The Goal - A Process of Ongoing Improvement Plot Summary Alex Rogo is a harried plant manager working ever more desperately to try improve performance. His factory is rapidly heading for disaster opportunities for higher fluctuations. What are examples of this in your own organization? Development? QA?Two types of resources ● Bottleneck - any resource whose capacity is equal to or less than part spends waiting for a resource, while the resource is preparing itself to work on the part ● Process time - the amount of time the part spends being modified into a new, more valuable form ● Queue

technologies and operations, including the challenges associated with information assurance. Agile development practices can help the DoD to transform IT acquisition by delivering capabilities faster and responding in an increasingly complex environment. Agile has emerged as the leading industry software development methodology, and has seen growing adoption across the DoD and other federal agencies. Agile practices tailoring program structures and acquisition processes to the program characteristics. Agile development can achieve these objectives through:  Focusing on small, frequent capability releases 

Create a common build mechanism to create it on demand 2. Codified in automated environment build process iii. Environments will be stable, reliable, consistent, & secure c. CREATE OUR SINGLE REPOSITORY production instances v. Keep developers’ environments most current e. MODIFY OUR DEFINITION OF DEVELOPMENT “DONE” TO INCLUDE RUNNNING IN PRODUCTION-LIKE ENVIRONMENTS i. In general, the longer the interval frequently as possible i. WRITE OUR AUTOMATED TESTS BEFORE WE WRITE THE CODE (“TEST DRIVEN DEVELOPMENT”) i. TDD – Kent Beck as part of Extreme Programming 1. Ensure the tests fail – “Write a test

contractor-control model. But it doesn’t. Requirements: Requirements are a way of controlling the development team by constraining their creativity. Instead of requirements, we want to charge the team—the by:  limiting agility and adding bureaucratic waste: exceptions must be put through an approval process  standardization limits the space of possible solutions to a problem.  if we mandate that projects changes to the whole ball of EA.  It has a robust, automated regression test suite, so that new development does not cause expensive break-fix activity.  It has good monitoring tools in place.  It is

understand contributing factors and focus problem-solving. ii. Telemetry – An automated communications process by which measurements and other data are collected at remote points and are subsequently transmitted INFRASTRUCTURE i. Remove the silos of information – Developers don’t just log what’s interesting to development. Operations don’t just monitor what’s up or down. ii. Modern Monitoring architecture 1. Data iii. More exotic - Fast Fourier Transforms or Kolmogorov-Smirnov 4. Ch. 16 – Enable Feedback So Development and Operation Can Safely Deploy Code a. USE TELEMETRY TO MAKE DEPLOYMENTS SAFER i. Actively monitor

stick to a plan. Lean thinking gives that small team ways to speed up its inspecting and adapting process to maximize its impact. Continuous Delivery and DevOps place the entire value stream in the hands entire value delivery process. Brining Lean Principles to Software Development: Kanban is David Anderson’s approach to bringing Lean principles into software development while driving fear fear out of the transformation process through incremental change. Anderson provides four rules for implementing Kanban: 1. Start with existing processes 2. Pursue incremental, evolutionary change 3.

Silver Bullet – Essence and Accident in Software Engineering Mike Ballou“There is no single development, in either technology or management technique, which by itself promises even one order-of- magnitude used, and tested”Who said it?Frederick Brooks Jr. • Joined IBM in 1956 • Manager for the development of the IBM System/360 family of computers and the OS/360 software package • In 1975, published minds are deprived of some of its most powerful conceptual tools • This lack not only impedes the process of design within one mind, it severely hinders communication among mindsPast Breakthroughs Solved

a way that focuses on the situational aspects of a failure’s mechanism and the decision- making process of individuals proximate to the failure.” – John Allspaw ii. Blameless Post-Mortem – Actions: 1 NFRs. Codify these into the tests and pipeline f. BUILD REUSABLE OPERATIONS USER STORIES INTO DEVELOPMENT i. Goal – make recurring work as repeatable and deterministic as possible; standardize and automate Protect our deployment pipeline vi. Integrate our deployment activities with our change approval process vii. Reduce reliance on separation of duties 2. Ch. 22 – Information Security as Everyone’s Job

and when we realize that the costs and risks of custom development have been radically reduced, the economics often now favor custom development. Governance and Oversight: Governance has traditionally quickly and with more good information available.  “Failing” in this sense is simply an efficient process we use to select among alternatives. Shadow IT Agile ways of working support a community approach meet the needs of a part of the company, perhaps due to capacity constraints or to the governance process’s limitations. A picture of today’s emerging workforce. These characteristics of today’s emerging

feasible.  History – How I Got Here?  Contentious relationship existed between development and operations.  Left development because I was frustrated that it took so much time to get my products into production team wasn’t the same as the game time team.  Segregated technical and business functions  Development  Operations (Operational Waterfall)  Infrastructure Ops  Product Ops  Product Management related to product configuration and deployment  Built a strong relationship with development (built empathy)  Development began to see operational issues, and usability problems  The relationship is