leadership, a well-informed program office, and a cohesive and committed government and contractor team, Agile could enable the DoD to deliver IT capabilities faster and more effectively than traditional 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 practices and lessons learned by these early Agile adopters execution will take time, trial and error, and shaping of processes, policies, and culture, but with support from oversight and process owners can reach the full potential of Agile development. Agile Acquisition

CREATION OF DEV, TEST, AND PRODUCTION ENVRIONMENTS i. Major contributing cause of issues stems from releases representing the first time we see how an application behaves in a production-like environment ii documentation, procedures, etc. 7. Application 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 Routinely kill and replace production instances v. Keep developers’ environments most current e. MODIFY OUR DEFINITION OF DEVELOPMENT “DONE” TO INCLUDE RUNNNING IN PRODUCTION-LIKE ENVIRONMENTS i. In

1800 1900 2000 Printing Press Steam Engines Telegraph Electrification Mass Steel Production Mass Production & Assembly Lines Internal Combustion Engine Flight Synthetic Fertilizer Transistors autonomous robotic vacuum cleaner that can navigate homes, is launched 10/05: A Stanford team build a driverless car named Stanley; it completes a 132-mile course, winning the DARPA AI and robotics to free humanity from menial repetitive work and to dramatically increase the production of goods and services could presage an era of peace and plenty. The capacity to accelerate scientific

equipment for monitoring 1. Create telemetry in application & environments (to include production, pre-production, and CD pipeline) iii. Ian Malpass, Etsy – “If Engineering at Etsy has a religion, it’s the systems being monitored.” c. CREATE APPLICATION LOGGING TELEMETRY THAT HELPS PRODUCTION i. Dev & Ops create production telemetry as part of their daily workii. If it was important enough for an engineer engineer to implement, it is certainly important enough to generate enough production telemetry so that we can confirm that is it operating as designed and outcomes are being achieved. iii. Logging Levels

that has functional capabilities (how it is used today) but also latent capabilities (how it will support future agility and how it will offer options in the future). Build Versus Buy: In a world where passes its tests; that is a yes-or-no question independent of quality.  Once the feature is in production, we can assess its quality based on its fit to need, or perhaps its actual success in accomplishing simply an efficient process we use to select among alternatives. Shadow IT Agile ways of working support a community approach to IT, where IT leaders achieve their objectives by mobilizing the skills and

get my products into production.  Thought I would get over there fix “their” problems.  Discovered, multiple teams involved in snowflake environment support.  The practice team wasn’t the same as the the game time team.  Segregated technical and business functions  Development  Operations (Operational Waterfall)  Infrastructure Ops  Product Ops  Product Management  Every technology under scripts, etc.) Infrastructure as Code  Turned over repeatable and automatable tasks to the product team wherever possible. Control our destiny  Started to engineer solutions for issues related to product

operations and automation forward by “light-years” and had performed huge number of production deployments. g. INJECT PRODUCTION FAILURES TO ENABLE RESILIENCE AND LEARNING i. Crumple zones in cars – build in issues away from critical areas. ii. Michael 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 CHOICES HELP ACHIEVE ORGANIZATIONAL GOALS i. Balance team productivity against organizational goals; let operations influence components used in production or have the ability to not be responsible for unsupported

Research Team advances the foundations of AI, developing new models and capabilities. Our Applied Team turns those models into products, like ChatGPT Enterprise and our API. And our Deployment Team takes These evals—and others—gave Morgan Stanley the confidence to start rolling the use cases 
 into production. 6 AI in the EnterpriseHow it’s going Today, 98% of Morgan Stanley advisors use OpenAI every explains why a candidate’s background or previous work experience makes the job 
 a good fit. The Indeed team tested the previous job matching engine against the GPT-powered version with the new, customized

gives that small team ways 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 can optimize the whole – a term of art in lean thinking – and be empowered as a team to own the entire value delivery process. Brining Lean Principles to Software Development: Kanban am satisfied with its plan. I might ask these questions when I review a team’s plans:  What are the business outcomes the team is trying to achieve? What kinds of activities do they think will achieve

TVM community and contribute new infrastructure and features. octom|.ai @octoml Q octoML Founding Team - The Octonauts - 四人全外日 Luis Ceze Jason Knight Tianqi Infrastructure Improvements to TVM o_uTVM: support for microcontrollers in TVM o_ Virtual Machine and dynamic NNs support (w/ AWS folks) o_ Improved NLP support, with focus on transformers QQ octoML Core loops e Support for different integer division modes, floor division and truncating division. e Unified Object and Node system for TVM runtime o Lays groundwork forimproved multi-language support for expPosing