single page apps for offline support Putting Performance Best Practices Together to Create the Perfect SPA by Chris Love (Love2Dev) @ChrisLove http://www.slideshare.net/docluv/putting-performance-bes Separate deployment from release  Automate everything  Trust your tests  Conversations are way better than project proposals  Start small, be brave quickly  Seize opportunitiesGreat, you're now a software Mikey Dickerson (Federal Government | United States Digital Services Team)  The more simple, the better off you are  Agile is tactic not religious credo  You have to make it easy for people who have

at USCIS. In this book, he shows how modern IT leaders succeed by driving business outcomes rather than operating an order-taking function. This shift in organizational mindset is critical to any successful Paragraph: Agile thinking simply says that we should empower small teams to inspect and adapt rather than stick to a plan. Lean thinking gives that small team ways to speed up its inspecting and adapting could be spending less, or if a marginal dollar of unplanned spend will bring a return of much more than a dollar?  What is the value of telling knowledge workers to follow a plan when you are hiring

Operations! i. 2001 Microsoft Operation Framework study found the best-performing organization were better at diagnosing & fixing service incidents. 1. “Culture of Causality” 2. Used disciplined approach or complicated processes.” iv. 2015 State of DevOps Report – high performers had MTTR 168x faster than low performers b. CREATE OUR CENTRALIZED TELEMETRY INFRASTRUCTURE i. Remove the silos of information – “Monitoring is so important that our monitoring systems need to be more available and scalable than the systems being monitored.” c. CREATE APPLICATION LOGGING TELEMETRY THAT HELPS PRODUCTION i. Dev

modernizing the company’s IT systems makes Fowler’s strangler pattern into an IT strategy rather than just a coding tactic. If you missed last month, you can find this on the Agile4Defense GitHub page enough fit.I don’t mean that standards are bad. Let’s just agree that they might be overrated. A Better Way – Treat IT as an Enterprise Asset (EA): When we add all of our current IT capabilities together that we mold and polish.  If it is built as a collection of individual products, it is lumpy rather than smooth. The products don’t quite fit together; they have excess capabilities that we don’t really

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 make “wrong” in an Agile approach.  Instead, we focus on reducing the risk of deploying functionality later than “as soon as possible.” We deploy small value-adding chunks, continuously.  In the Waterfall, we we were worried about getting FOC delivered soon;  With an Agile approach, we go this one better—we make sure that we deliver each individual piece of functionality soon.  If it becomes truly necessary

responses to incidents 1. Impede safety 2. Promote fear over mindfulness 3. Create bureaucracy rather than carefulness 4. Cultivate secrecy, evasion, and self-protection ii. Dr. Sidney Dekkar – Bad Apple have” a. These are counterfactual statements b. Frames the problem as the system as imagined rather than the system that actually exists 4. Focus on – “Why did it make sense to me when I took that action e. DECREASE INCIDENT TOLERANCES TO FIND EVER-WEAKER FAILURE SIGNALS i. As the organization gets better at finding and resolving problems, decrease the threshold of a problem definition to keep learning

Solaris, Windows, Linux  Apache, IIS, TCServer, etc.  Oracle, DB2, SQL Server  How we got better  We read and we studied.  Created a self-improvement project  2 week iterations, planning and team with the production support team.  Operations becomes familiar with new features in QA, rather than in front of and with the customer – shorter feedback loop  More opportunities to fail, iterate continuously. Steve Barr steve.barr@csgi.com @srbarr1 Overall Quality improvements, “it” goes in better, and with less issues.  Maintenance window changed from once a week to everyday  Expanded Sphere

organizational performance d. MAKE INFRASTRUCTURE EASIER TO REBUILD THAN TO REPAIR i. Quickly building enables quickly re-creating on demand rather than repairing ii. Bill Baker, Microsoft distinguished engineer production line” when validation tests fail 3. Developers working in small batches on trunk rather than long-lived feature branches f. BUILD A FAST AND RELIABLE AUTOMATED VALIDATION TEST SUITE i. Slow the deployment pipeline iii. Creating performance testing environments can easily be more complex than the application itself iv. Log performance results and evaluate compared to previous results l

understanding of the desired functions. They offer a far more dynamic approach to managing requirements than large requirements documents.  DON’T treat planning as a one-time up front activity o In lieu of undergoes refinement to create detailed release and sprint-level estimates as requirements become better defined. The fidelity of the cost estimate increases once a development team is established to help

often hoard information, withhold it for political reasons, or distort it to make themselves look better. Failure is often hidden. b. Bureaucratic organizations are characterized by rules and processes mercy. c. Generative organizations are characterized by actively seeking and sharing information to better enable the organization to achieve its mission. Responsibilities are shared throughout the value TEAM i. Reduces costs compared to embedded operations d. INTEGRATE OPS INTO DEV RITUALS i. Help better understand development culture. ii. Radiate operational concerns into the product or service teams