up-front analysis and centralized planning that could then be used to set boundaries for developers when they began a project. In other words, a vehicle for control. But standardization also imposes costs 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, we arrive at an asset that enables the enterprise has a robust, automated regression test suite, so that new development does not cause expensive break-fix activity.  It has good monitoring tools in place.  It is coded in a way that resists hard-to-find

#查看版本 ★第3章、基础语法 ★保留字（关键字） True False None as nonlocal and exec not assert finally or break for pass class from print con�nue global raise def if return del import try elif in while else ★循环语句 ① for循环 for i in xx : # xx为可遍历的数据，如list,tuple,bytes,bytearray break #跳出当前循环，跳出for #使用索引： for i in range(10) : #生成10个数，从0开始，0到9 #从1开始，步长为2，即1，3，5，7 ②while循环 while 判断 : 循环体 con�nue #con�nue跳过剩下的循环体，进入下一轮loop，break 跳出整个循环 ★整除 在python 2中，/ 如果参与运算的数为int，就是整除，只取整数 如果 /参与运算的数为float，则返回float，不再是整数 在python

imagined rather than the system that actually exists 4. Focus on – “Why did it make sense to me when I took that action?” 5. Brainstorm on real, implementable countermeasures – not Be more Careful resolving problems, decrease the threshold of a problem definition to keep learning and improving ii. Continue to amplify signals to help avert the next catastrophe iii. Michael Roberto, Richard M.J. Bohmer 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 organizational learning was enabled and accumulated ii. Public knowledge

on the task until the Pomodoro rings 4. When the Pomodoro rings, put a checkmark on a paper 5. Take a short break 6. Every 4 Pomodoros, take a longer break What does this buy me? 1. Find out how much behavioral science examining connections between satisfaction and daily activities. A flow state ensues when one is engaged in self-controlled, goal-related, meaningful actions. Data regarding flow were collected

treat servers like pets: “You name them and when they get sick, you nurse them back tohealth. [Now] servers are [treated] like cattle. You number them and when they get sick, you shoot them.” iii. Ensure automated tests to validate deployable state 2. Culture that “stops the entire production line” when validation tests fail 3. Developers working in small batches on trunk rather than long-lived feature ii. Later stages require more scarce and complex environment to detect and reproduce issues iii. When an error is found, create a test in an earlier, faster stage to detect the error iv. Ideal vs. Non-Ideal

buying a product off the shelf. But when we view IT capabilities as being in a continuous state of transformation, when we see them as tightly integrated into an EA, and when we realize that the costs and to begin from strategic objectives and produce investment themes that accomplish those objectives. When combined with Agile and Lean practices, this approach can focus IT planning, reduce risk, eliminate  The relationship between uncertainty, risk, and change is far too complicated for such control when delivering IT systems, where complexity is overwhelming and the number of potential failure modes

strengthen teaming arrangements.  Ensure that once a clear architecture is in place, systems engineers continue to refine it as they learn more from the development sprints and releases. Cost Estimation 

risk. What I call the “contractor-control paradigm” – is really about trying to make risk go away, when risk really the essence of what we do. Complex Adaptive Systems: Fourth and last, that the business follow a plan when you are hiring them to use their brains to figure out how to do things best?  What is the value of adhering to a plan that was made at the beginning of a project, when uncertainty uncertainty was greatest? Business value is destroyed only when we substitute extensive planning for execution and when we substitute execution according to plan for thinking and adapting. A Better Way to Plan:

a. USE MEANS AND STANDARD DEVIATIONS TO DETECT POTENTIAL PROBLEMS i. Easy to filter to identify when a metric is significantly different from its norm. ii. Minimizing false positive is critical to prevent confirmation 3. For each metric, configure alerts when metric deviates significantly from mean 4. Repeat for weaker signals c. PROBLEMS THAT ARISE WHEN OUR TELEMETRY DATA HAS NON-GAUSSIAN DISTRIBUTION proper balance between fixing production issues and new features development – feature is only “done” when it’s performing as expected in production c. HAVE DEVELOPERS FOLLOW WORK DOWNSTREAM i. Contextual

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 through the entire manufacturing plant. The result is long lead times and poor quality 3. Consider when we have an annual schedule for software releases, where an entire year’s worth of code that Development department as possible c. Gary Gruver observes, “It’s impossible for a developer to learn anything when someone yells at them for something they broke six months ago—that’s why we need to provide feedback