 organizations, winning lots of awards for delivery excellence. I spent 3.5 years on the ops side as a Service Delivery Manager. This experience gave me the rare ability to speak both Dev and Ops which enabled me to spend time helping both types of teams break down barriers, build empathy, and lean into each-others challenges - which had great results for the business, our customers, and the teams themselves. You could imagine my excitement when DevOps became a thing! I have had the privilege of leading several large teams throughout my career and learned a lot along the way, some of my leadership beliefs are: * Culture > than anything else, teams > individuals * All new leaders should be supported with coaching and Organisational Behaviour training * Authentic leadership is what works best for, and with me I’m a husband and a father of two awesome little humans who keep my world balanced between monster trucks and unicorns. I love to dismantle and reassemble Harley Davidson motorbikes, and even ride them from time to time. I speak both Dev and Ops fluently, feel free to DM me in either.

Check out Andrew Boyagi's verified LinkedIn stats (last 30 days)

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Andrew Boyagi's Best Posts (last 30 days)

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Top 5 ways to sabotage your platform team: 1. Start building your platform immediately. Don't worry about requirements and other nonsense, you can work out the details later. 2. Tools are everything. If you buy the most tools you're the most awesomest team. 3. Do NOT try to understand the friction points of developers. You already know what they need. You will tell them. 4. Metrics are so 2019. Just measure whatever looks good on a powerpoint slide in case someone asks for something. 5. Force devs to use your platform, no matter what. Whatever they're already doing is rubbish compared to what you've come up with. What have I left off the list? #DeveloperExperience #DevOps #PlatformEngineering


99

Goals are foundational to prioritization and decision-making for high-performing teams. Without these, micromanagers flourish. A team's performance is heavily influenced by decision-making. The things a team says yes and no to determine what work gets completed, and what sits in the backlog. Clearly communicated and understood goals inform those yes/no decisions. Ideally, each team and team member understands their goals, and how they contribute to company success. This is the recipe for autonomy. With this context, the team is best placed to make decisions on how and when work gets completed. No goals = micromanagement Without clearly understood goals and the context behind them, teams are unable to make good decisions. In this scenario, micromanagement is actually required. When clear goals or context are not shared, the only person who has this information can make good decisions. No one wants to be a micromanager, they're mostly trapped into it. If you're trapped being a micromanager, try spending an hour or two clearly documenting your team's goals. If you're in a team being micromanaged, ask if you can spend some time with your manager to understand team goals. I'm yet to come across a team that's been micromanaged into high performance... How clearly do you understand your team's goals?


27

Preach! 👏👏

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Avani Solanki Prabhakar


After 20+ years in the people profession, I can tell you—sweeping RTO mandates don't unlock workforce potential. Flexibility does. At Atlassian, our distributed model lets 12,000+ employees across 3,000+ cities work where they thrive. It's been a game changer, not just for our workforce, but for me too. Watch my TED Conferences talk on why flexibility wins. https://lnkd.in/gskuwZNt


20

I need your help with a presentation I'm delivering next week - it will take you 30 seconds if you can spare it. I've been capturing keywords that I've heard senior leaders use in my conversations with them during 2024. I'm planning on sharing these with the audience next week. I want a sanity check to make sure these aren't keywords they're using with just me... I don't want to ruin the surprise by listing them here, can you share a keyword or two that you've heard commonly used? After my session next week I'll share my list of keywords... Thanks!


19

As promised, here are the top 10 words I heard from technology leaders in 2024. Have you noticed that your leaders fall in love with certain words and use them over and over again? It's like any chance they get, they'll slip their favorite word into a sentence. It's interesting to see that technology leaders from different companies, industries, countries, and regions all use a similar set of words. Here are the most common words I heard from technology leaders I met with during 2024 (in no particular order): 1. Return on Investment (ROI) 2. Measure / Metrics 3. Technical debt 4. Compliance 5. Productivity 6. Automation 7. Security 8. Culture 9. Risk 10. AI Have you heard these from your leader?


38

I had an absolute blast at Atlassian Team on Tour in Sydney yesterday! Thanks to everyone who attended my session. It's always a lot of fun speaking with an engaged audience! Thanks for the chats after the session too; it was great to meet everyone! As promised I will share my list of common words from leaders here in the next day or so 😊 A big thank you to Jason O'Connell and Nelly Sattari for dropping some knowledge bombs in the panel session. There's so much we can all learn from you, thank you for sharing your knowledge with us all! #TeamOnTour #DevOps #DeveloperExperience


88

One early observation after spending a week immersing myself in all things F1 and Atlassian Williams Racing: Agility takes on a whole new meaning. During a factory tour, I learned that the team is constantly fabricating new physical parts for the car. These could be made of carbon fiber, metal, or 3D-printed. They could be used for the actual car or for testing. These parts all have a lead time, and there's an ongoing backlog of parts to be made. What happens if a car is damaged during an event? Physical parts are needed for the next event which could be in as little as 5 days. This is a hard deadline, not an artificial one like in the corporate world. No parts, no race. This means: - Damage needs to be assessed - Parts identified - Communication back to HQ on what's needed - Pivot production priorities  - Fabricate new parts - Transportation of physical parts Aglity. Multiple teams. Multiple crafts. In some ways, it's the same as what's required in most companies, at x1,000 speed, with no room for delays or error. It was amazing to see it in action last week. #agile #teamwork


220

I bet you didn't see this one coming in your side mirrors! Introducing Atlassian Williams Racing! Atlassian has just been announced as the Official Title Partner and Official Technology Partner of Williams Racing. Starting in the 2025 season, we’re hitting the track as Atlassian Williams Racing. Formula 1 is the ultimate test of teamwork, and we can’t wait to help unleash the potential of the team at Atlassian Williams Racing. We’re just at the beginning of this journey , and I'll be sharing our journey with you every step of the way! The foundations of teamwork are the same, for all teams. Together, we will be rolling out the entire Atlassian System of Work across Atlassian Williams Racing to accelerate innovation, upgrade collaboration, and boost the team toward its ultimate goal. I’ll share our progress in rolling out the Atlassian System of Work, how it has changed the way the teams at Atlassian Williams Racing work, and what we’ve learned about teamwork along the way. Whether you’re a Formula 1 fan or not, it’s going to be interesting to watch how teamwork evolves in a high-pressure, fast-paced environment where results are immediately broadcast to millions of people. Let me know what you're interested in hearing about and I'll share here on LinkedIn as we progress. #teamwork #LetsGo #team


129

I most commonly see people wanting to measure developer productivity for evidence, and not to improve it. I get asked about measuring productivity a lot. I answer with my own question, why do you want to measure it? Surprisingly, the answer is almost never "so we can improve it". Depending on who I'm speaking to, the answer is usually: "Our leaders/the business think we're not productive, we want to show that we are" or "We know our developers aren't productive, we want measures to make it objective" Measuring productivity for these reasons is the equivalent of communicating with everyone through email for the sole purpose of covering your butt. What a waste of time, for everyone. If you're going to measure productivity, it should be because you want to help teams deliver value faster. If you want to help teams deliver value faster, measuring productivity won't change anything. Understanding what's slowing teams down and getting in their way, then solving these, will. I'm not saying don't measure it, but make sure you're measuring it for the right reason so you get the right outcome. #DeveloperExperience #DevOps


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