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 the two following goals work is invisible. Unlike physical processes, in the technology value stream we cannot easily see where flow is being impeded or when work is piling up in front of constrained work centers. 2. By putting lead times and poor quality 3. 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

physical proximity has enabled the ISPAN’s development team’s adoption of an Agile approach. In cases where close physical proximity of the team is not practical or feasible, programs can use virtual teams Development teams often have planning sessions periodically throughout the releases and sprints. This is where the team will review the user stories on the program, release, or sprint backlog to ensure a common these discussions as well to ensure common expectations and tests of performance. In situations where primary users are not available to engage with the Agile team on a regular, ongoing basis, the end

support future agility and how it will offer options in the future). Build Versus Buy: In a world where IT capabilities were delivered as a single “product” at the end of a project, a “product” that then a filter; a way of allocating scarce IT resources among many competing projects. But in a world where IT is integral to strategy, it makes more sense to begin from strategic objectives and produce investment uncertainty, risk, and change is far too complicated for such control when delivering IT systems, where complexity is overwhelming and the number of potential failure modes is high.  In weighing the

fit together; they have excess capabilities that we don’t really need; the ball has strange gaps where it is unexpectedly hollow and missing needed capabilities.  We want a smooth ball of EA, an EA team is constantly adjusting.  Option 2: Compare that to the risk of buying a vendor’s product, where the investment is one large lump sum—and a commitment to future maintenance payments. Then, of course filter; a way of allocating scarce IT resources among many competing projects. In an environment where IT has a limited capacity and the company’s needs for IT are insatiable, governance provides a way

everywhere (but where the heck do you start?) by Tammy Everts & Cliff Crocker (SOASTA) @tameverts @cliffcrocker http://www.slideshare.net/CloudTest/metrics-metrics-everywhere-but-where-the-heck-do-you-start  Terms: culture, metaprocess, process, entropy  Actively discourage email: it is exclusive Where there any key themes?  Real User Monitoring: more valuable than any other metric  Web Performance:

is commonplace, it does not necessarily mean that we are helpless. Once we understand when and where we may make erroneous decisions, we can try to be more vigilant, force ourselves to think differently Software  Observations: o “we live simultaneously in two different worlds – one where social norms prevail, and the other where market norms make the rules.” o “once market norms enter our considerations

how not to make the mistakes in the future 4. Accept that there is always a discretionary space where humans can decide to take action or not, and that the judgment of those decisions lies in hindsight Edmondson (Harvard Business Review): organizations are typically structured as:1. Standardized Model – where routine and systems govern everything; including strict compliance with budget and schedule 2. Experimental

statistically significant difference in change success rates between organizations where Development deployed code and those where Operations deployed code v. Enable fast flow through common promotion process

professional development Coach for Flow  Flow is a state defined by Mihaly Csikszentmihalyi where individuals perform at an optimal level. There are three things necessary to achieve Flow, and they

customers, internal and external, shortening and amplifying all feedback loops, and embedding knowledge where we need it. The Third Way is about creating a culture that fosters two things: continual experimentation