are, but rather how the team will discover them. I want to make sure the team has a good basis for making value decisions.  How is the team planning to work together? What skills are on the team? How will value this way, rather than other ways.” Really, a requirement is a constraint masquerading as a decision.  What we have traditionally called a requirement may better be thought of as a hypothesis.  that would add business value.  The best framework I have found for working with desired outcomes as requirements is Gojko Adzic’s Impact Mapping: Making a Big Impact with Software Products and Projects

resilient organizations are “skilled at detecting problems, solving them, and multiplying the effect by making the solutions available throughout the organization.” They are self-healing ii. Netflix – April “mistakes in a way that focuses on the situational aspects of a failure’s mechanism and the decision- making process of individuals proximate to the failure.” – John Allspaw ii. Blameless Post-Mortem Created platform addressing bulk of compliance concerns driven by ATO requirements 2. Automating framework for generation of system security plans j. INTEGRATE INFORMATION SECURITY INTO PRODUCTION TELEMETRY

that in every case under the sun, in any example one can imagine, when rational human beings are making decisions, if an IT product can be acquired “off the shelf,” it is better to do so than to build incorporates estimated benefits, risks, and resource requirements and (2) submitting the proposal to decision makers who select preferred investments from the proposals ... the first question to be answered Mark’s reality check: I imagine a sort of Star Chamber—a dimly lit group of serious, hooded faces (“decision makers”) seated around a table, passing judgment on each “formal proposal” presented to them. That

of not having chosen a path that would have turned out to be more profitable.  As an IT leader making decisions under conditions of tremendous uncertainty, your choices will often turn out to be wrong but do we mean spare-no-expense-best-in- class? Probably not that, either.  We are constantly making quality decisions, especially in a Continuous Delivery model, as we decide whether the quality of system and do not know enough of their impacts to make the choice. In the old-school way of making the decision, we would do research, debate the choice, maybe do a proof of concept.  In our new world

in front of constrained work centers. 2. By putting all work for each work center in queues and making it visible, all stakeholders can more easily prioritize work in the context of global goals. likelihood of future failures. The effectiveness of approval processes decreases as we push decision-making further away from where the work is performed. 2. Examples of ineffective quality controls include: the organizations they lead. In other words, leaders lead by “making all the right decisions.” 2. Greatness is not achieved by leaders making all the right decisions—instead, the leader’s role is to create

this less formal approach does not equate to less rigor. Instead, greater frequency allows key decision makers and other stakeholders to become more familiar and comfortable with processes in the Agile

application code iv. By separating the actions, release becomes a business decisions, not a technical decision v. Environment-based Release Pattern – multiple environments available, only one is receiving

and Solving Problems a. Fact – Things will go wrong in Operations! i. 2001 Microsoft Operation Framework study found the best-performing organization were better at diagnosing & fixing service incidents creation, etc. iii. Use telemetry to measure outcomes iv. Etsy open-sourced their experimentation framework – Feature API e. INTEGRATE A/B TESTING INTO OUR FEATURE PLANNING i. Product owners should consider

A “world-class” education system from preschool through college; 2. A “prosperous economy”; 3. Making Washington a national leader in sustainable energy and a clean environment; 4. Healthy and safe

Blue – green deployments  Combining DevOps Scrum – planning, standups, boards, and backlogs  Making work visible (it’s still hidden)  Poor measurements, velocity, capacity, etc.  Still not widely