The DevOps Handbook – Parts 5 & 6 – Part 5: The Third Way – The Technical Practices of Continual Learning and Experimentation; 1. Introduction a. Goal – practices to enable learning as quickly, frequently improvement blitz – dedicated and concentrated period of time to address a given issue b. Target DevOps Dojo and 30-Day Challenge – teams work with dedicated Dojo coaches and engineers, execute 2-day from other organizations & teams iv. Participate in peer reviews e. SHARE YOUR EXPERIENCES FROM DEVOPS CONFERENCES i. Cost is always a consideration. BUT, encourage attendance at conferences, give talks

The DevOps Handbook – Part 4: The Second Way – The Technical Practices of Feedback 1. Introduction a. Goal – Implement fast feedback loops i. Enable working towards shared goals ii. See problems as without requiring time-sucking configuration changes or complicated processes.” iv. 2015 State of DevOps Report – high performers had MTTR 168x faster than low performers b. CREATE OUR CENTRALIZED TELEMETRY Production System – “people closest to a problem typically know the most about it.” iii. 2014 State of DevOps Report – high performing organizations relied more on peer review and less on external approval

The DevOps Handbook – Part 3 The First Way – The Technical Practices of Flow 1. Introduction a. Goal – Enable & sustain fast flow of work by implementing continuous delivery i. Create the foundation configuration files 8. This also includes pre-production and build processes 9. Tools iv. 2014 State of DevOps Report – use of version control by Ops was the highest predictor of both IT performance & organizational created from trunk using a one-click process, and validated with automated tests.” v. 2015 State of DevOps Report – trunk-based development predicts higher throughput and better stability, and even higher

DevOps A Horse’s Perspective Just a horse, not a unicorn, 1000 deploys per/second not feasible.  History – How I Got Here?  Contentious relationship existed between development and operations.  Community of Practice, etc.  Test Driven Infrastructure  Blue – green deployments  Combining DevOps Scrum – planning, standups, boards, and backlogs  Making work visible (it’s still hidden)  Poor and Deployment Automation, Jez Humble and David Farley  The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win, Gene Kim, Kevin Behr, and George Spafford.  The Lean Primer, Craig

The DevOps Handbook – Part 1 & 2 1. Preface xi a. Myth—DevOps is Only for Startups: b. Myth—DevOps Replaces Agile c. Myth—DevOps is incompatible with ITIL d. Myth—DevOps is Incompatible with Information Security and Compliance: e. Myth—DevOps Means Eliminating IT Operations, or “NoOps” f. Myth—DevOps is Just “Infrastructure as Code” or Automation: g. Myth—DevOps is Only for Open Source Software: 2. Foreword xix 3. Imagine a World Where Dev and Ops Become DevOps: a. THE CORE, CHRONIC CONFLICT i. Among them are the two following goals, which must be pursued simultaneously: 1. Respond to the

应用采取 包容态度。严守安全底线，对危害国家安全、社会公共利益、公众合法权益的 风险及时采取措施。 人工智能安全治理框架 （V1.0）- 2 - 人工智能安全治理框架 1.2 风险导向、敏捷治理。密切跟踪人工智能研发及应用趋势，从人工 智能技术自身、人工智能应用两方面分析梳理安全风险，提出针对性防范应对 措施。关注安全风险发展变化，快速动态精准调整治理措施，持续优化治理机 制和方式，对确需政府监管事项及时予以响应。 （e）输出不可靠风险。生成式人工智能可能产生 “幻觉”，即生成看似合理， 实则不符常理的内容，造成知识偏见与误导。 （f）对抗攻击风险。攻击者通过创建精心设计的对抗样本数据，隐蔽地 误导、影响，以至操纵人工智能模型，使其产生错误的输出，甚至造成运行瘫痪。 3.1.2 数据安全风险 （a）违规收集使用数据风险。人工智能训练数据的获取，以及提供服务 与用户交互过程中，存在未经同意收集、不当使用数据和个人信息的安全风险。 （b）训练数据含不当内容、被 （c）两用物项和技术滥用风险。因不当使用或滥用人工智能两用物项和 技术，对国家安全、经济安全、公共卫生安全等带来严重风险。包括极大降低 非专家设计、合成、获取、使用核生化导武器的门槛；设计网络武器，通过自 动挖掘与利用漏洞等方式，对广泛潜在目标发起网络攻击。 3.2.3 认知域安全风险 （a）加剧 “信息茧房” 效应风险。人工智能将广泛应用于定制化的信息 服务，收集用户信息，分析用户类型、需求、意图、喜好、行为习惯，甚至特

com/Phoenix-Project-DevOps-Helping-Business/dp/0988262509/[2] The Three Ways: The Principles Underpinning DevOps, Gene Kim, http://itrevolution.com/the-three-ways- principles-underpinning-devops/

Schwartz “Mark Schwartz is a rare combination: a deep thinker who has also applied lean, Agile, and DevOps principles at the highest level, leading an extraordinary Agile transformation in the US Federal Mark’s thorough analysis will prove invaluable to leaders who must execute it.” – Jez Humble, CTO, DevOps Research & Assessment, LLC A Few Themes Getting in Our Own Way: First, that we have locked ourselves to speed up its inspecting and adapting process to maximize its impact. Continuous Delivery and DevOps place the entire value stream in the hands of that small team so that it can optimize the whole

Radar 1 Lisa Zentz Likeable Business (book review) 0 Mike Ballou Pomodoro Technique 4 Steve Barr DevOps: A Horse's Perspective 1 Kyle Baardson Scrum - Doing Twice the Work, in Half the Time 1 Nick Tuck Mark Roth Release It (Agile Book Review!) 1 Agile Transformation Agility Health Radar 1 Steve Barr DevOps: A Horse's Perspective 1 Kyle Baardson Scrum - Doing Twice the Work, in Half the Time 1 Barry Gastrock

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 3.1. 变量与可变性 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 4.2. 引用与借用 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132 7.2. 定义模块来控制作用域与私有性 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .