Agile,” program managers can adopt the Agile practices that best suit their program and environment, New programs can develop an Agile structure and environment from the start, while existing programs can programs to incorporate many Agile practices, and a growing number of programs continue to chart new paths in this field. This guide is intended to support that growth, as well as to capture the best support each organization’s IT environment. “You never know less than on the day you begin your new project. Each incremental delivery / review cycle adds knowledge and provides insights that the

environments (Prod, pre-prod(s), dev, & new) iv. Immutable Infrastructure 1. Once created no changes are allowed 2. Changes must be put into version control and then new infrastructure is created 3. To add” 2. Ensure the tests pass – “Write the functional code until the test passes”3. “Refactor both new and old code to make it well structured” j. AUTOMATE AS MANY OF OUR MANUAL TESTS AS POSSIBLE i. Reduce the build in a green state ii. When a change causes the build or automated tests to fail: 1. No new work is allowed to enter the system until the problem is fixed. 2. Bring in whatever help is needed

shared goals ii. See problems as they occur iii. Enable quick detection & recovery iv. Ensure features operate as intended and achieve organizational goals 2. Ch. 14 – Create Telemetry to Enable Seeing built ii. Generate graphs with overlays of production changes iii. Tools – StatsD, JMX, codahale, New Relic, Prometheus, etc. f. CREATE SELF-SERVICE ACCESS TO TELEMETRY AND INFORMATION RADIATORS i. of Production Engineering) iii. Find the proper balance between fixing production issues and new features development – feature is only “done” when it’s performing as expected in production c. HAVE

requiring 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 Off-the-shelf systems are more expensive than we expect, and take longer to roll out. We pay for features that we don’t actually use.  It resists change—we can’t even change it ourselves, but have to the business’s performance? Are they serious?  Do we know exactly how many consumers would buy our new product?  Exactly what price they would pay?  Exactly how much it would cost us to design and

production: the average time it takes from when new software features are required until they are running in production. Average lead-time: how long it takes for a new requirement to be delivered and deployed deployed. Deployment speed: how fast a new version of the application can be deployed into the production environment. Deployment frequency: how often a new release can be deployed into the production environment

Software Development unless otherwise noted: a. Partially done work: b. Extra processes: c. Extra features: d. Task switching: e. Waiting: f. Motion: g. Defects: h. Nonstandard or manual work:i. reinforcing those that do3. local learnings are rapidly turned into global improvements, so that new techniques and practices can be used by the entire organization iii. ENABLING ORGANIZATIONAL LEARNING transformation teams that are able to operate outside the rest of the organization 1. Enables the forming of new institutional learning 2. Enables experimentation with less impact d. AGREE ON A SHARED GOAL i.

development support team with the production support team.  Operations becomes familiar with new features in QA, rather than in front of and with the customer – shorter feedback loop  More opportunities

self-organizing, self-managing team-of-agile-teams  release trains  working off a single backlog of features, driven by vision and roadmap  product and release management, release planning  program psi

incrementally modernize a legacy system as defined by Martin Fowler.  Instead of building an entirely new system, we take a small piece of the legacy system and rebuild it in a way that lets it interoperate strangler pattern, we would develop a new system on the modernized architecture and then move the users over to it. The problem is that the users cannot begin using the new system until its capabilities at least match those of the legacy system. Because this usually takes a while, the first release of the new system doesn’t come for quite some time, which works against the Agile principle of delivering value

making the decision, we would do research, debate the choice, maybe do a proof of concept.  In our new world, we can simply implement one of the approaches and see how it works for us. We could even try reinforce the changes I have been describing, making them almost inevitable.  Respect for skill: Your new IT workforce will respect co-workers who have impressive technical skills, and will have little respect in particular, must look at their jobs in a new way if they want to secure that seat at the table. Here are a few of the critical characteristics of the new IT leadership role. Driver of Outcomes: IT