& recovery iv. Ensure features operate as intended and achieve organizational goals 2. Ch. 14 – Create Telemetry to Enable Seeing and Solving Problems a. Fact – Things will go wrong in Operations! collected at remote points and are subsequently transmitted to receiving equipment for monitoring 1. Create telemetry in application & environments (to include production, pre-production, and CD pipeline) 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 – Developers don’t just

possible i. Institutionalize rituals to increase safety, continuous improvement, and learning ii. Create mechanism to rapidly spread learning throughout the organization 2. Ch. 19 – Enable and Inject Learning CULTURE i. Unjust 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. make changes, and establish procedures 3. Execute iii. Expose latent defects in the systems and create progressively more resilient systems with higher degrees of assurance 3. Ch. 20 – Convert Local

Introduction a. Goal – Enable & sustain fast flow of work by implementing continuous delivery i. Create the foundation of our deployment pipeline ii. Enabling fast & reliable automated testing iii. Enabling for low-risk releases b. Integrating objectives of QA & Operations to improve outcomes 2. Ch. 9 – Create the Foundations of Our Deployment Pipeline a. Enterprise Data Warehouse program by Em Campbell-Pretty specifications 1. Create a common build mechanism to create it on demand 2. Codified in automated environment build process iii. Environments will be stable, reliable, consistent, & secure c. CREATE OUR SINGLE

Greatness is not achieved by leaders making all the right decisions—instead, the leader’s role is to create the conditions sotheir team can discover greatness in their daily work. In other words, creating someone who is responsible for ensuring meets or exceeds…requirements…from start to finish b. CREATE A VALUE STREAM MAP TO SEE THE WORK i. Gain concrete understanding of how work is performed ii. metrics in value stream 1. Lead Time 2. Process time 3. Percent Complete & Accurate (%C/A) c. CREATE A DEDICATED TRANSFORMATION TEAM i. Organizations use processes, specialization, and bureaucracies

and integrates all the engineering sub disciplines and specialty groups into a team effort to create a structured development process. Contracting Officer Manages the solicitation, award, and execution initial program planning. Each development effort could either point to those documents or quickly create an appendix to capture details unique to that program. Because Agile embraces continuous process and management process and IT. It describes the "target" situation which the agency wishes to create and maintain by managing its IT portfolio. - Franklin D. Raines, Former OMB Director In today’s

Principles and real world experience  Start with Servant Leadership; Command and control does not create autonomy  Must also be continuously working on professional development Coach for Flow  Flow Confidence in ability to complete the task  The power of Agile frameworks (Scrum, Kanban) is that they create/sustain these conditions How  Guide people towards applying agile principles within the organization new goal, schedule near-term meetings to follow-up  Use Dan Pink’s Autonomy, Mastery, Purpose to create an engaged organization  Organizational Structure: Coach should have ability to interact freely

benefit for 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-per

performance.  During the program execution phase, a high-level program estimate undergoes refinement to create detailed release and sprint-level estimates as requirements become better defined. The fidelity

include never passing a known defect to downstream work centers, never allowing local optimization to create global degradation, always seeking to increase flow, and always seeking to achieve profound understanding

Requirements Requirements simply don’t exist: A requirement is a constraint. It is a way of saying “create value this way, rather than other ways.” Really, a requirement is a constraint masquerading as a