The DevOps Handbook – Part 1 & 2 1. Preface xi a. Myth—DevOps is Only for Startups: b. Myth—DevOps Replaces Agile c. Myth—DevOps is incompatible with ITIL d. Myth—DevOps is Incompatible with Information rapidly changing competitive landscape 2. Provide stable, reliable, and secure service to the customer b. THE BUSINESS VALUE OF DEVOPS i. Code and change deployments (thirty times more frequent) ii. Code employee happiness 2. one of the best predictors of short lead times was small batch sizes of work b. Agile, Continuous Delivery, and the Three Ways 7 c. The First Way: The Principles of Flow 15 i. MAKE

pre-production, and CD pipeline) iii. Ian Malpass, Etsy – “If Engineering at Etsy has a religion, it’s the Church of Graphs. If it moves, we track it. Sometimes we’ll draw a graph of something that isn’t performers b. CREATE OUR CENTRALIZED TELEMETRY INFRASTRUCTURE i. Remove the silos of information – Developers don’t just log what’s interesting to development. Operations don’t just monitor what’s up or down metrics b. Common service to centralize, rotate, and delete 2. Event router responsible for storing our events and metrics a. Enables visualization, trending, alerting, & other good things b. Enable

process by empowering small, dynamic, government-contractor teams. Agile cannot solve all of the DoD’s IT acquisition challenges, but offers a set of principles that can help reduce cycle times and risks .................................................................................... 58 Appendix B: GAO Report on Agile .............................................................................. professionals with details on how to adopt Agile development practices to improve outcomes in today’s complex acquisition environment. Agile has emerged as the leading industry software development

testing with the Chaos Monkey; they architected for failure, tested for failure, and evolved beyond it b. ESTABLISH A JUST, LEARNING CULTURE i. Unjust responses to incidents 1. Impede safety 2. Promote Post-Mortem – meeting to examine “mistakes in a way that focuses on the situational aspects of a failure’s mechanism and the decision- making process of individuals proximate to the failure.” – John Allspaw Explicitly disallow the phrases “would have” or “could have” a. These are counterfactual statements b. Frames the problem as the system as imagined rather than the system that actually exists 4. Focus

continuous integration & testing iv. Automating, enabling, and architecting for low-risk releases b. Integrating objectives of QA & Operations to improve outcomes 2. Ch. 9 – Create the Foundations of Focused on version control and automated environment creation – time reduced from 8 weeks to 1 day b. ENABLE ON-DEMAND CREATION OF DEV, TEST, AND PRODUCTION ENVRIONMENTS i. Major contributing cause of when they get sick, you shoot them.” iii. Ensure consistency across all environments (Prod, pre-prod(s), dev, & new) iv. Immutable Infrastructure 1. Once created no changes are allowed 2. Changes must

exactly what IT leaders must avoid; continuously transforming and modernizing the company’s IT systems makes Fowler’s strangler pattern into an IT strategy rather than just a coding tactic. If you missed deal with the question of whether it is a near enough fit.I don’t mean that standards are bad. Let’s just agree that they might be overrated. A Better Way – Treat IT as an Enterprise Asset (EA): When user-centric way and match the enterprise’s needs precisely. Risk is low, because the team is constantly adjusting.  Option 2: Compare that to the risk of buying a vendor’s product, where the investment is one

Summary [1] Bill is an IT manager at Parts Unlimited. It's Tuesday morning and on his drive into the office, Bill gets a call from the CEO. The company's new IT initiative, code named Phoenix Project, is critical very late. The CEO wants Bill to report directly to him and fix the mess in ninety days or else Bill's entire department will be outsourced. With the help of a prospective board member and his mysterious Unplanned work “What can displace planned work? Unplanned work. That’s why Erik called it the most destructive type of work. It’s not really work at all, like the others. The others are what you planned

successful technology transformation but requires substantial changes in behavior at every level, and Mark’s thorough analysis will prove invaluable to leaders who must execute it.” – Jez Humble, CTO, DevOps process. Brining Lean Principles to Software Development: Kanban is David Anderson’s approach to bringing Lean principles into software development while driving fear out of the transformation depends on whether I am satisfied with its plan. I might ask these questions when I review a team’s plans:  What are the business outcomes the team is trying to achieve? What kinds of activities do

Let’s ask a question that has a chance to actually change things: “What is the set of incentives that drives bad behavior?” I truly doubt that any of the Beltway bandits sees themselves as bad people well-meaning. It’s the system that has failed them, and us. But how do we change it? How do we encourage transparency, priori- ties, and accountability? You know the answer: Scrum. Let’s start a few thousand state does is make decisions. We want to find a way to leave less paper on a desk.”1 The governor’s plan has five points that could have been plucked from any campaign platform: 1. A “world-class”

help him break out of conventional ways of thinking to see what needs to be done. The story of Alex's fight to save his plant is more than compulsive reading. It contains a serious message for all managers software? What is inventory? Two phenomena which are found in every plant Story: Alex takes his son’s boy scout troop on a hike. He can’t seems to keep the line together and they are falling way behind ability to slow down. Or stop. What’s happening isn’t an averaging out of the fluctuations in various speeds, but an accumulation of the fluctuations, and mostly it’s an accumulation of slowness because