及以上故障北极星监控发现率为100%，MTTI控制在5分钟以内。真正做到了先 于⽤户发现问题，让故障处理变被动为主动。 。 2. 故障定位能⼒建设也已取得重要进展，我们和业务⼀起梳理了公司A级产品线 核⼼主流程依赖的接⼝和模块，并将梳理结果落地到Flashcat灭⽕图系统，并 建⽴了北极星和灭⽕图的关联，完成了服务全景图的建设，加速了故障处理和 团队间的协同效率。 背景介绍： ⼀家专注⼤健康领域的医药健康产业集团。在

around 12–18 month releases due to various constraints. While Moore’s Law often drives an 18-month schedule, that still represents a significant improvement over five-year increments that end up averaging team hold planning sessions before each sprint?  Does each release and sprint have a defined schedule?  Are sprint and release durations consistent (e.g., all sprints are one month long)?  make certain that the requirements can be put on contract and are affordable based on funding, schedule, and technological constraints. Testers should take an active part in these discussions as well

Effective practices 1. Blameless post-mortems 2. Controlled introduction of failures for practice c. SCHEDULE BLAMELESS POST-MORTEM MEETINGS AFTER ACCIDENTS OCCUR i. Blameless Post-Mortem – meeting to examine Model – where routine and systems govern everything; including strict compliance with budget and schedule 2. Experimental Model – every day every exercise and new piece of information is evaluated and large-scale fault injection across critical systems ii. Simulate and rehearse accidents for practice 1. Schedule the event 2. Give teams time to prepare, make changes, and establish procedures 3. Execute iii

and, if necessary, building slack into the plan to manage the potential impact of the risk on schedule.  Such an approach assumes that the risks are bounded and can be itemized, that we can know be Agile. Why do people feel like there is risk in an Agile approach? They are worried about the schedule for delivering what they think of as FOC. The perceived risk is that the project will be “finished” deliver each individual piece of functionality soon.  If it becomes truly necessary to hit a schedule milestone, then we can adjust our scope to be sure that we do so. The importance that we have

describes one method of how Agile can underpin EVM progress in support of tracking program cost and schedule status and metrics • The scenario is a generic SW program implementing an Agile development process

individuals to change  Let people learn through failure  After each discussion of a new goal, schedule near-term meetings to follow-up  Use Dan Pink’s Autonomy, Mastery, Purpose to create an engaged

References [1] Speaker Slides and Videos: http://velocityconf.com/devops-web-performance-2015/public/schedule/proceedings [2] YouTube Playlist: https://www.youtube.com/playlist?list=PL055Epbe6d5Y86GSg3nhUH3o_v62FGpCI

Still not widely adopted  Advice  Do embark on a agile self-improvement effort.  Do mix in or schedule your recurring maintenance.  Do define a primary purpose and measure it.  Do process map. 

guys put in a change request, they have to wait a lifetime to get approvals, let alone get on the schedule. We have the business breathing down our neck to get crap done. We can’t wait for you to hem and

scout troop on a hike. He can’t seems to keep the line together and they are falling way behind schedule. Alex solves the problem with the hike and it causes him to realize something about his plant.