机构

Amazon

Technology and retail company whose internal engineering practice and cloud division are frequently presented as reference implementations.

company / Technology

3
演讲
3
嘉宾
1
届次

演讲

There Is a Fast Path to Reliability and a Slow One
There Is a Fast Path to Reliability and a Slow One

The most useful sentence here concerns where reliability is achievable: for workflows calling well-structured interfaces and producing checkable code, the path is faster. The implication is that there is a slower path, and it is the one most enterprise pilots are on. The division separates work whose output can be checked mechanically from work where correctness is a judgement, and only the first admits an engineering approach to improvement. The best illustration is browser automation that examines what the customer would observe rather than the underlying markup, walking checkout and booking flows and identifying revenue leakage — a framing that defines success in the business's own terms and is verifiable in the good sense. The demonstration's fifteen to twenty tool calls are the honest measure of what agentic means: not one clever response but a chain of decisions each depending on the last.

Lori Knapp / AWS re:Invent

Amazon's Answer to the Productivity Metrics Problem: Cost to Serve Software
Amazon's Answer to the Productivity Metrics Problem: Cost to Serve Software

The most concrete attempt this conference season to answer a question the agentic coding sessions mostly leave open: if commit counts and hours saved are the wrong measures, what replaces them? Otto's account is unusually specific about why the obvious alternative fails — summing the small time savings a platform team delivers produces figures exceeding a hundred per cent of a developer's time, and a minute returned is not code in production. Their replacement borrows from Amazon's retail supply chain, where cost to serve measures what it takes to place a package on a doorstep, and applies the same shape to software: total cost divided by units of delivery, with the unit chosen to fit the team. The supporting research is the more quotable finding — across tens of thousands of developers over five years, individual velocity reverts to the team's mean, making team velocity the strongest predictor of both individual output and perceived productivity, which is the empirical case against measuring individuals at all.

Bethany Otto / AWS re:Invent

Most of What They Automated Still Goes to a Human
Most of What They Automated Still Goes to a Human

The most honest moment in this session comes near the end: most of the security processes the team has automated still route their output to security engineers rather than the business, because the results are not good enough. That sits half an hour after a story about two engineers building a working prototype in two days that runs a training exercise in seven minutes for ninety-one cents. The gap between the two is the subject. What distinguishes them is not model capability but whether the task has a verification loop a machine can close, which reframes the automation question entirely. Three loops appear — citation, self-checking, and a compiler pass that guarantees syntactic validity — and only the last removes a person. The rejection of single-number evaluation scores in favour of precision and recall follows directly, because in security the two error types have wildly different costs.

Eric Brandwine / AWS re:Invent

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