streams of work were significantly behind schedule. Surprising discovery: only 50% of the source code in Dev/Test environments matched Prod. They fixed forward, but changes not put back into version consistent, & secure c. CREATE OUR SINGLE REPOSITORY OF TRUTH FOR THE ENTIRE SYSTEM i. ALL parts (code & environments) of the system are shared in a version control repository ii. Version control is value stream iii. Everything, everything, everything is checked into version control 1. Application code & dependencies 2. Environment scripts & creation tools 3. DB scripts and reference data 4. Containers

to which its policies are expressed as code.” c. CREATE A SINGLE, SHARED SOURCE CODE REPOSITORY FOR OUR ENTIRE ORGANIZATION i. Firm-wide shared source code repository is powerful way to share local transfer security knowledge to the teams E. INTEGRATE PREVENTIVE SECURITY CONTROLS INTO SHARED SOURCE CODE REPOSITORIES AND SHARED SERVICES i. Add mechanisms & tools ii. Add security’s pre-blessed libraries tests 1. Static Analysis – inspect program code for all possible run-time behaviors and seek out coding flaws, back doors, and potentially malicious code2. Dynamic Analysis – tests executed while a

user story and release must meet to be considered done. For a user story, the definition may include code completion, the level and types of testing, and (just enough) documentation. For a release, the definition engineer) who coordinates and integrates programmatics (e.g., schedules, metrics) and deliverables (e.g., code)?  Is there a clear owner of the program (or broader enterprise) architecture?  Is there a systems. The architecture can also promote the use of open source software and reuse of existing code or applications.29 Throughout the IT acquisition lifecycle, the enterprise architects serve as essential

to a 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 and design patterns. Incremental delivery and staged investments reduce cost and risk.  Custom code is almost not custom these days. A developer incorporates open source frameworks, uses standardized are already available.  There are “cookbooks” available with templates for deploying systems, code snippets that handle common tasks, and well-known and well-studied algorithms for solving typical

Myth—DevOps Means Eliminating IT Operations, or “NoOps” f. Myth—DevOps is Just “Infrastructure as Code” or Automation: g. Myth—DevOps is Only for Open Source Software: 2. Foreword xix 3. Imagine a secure service to the customer b. THE BUSINESS VALUE OF DEVOPS i. Code and change deployments (thirty times more frequent) ii. Code and change deployment lead time (two hundred times faster) iii. Production Consider when we have an annual schedule for software releases, where an entire year’s worth of code that Development has worked on is released to production deployment. Like in manufacturing, this

of management get in the way of goals. The employee wants the shortest possible path to shipping code without needing layers of approval. Management should be close enough to the action that they can in the interest of shipping code. If there is a backlog in exploratory testing, people who normally do development will help test. Software engineers will oversee their code in production and help make Tests and infrastructure are now both represented in code; with SDN, soon even the network will be. Infrastructure can now be tested, like code; it can be placed in version control.  Technology matters:

or Kolmogorov-Smirnov 4. Ch. 16 – Enable Feedback So Development and Operation Can Safely Deploy Code a. USE TELEMETRY TO MAKE DEPLOYMENTS SAFER i. Actively monitor production telemetry whenever anyone the same workstation. Popularized by XP & Agile. 1. One engineer is the driver – actually writing code 2. Other engineer is the navigator/observer/pointer – reviewing work, considers strategic direction “paired programmers are 15% slower than two independent individual programmers, while ‘error-free’ code increased from 70% to 85%. Since testing and debugging are often many times more costly than initial

Synchronizes alignment, collaboration and delivery for large numbers teams Core values:  Code quality - can't scale crappy code  Program execution  Alignment  Transparency House of Lean: "We need to figure

planning and demos  Put everything into a repository (configurations, scripts, etc.) Infrastructure as Code  Turned over repeatable and automatable tasks to the product team wherever possible. Control our in troubleshooting and encourages technical learning.  How we need to improve  Sharing ideas, code, Community of Practice, etc.  Test Driven Infrastructure  Blue – green deployments  Combining

Mike Ballou Contracting Agile Projects 0 Adam Raggett Agile Transparency 1 Nick Wenner Clean Code - Book Overview 2 Kyle Baardson SAFe: Scaled Agile Framework 3 Brandon McAllister Automation 2 Josh Wade Cyber Security through Agile 2 Nick Tuck Maximizing Retrospectives 2 Nick Wenner Clean Code - Book Overview 2 Brandon McAllister Automation 2 Ron Horner Kanban for the People! 2 Ray Page