A Seat at the Table – IT Leadership in the Age of Agility – Part 3 By Mark Schwartz “Courage, I say, is the value most needed by Agile IT leaders.” – Mark Schwartz Last Time in Part 2 Enterprise in no sense a “final” operating capability. Quality It is difficult for IT to gain a seat at the table when IT is always failing, but on the other hand, an IT leader who is reacting to statistical noise—failures and ties.The CIO’s Place at the Table IT leadership runs the business along with the others who run the business. The seat at the table is earned by being at the table. The role of senior IT leadership

A Seat at the Table – IT Leadership in the Age of Agility By Mark Schwartz “Mark Schwartz is a rare combination: a deep thinker who has also applied lean, Agile, and DevOps principles at the highest adapt, feedback-and-vision-oriented approach because of its complexity. A Nimble Approach to The Table Agile in One Paragraph: Agile thinking simply says that we should empower small teams to inspect adopting an intelligent attitude toward risk. Quality: It is difficult for IT to gain a seat at the table when IT is always failing, but on the other hand, an IT leader who is reacting to statistical noise—failures

A Seat at the Table – IT Leadership in the Age of Agility – Part 2 By Mark Schwartz “To the talented and hard-working government employees, so resilient in the face of impediments, criticism, and abuse sort of Star Chamber—a dimly lit group of serious, hooded faces (“decision makers”) seated around a table, passing judgment on each “formal proposal” presented to them. That last piece of Hunter and Westerman’s adopting an intelligent attitude toward risk. Quality: It is difficult for IT to gain a seat at the table when IT is always failing, but on the other hand, an IT leader who is reacting to statistical noise—failures

pmodigliani@mitre.org and sjchang@mitre.org. Pete Modigliani and Su Chang The MITRE Corporationiv Table of Contents I. Introduction ................................................................... program managers should examine the aspects listed in Table 1 when weighing adoption of Agile or traditional development practices. Table 1 Traditional Versus Agile Considerations Consider Agile specific to Agile. Table 2 identifies recommended roles and responsibilities for members of an Agile team. Appendix B contains a more complete description of roles and responsibilities. Table 2 Agile Roles

that could become an error and will likely trigger an alert 4. Error – error conditions such as API failures, internal issues 5. Fatal – forces a termination iv. Examples of potentially significant Use telemetry to measure outcomes iv. Etsy open-sourced their experimentation framework – Feature API e. INTEGRATE A/B TESTING INTO OUR FEATURE PLANNING i. Product owners should consider each feature

suite becomes the living documentation of the system specification and represent working examples of API use e. DESIGN FOR OPERATIONS THROUGH CODIFIED NON-FUNCTIONAL REQUIREMENTS i. Designing for fast changes through pair programming or code review 3. Instrument the repository to detect suspicious code (API calls from certain types of test code) 4. Ensure every CI process is in an isolated container 5

Coined by Martin Fowler in 2004 ii. Strangler Application 1. Put existing functionality behind an API 2. New functionality implemented in new services with new architecture 3. Make calls to old system