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 highly valued than salary  Embraces and addresses conflict (Crucial conversations, Positive Intelligence, HTWFIP)Agile for Defense Agile Coaching by Darin Plum Aug 6, 2014 2 Books 1. “Good

.............................................................................................. 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 small-medium-large as units for assigning story points. Over time, as the teams accumulate performance data, this iterative and incremental4 process improves accuracy in allocating points. Point values are

hardening from DCAR containers are preserved and complies with the NIST 800-190 requirements [12]. 3. Runtime Defense, this can perform both signature-based and behavior-based detection. This can also Log Storage and Retrieval Service 2. Service Mesh 3. Program-specific artifact repository 4. Runtime Behavior Analysis Artificial Intelligence (AI) service 5. DCAR for the hardened containers

bullets? • Ada and other high-level language advances • Object-oriented programming • Artificial intelligence • Expert systems • “Automatic” programming • Graphical programming • Program verification • Environments

problem-solving. ii. Telemetry – An automated communications process by which measurements and other data are collected at remote points and are subsequently transmitted to receiving equipment for monitoring development. Operations don’t just monitor what’s up or down. ii. Modern Monitoring architecture 1. Data Collection at business logic, application, & environments layer a. Events, logs, & metrics b. Common 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

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 Operations to improve outcomes 2. Ch. 9 – Create the Foundations of Our Deployment Pipeline a. Enterprise Data Warehouse program by Em Campbell-Pretty - $200M, All streams of work were significantly behind schedule 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, procedures

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

“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

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"

Sphere of Influence  Machine Imaging  DEG and 3rd Party Application Installations  Route Adds – requires heightened security access  Database Data Script Execution  Load Balancer Node Disablement