short lead times was small batch sizes of work b. Agile, Continuous Delivery, and the Three Ways 7 c. The First Way: The Principles of Flow 15 i. MAKE OUR WORK VISIBLE 1. A significant difference between that our 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 all work for each work center in queues and making it visible, all stakeholders can more easily prioritize work in the context of global goals. ii. REDUCE BATCH SIZES1. Another key

from Agile development best practices. To succeed with an Agile approach, program managers need to work with stakeholders representing the requirements, systems engineering, contracting, cost estimating Agile practices and managers gain additional insight on their successes and failures. We welcome your questions and feedback on the guidebook so that future editions can continue to advance Agile strategies to 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

https://git.io/JeaO2 Risk The presence of uncertainty is the simple reason why Agile approaches work better than plan-driven approaches—it is also the reason why a good IT leader will often have to be more profitable.  As an IT leader making decisions under conditions of tremendous uncertainty, your choices will often turn out to be wrong.Agile and plan-driven models have very different ways of Agile world; it is a kind of feedback cycle that lets us make good decisions in the normal course of work.  Let’s say that we are deciding between two different open source products for building a piece

Three Ways, Bill starts to see that IT work has more in common with manufacturing plant work than he ever imagined. With the clock ticking, Bill must organize work flow streamline interdepartmental communications the performance of a specific silo of work or department. The outcomes of putting the First Way into practice include never passing a known defect to downstream work centers, never allowing local optimization for the improvement of daily work, creating rituals that reward the team for taking risks, and introducing faults into the system to increase resilience. Four Types of Work 1. Business projects 2. IT

rapidly spread learning throughout the organization 2. Ch. 19 – Enable and Inject Learning into Daily Work a. Complex systems are impossible to predict for all outcomes i. Dr. Steven Spear - resilient organizations Nygard, author of Release It! Design and Deploy Production-Ready Software, “If you do not design your failure modes, then you will get whatever unpredictable—and usually dangerous—ones happen to emerge 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 help when others helped 4. Rapid

conversations • No meetings • No eating • No preening How does it work? 1. Choose a task you’d like to get done 2. Set the Pomodoro for 25 minutes 3. Work on the task until the Pomodoro rings 4. When the Pomodoro to protect your Pomodoro from the internal and external interruption 3. Make accurate estimations of how many Pomodoros you need for a certain activity 4. Set a timetable according to your to-dos, to to your time, or even to the seasonWhy does this work? (Theory) Flow: The Psychology of Optimal Experience by Mihaly Csikszentmihalyi [3] From Amazon.com Psychologist Mihaly Csikszentmihalyi's famous investigations

business changes versus buying an undefined stream of future services from a vendor who doesn’t know your business and doesn’t have financial incentives to supportyou. Text “1” to @obvious if you like the decision could be adjusted. We would manage risk by only committing resources to the smallest piece of work that would give us such useful learning.  we would gauge progress by seeing operational results to tell me what you are going to do and when you are going to finish, then I want you to tell me your status and what is left to do. I want to know exactly what I will get for my money and when.”  My

ii. Use for fact-based problem-solving e. ENABLE CREATION OF PRODUCTION METRICS AS PART OF DAILY WORK i. Create infrastructure to make it easy for Dev or Ops to create telemetry for functions built likely a vanity metric. 4. Reinforces that analyzing customer usage is part of daily work and helps understand how work contributes to organizational goals iii. Infrastructure Metrics 1. Quickly determine DUTIES WITH OPS i. Complex systems will inevitably have unexpected problems ii. Prevent upstream work from locally optimizing at the expense of the entire value stream – Everyone (development, managers

robots increased efficiency by 36%. Jonah starts asking questions: So your company is making 36% more money? No Was your plant able to ship even one more product per day? I’m not sure… Did you lay lay anyone off or reduce operating expenses? No, there is a union… Did your inventories go down? I don’t think so… Jonah ends the conversation with the question: “Alex, you cannot understand the meaning you have a lot of excess inventory? When you lay off people, do you increase sales? Do you reduce your inventory? Parallel: What is throughput in terms of software? What is inventory? Two phenomena

improving on the plan or responding to changing circumstances instead?  What is the value of hitting your spending target if you could be spending less, or if a marginal dollar of unplanned spend will bring context of that intent.  How will the team determine the specific requirements—that is, determine what work they will do? Note that I am not asking what the requirements are, but rather how the team will discover to make sure the team has a good basis for making value decisions.  How is the team planning to work together? What skills are on the team? How will the team communicate? How do they plan to retrospect