sure… Did you lay anyone off or reduce operating expenses? No, there is a union… Did your inventories go down? I don’t think so… Jonah ends the conversation with the question: “Alex, you cannot understand determined precisely ahead of time The hike is a set of dependent events in combination with statistical fluctuation. Each is fluctuating in speed, but the ability to go faster than average is restricted restricted, it depends on all the others ahead in line. There are limits on how fast I can go. However, there is no limit on my ability to slow down. Or stop. What’s happening isn’t an averaging out of the

depart” o “when a social norm collides with a market norm, the social norm goes away for a long time. In other words, social relationships are not easy to reestablish”  Experiment: Daycare Late Pickup treatment, but it can help push us in the right direction.”  Agile tie-in: Scrum and the use of time boxes The High Price of Ownership – Why We Overvalue What We Have  Example: Duke basketball tickets from each tent must check in, else your tent moves to the back of the line, 48 hours before game time, when air horn sounds every study must check in  Experiment: What would the students who have a

structure and methods to apply. Agile requires a set of processes, roles, and culture that will take time to employ. This guide is intended to show how the DoD could tailor the Defense Acquisition Framework lessons learned by these early Agile adopters. Broader, more successful Agile execution will take time, trial and error, and shaping of processes, policies, and culture, but with support from oversight use a Fibonacci series, ideal days, or small-medium-large as units for assigning story points. Over time, as the teams accumulate performance data, this iterative and incremental4 process improves accuracy

impediments, criticism, and abuse. I have so much fun working alongside you.” – Mark Schwartz Last Time in Part One Planning: The idea that we should make a plan and then stick to it is a terrible idea problem.  if we mandate that projects reuse code whenever possible, each project may have to spend time searching archives of available code to find something that is a near fit, and then deal with the intangible, latent capabilities—potential that is, for the moment, hidden.  The EA asset evolves over time through incremental investments.  Managing the EA asset is an art, just as all strategic management

Mark Schwartz “Courage, I say, is the value most needed by Agile IT leaders.” – Mark Schwartz Last Time in Part 2 Enterprise Architecture: The job of IT leaders is not to execute projects on behalf of  This, as we know, is based on the outdated idea that we define the scope of the system ahead of time and keep working until we deliver it. That is precisely what we do not do in an Agile approach. In the Waterfall, 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

critical systems ii. Simulate and rehearse accidents for practice 1. Schedule the event 2. Give teams time to prepare, make changes, and establish procedures 3. Execute iii. Expose latent defects in the marked channel provides safe, supported passage 2. You can go beyond the buoys, if you follow organizational principles 4. Ch. 21 – Reserve Time to Create Organizational Learning and Improvementa. Toyota Toyota Production System has improvement blitz – dedicated and concentrated period of time to address a given issue b. Target DevOps Dojo and 30-Day Challenge – teams work with dedicated Dojo coaches and

organizational goals 2. Ch. 14 – Create Telemetry to Enable Seeing and Solving Problems a. Fact – Things will go wrong in Operations! i. 2001 Microsoft Operation Framework study found the best-performing organization easy…We enable engineers to track what they need to track, at the drop of a hat, without requiring time-sucking configuration changes or complicated processes.” iv. 2015 State of DevOps Report – high Delays 12. Backup success/failure d. USE TELEMETRY TO GUIDE PROBLEM-SOLVING i. Don’t practice “Mean Time until Declared Innocent” – culture of blame encourages limited documentation, hiding telemetry, deflection

ConstraintsDisorder • The space of not knowing which domain you are actually in • Spend most time in Disorder • Interpret based upon our personal preference for action • We’ll most likely get see it as a failure of process Complicated - deep experts see failures because didn’t have enough time or analysis Complex - politicians, battlefield commanders will get lots of people from lots of approach • Monitor for emergence - foster creative environment rather than predetermined results.Go Do Good Things

uncertainty and risk. What I call the “contractor-control paradigm” – is really about trying to make risk go away, when risk really the essence of what we do. Complex Adaptive Systems: Fourth and last, that Because this usually takes a while, the first release of the new system doesn’t come for quite some time, which works against the Agile principle of delivering value quickly and frequently. Legacy modernizations

smbexec_linux_x86_64 psexec_linux_x86_64 atexec_linux_x86_64 dcomexec_linux_x86_64 另外,还有⼀些基于go的⼯具,同样也可以编译成可执⾏⽂件之后再丢上去执⾏ 从 *inux 平台 横向⾄ *inux 平台 linux ⾃带的ssh客户端⼯具套件, 默认就可以⽤来进⾏远程执⾏ 各种远程下载技巧