Em Campbell-Pretty - $200M, All 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 when validation tests fail 3. Developers working in small batches on trunk rather than long-lived feature branches f. BUILD A FAST AND RELIABLE AUTOMATED VALIDATION TEST SUITE i. Slow and periodic feedback purposes ii. Deployment – installing a specified version to a given environmentiii. Release – when a feature is made available to customers. 1. Release of functionality should not require changing our application

We can think of the project team and its sponsors and stakeholders as embarking on a voyage of discovery and innovation, during which they begin with a goal in mind and empirically find and test hypotheses

whenever anyone performs deployment; focus on the metrics associated with the feature. ii. If negative results, ideally feature toggle off and fix-forward or use other Blue- Green, Canary release patterns Engineering) iii. Find the proper balance between fixing production issues and new features development – feature is only “done” when it’s performing as expected in production c. HAVE DEVELOPERS FOLLOW WORK DOWNSTREAM actually exists.” ii. How to build a feature: 1. Ask, “Should we build it, and why?” 2. Perform cheapest, fastest experiment possible to validate whether the feature will achieve desired outcomes. 3.

as we decide whether the quality of each individual feature is adequate for the feature to be deployed.  It is easy enough to say that the feature is ready for deployment when it passes all of its tests concepts of deployability and quality. A feature is simply deployable when it passes its tests; that is a yes-or-no question independent of quality.  Once the feature is in production, we can assess its

capability creates an environment for prototyping several different implementations of a design feature to benchmark the resulting performance and analyze the tradeoffs of each approach. This can reduce deliverables contract may require a more complicated IGCE to estimate the costs of each requirement, feature, or functionality. 11.2.2 Release-Level Estimation Following contract award, the government each story. Teams base story-point estimates on the amount of effort involved in developing the feature, its relative complexity, and the inherent risks. For example, a small, simple story could be assigned

After we have invested so much of our time into implementing a given feature, if our customer tells us they don’t value the feature, can we really let it go?

day- or week- long improvement blitzes with Dev & Ops teams. Focus on problems they care about. NO FEATURE WORK ii. Goal is focused improvement on daily work, not experimentation and innovation iii. Demo

Route Adds – requires heightened security access  Database Data Script Execution  Load Balancer Node Disablement  OS and Security Patching  Requesting access to technology specific dashboards and