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 improve safety by allowing them to give detailed accounts of their contributions to the failures 3. Enable and encourage people who do make mistakes to be the experts who educate the rest of the organization involved in decisions that may have contributed to the problem 2. People who identified the problem 3. People who responded to the problem 4. People who diagnosed the problem 5. People who were affected

The DevOps Handbook – Part 3 The First Way – The Technical Practices of Flow 1. Introduction a. Goal – Enable & sustain fast flow of work by implementing continuous delivery i. Create the foundation into version control 1. Application code & dependencies 2. Environment scripts & creation tools 3. DB scripts and reference data 4. Containers 5. Automated tests 6. Project artifacts – documentation changes are allowed 2. Changes must be put into version control and then new infrastructure is created 3. To prevent variance: a. Disable remote logins to productions b. Routinely kill and replace production

1. Debug – anything that happens in the program 2. Info – user driven actions or system specific 3. Warn – conditions that could become an error and will likely trigger an alert 4. Error – error conditions Security & Risk Management group) 1. Authentication/authorization decisions 2. System and data access 3. System and application changes, especially privileged changes 4. Data changes (CRUD) 5. Invalid input organizational goals 2. Business metrics typically represent part of the customer acquisition funnel 3. Goal – Actionable metrics that inform changes. If not actionable, likely a vanity metric. 4. Reinforces

“Infrastructure as Code” or Automation: g. Myth—DevOps is Only for Open Source Software: 2. Foreword xix 3. Imagine a World Where Dev and Ops Become DevOps: a. THE CORE, CHRONIC CONFLICT i. Among them are that cascade through the entire manufacturing plant. The result is long lead times and poor quality 3. Consider when we have an annual schedule for software releases, where an entire year’s worth of code center positioned after the bottleneck, it remains starved, waiting for work to clear the bottleneck. 3. In typical DevOps transformations, as we progress from deployment lead times measured in months or

.............................................................................................. 6 3 Deciding to Adopt an Agile Approach .............................................................. iteration) Daily Scrum - Team synchronization meeting to plan activities and assess progress and impediments3 A release comprises a series of sprints. As an example, consider Figure 2, which depicts a six-month and continually measure its performance. Teams use burn down charts (Figure 3) to track progress during a sprint. Figure 3: Example Burn Down Chart Program Backlog – Primary source of all requirements/desired

preening How does it work? 1. Choose a task you’d like to get done 2. Set the Pomodoro for 25 minutes 3. Work on the task until the Pomodoro rings 4. When the Pomodoro rings, put a checkmark on a paper accomplish a specific task 2. Learn to protect your Pomodoro from the internal and external interruption 3. Make accurate estimations of how many Pomodoros you need for a certain activity 4. Set a timetable seasonWhy does this work? (Theory) Flow: The Psychology of Optimal Experience by Mihaly Csikszentmihalyi [3] From Amazon.com Psychologist Mihaly Csikszentmihalyi's famous investigations of "optimal experience"

Transparency 1 Nick Wenner Clean Code - Book Overview 2 Kyle Baardson SAFe: Scaled Agile Framework 3 Brandon McAllister Automation 2 Eric Collins The Servant: Agile Book Club 1 Ron Horner Kanban for Agile Coaching 5 Nick Wenner Clean Coder (book review) 2 Josh Sagucio Collaborative Work Environments 3 Scott Grimes Agile Certifications 2 Agile Transformation Agility Health Radar 1 Lisa Zentz Likeable Perspective 1 Kyle Baardson Scrum - Doing Twice the Work, in Half the Time 1 Nick Tuck Assuring Quality 3 Toby Flint Lean Startup Book Review 0 Mark Staroska Story Points 4 Jason Smith Empowering Teams 2

Coach: 1. Activity must have clear goals and process 2. Must have clear and immediate feedback 3. Confidence in ability to complete the task  The power of Agile frameworks (Scrum, Kanban) is that Three primary categories from the Agile Coaching Institute 1. Technical Mastery 2. Business Mastery 3. Transformation Mastery Business Value  Builds an efficient team  Brings innovative technical Csikszentmihalyi 2. “Drive” by Dan Pink (~11 minute video at https://www.youtube.com/watch?v=u6XAPnuFjJc) 3. “How to Win Friends and Influence People” (HTWFIP), Dale Carnegie 4. “Crucial Conversations” by Patterson

六分科技——国内领先的⾼精定位服务产品专业提供商 http://flashcat.cloud/blog/liufen/ 痛点： 1. 监控⼯具太多，维护和使⽤都很麻烦 2. 缺少业务维度的监控 3. 缺乏统⼀的稳定性视图，缺乏故障定位的驾驶舱 效果： 1. 通过Flashcat平台，整合了Prometheus、ClickHouse、⽇志、云监控等多个 数据源，其中包括近10个 Prometheus ine-company/ 痛点： 1. 故障发现慢，主要依赖⽤户保障 2. 缺乏基于业务视⻆的全链路监控，故障定位耗时较⻓ 3. 缺乏对重要故障场景的应急预案的梳理和演练 效果： 1. 通过落地Flashcat平台，公司A级产品线北极星指标监控实现了全覆盖，P3级 及以上故障北极星监控发现率为100%，MTTI控制在5分钟以内。真正做到了先 于⽤户发现问题，让故障处理变被动为主动。 。

edule/proceedings [2] YouTube Playlist: https://www.youtube.com/playlist?list=PL055Epbe6d5Y86GSg3nhUH3o_v62FGpCI