single page apps for offline support Putting Performance Best Practices Together to Create the Perfect SPA by Chris Love (Love2Dev) @ChrisLove http://www.slideshare.net/docluv/putting-performance-bes Separate deployment from release  Automate everything  Trust your tests  Conversations are way better than project proposals  Start small, be brave quickly  Seize opportunitiesGreat, you're now a software Mikey Dickerson (Federal Government | United States Digital Services Team)  The more simple, the better off you are  Agile is tactic not religious credo  You have to make it easy for people who have

changeability, and invisibility.”Complexity • Software entities are more complex for their size than perhaps any other human construct, because no two parts are alike • The complexity of software automatic programming has always been a euphemism for programming with a higher-level language than was presently available to the programmer • In essence, it is the solution method, not the problem error-proof programs • There is no magic here either, mathematical proofs can be faulty • Even perfect program validation can only establish that a program meets its specification, the hardest part

progress, reduce technical and programmatic risk, and respond to feedback and changes more quickly than traditional methods. Programs can adopt Agile practices within current policy by tailoring program practices within current DoD policies. This guide draws on their insights to help program managers better understand Agile fundamentals, how to structure and design a program to enable Agile development contractor team, Agile could enable the DoD to deliver IT capabilities faster and more effectively than traditional incremental approaches. The concepts in this guide will continue to evolve as more

at USCIS. In this book, he shows how modern IT leaders succeed by driving business outcomes rather than operating an order-taking function. This shift in organizational mindset is critical to any successful Paragraph: Agile thinking simply says that we should empower small teams to inspect and adapt rather than stick to a plan. Lean thinking gives that small team ways to speed up its inspecting and adapting could be spending less, or if a marginal dollar of unplanned spend will bring a return of much more than a dollar?  What is the value of telling knowledge workers to follow a plan when you are hiring

Operations! i. 2001 Microsoft Operation Framework study found the best-performing organization were better at diagnosing & fixing service incidents. 1. “Culture of Causality” 2. Used disciplined approach or complicated processes.” iv. 2015 State of DevOps Report – high performers had MTTR 168x faster than low performers b. CREATE OUR CENTRALIZED TELEMETRY INFRASTRUCTURE i. Remove the silos of information – “Monitoring is so important that our monitoring systems need to be more available and scalable than the systems being monitored.” c. CREATE APPLICATION LOGGING TELEMETRY THAT HELPS PRODUCTION i. Dev

modernizing the company’s IT systems makes Fowler’s strangler pattern into an IT strategy rather than just a coding tactic. If you missed last month, you can find this on the Agile4Defense GitHub page 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 we add all of our current IT capabilities together that we mold and polish.  If it is built as a collection of individual products, it is lumpy rather than smooth. The products don’t quite fit together; they have excess capabilities that we don’t really

https://git.io/JeaO2 Risk The presence of uncertainty is the simple reason why Agile approaches work better than plan-driven approaches—it is also the reason why a good IT leader will often have to make “wrong” in an Agile approach.  Instead, we focus on reducing the risk of deploying functionality later than “as soon as possible.” We deploy small value-adding chunks, continuously.  In the Waterfall, we we were worried about getting FOC delivered soon;  With an Agile approach, we go this one better—we make sure that we deliver each individual piece of functionality soon.  If it becomes truly necessary

responses to incidents 1. Impede safety 2. Promote fear over mindfulness 3. Create bureaucracy rather than carefulness 4. Cultivate secrecy, evasion, and self-protection ii. Dr. Sidney Dekkar – Bad Apple have” a. These are counterfactual statements b. Frames the problem as the system as imagined rather than the system that actually exists 4. Focus on – “Why did it make sense to me when I took that action e. DECREASE INCIDENT TOLERANCES TO FIND EVER-WEAKER FAILURE SIGNALS i. As the organization gets better at finding and resolving problems, decrease the threshold of a problem definition to keep learning

Solaris, Windows, Linux  Apache, IIS, TCServer, etc.  Oracle, DB2, SQL Server  How we got better  We read and we studied.  Created a self-improvement project  2 week iterations, planning and team with the production support team.  Operations becomes familiar with new features in QA, rather than in front of and with the customer – shorter feedback loop  More opportunities to fail, iterate continuously. Steve Barr steve.barr@csgi.com @srbarr1 Overall Quality improvements, “it” goes in better, and with less issues.  Maintenance window changed from once a week to everyday  Expanded Sphere

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 in industry and explains the ideas combination with statistical fluctuation. Each is fluctuating in speed, but the ability to go faster than average is restricted, it depends on all the others ahead in line. There are limits on how fast I Bottleneck - any resource whose capacity is equal to or less than the demand placed upon it ● Non-Bottleneck - any resource whose capacity is greater than the demand placed upon it Which of the two types