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

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

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

randomly crosses path with Jonah in an airport. Alex tells Jonah about how his plant just installed new robots. Alex tells Jonah the robots increased efficiency by 36%. Jonah starts asking questions: itself to work on the part ● Process time - the amount of time the part spends being modified into a new, more valuable form ● Queue time - the time the part spends in line for a resource while the resource past, cost was the most important, throughput was second, and inventory was a report third.” “Our new scale is different. Throughput is most important, then inventory - due to its impact on throughput

including strict compliance with budget and schedule 2. Experimental Model – every day every exercise and new piece of information is evaluated and debated; more similar to R&D lab. f. REDEFINE FAILURE AND ENCOURAGE tools (Hubot) into the middle of their chatrooms 1. Everyone saw everything that was happening 2. New engineers could see what daily work and how it was performed 3. People were more likely to ask for facilitate mitigation strategies m. PROTECT OUR DEPLOYMENT PIPELINE i. CD pipelines represent a new attack surface. If not properly secured, credentials could be compromised or malicious code & changes

brave quickly  Seize opportunitiesGreat, you're now a software company. Now what? Patrick Lightbody (New Relic)  Monitoring evolved from servers and networks to applications to what users do with applications problem to come along Changing the Laws of Engineering with GitHub Pull Requests by Ralph Bodenner (New Relic) https://bit.ly/pull-request-your-culture  How you change your process matters  Terms: culture

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. Director 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.

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.