depart” o “when a social norm collides with a market norm, the social norm goes away for a long time. In other words, social relationships are not easy to reestablish”  Experiment: Daycare Late Pickup treatment, but it can help push us in the right direction.”  Agile tie-in: Scrum and the use of time boxes The High Price of Ownership – Why We Overvalue What We Have  Example: Duke basketball tickets from each tent must check in, else your tent moves to the back of the line, 48 hours before game time, when air horn sounds every study must check in  Experiment: What would the students who have a

impediments, criticism, and abuse. I have so much fun working alongside you.” – Mark Schwartz Last Time in Part One Planning: The idea that we should make a plan and then stick to it is a terrible idea problem.  if we mandate that projects reuse code whenever possible, each project may have to spend time searching archives of available code to find something that is a near fit, and then deal with the intangible, latent capabilities—potential that is, for the moment, hidden.  The EA asset evolves over time through incremental investments.  Managing the EA asset is an art, just as all strategic management

Mark Schwartz “Courage, I say, is the value most needed by Agile IT leaders.” – Mark Schwartz Last Time in Part 2 Enterprise Architecture: The job of IT leaders is not to execute projects on behalf of  This, as we know, is based on the outdated idea that we define the scope of the system ahead of time and keep working until we deliver it. That is precisely what we do not do in an Agile approach. In the Waterfall, 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

critical systems ii. Simulate and rehearse accidents for practice 1. Schedule the event 2. Give teams time to prepare, make changes, and establish procedures 3. Execute iii. Expose latent defects in the marked channel provides safe, supported passage 2. You can go beyond the buoys, if you follow organizational principles 4. Ch. 21 – Reserve Time to Create Organizational Learning and Improvementa. Toyota Toyota Production System has 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

organizational goals 2. Ch. 14 – Create Telemetry to Enable Seeing and Solving Problems a. Fact – Things will go wrong in Operations! i. 2001 Microsoft Operation Framework study found the best-performing organization easy…We enable engineers to track what they need to track, at the drop of a hat, without requiring time-sucking configuration changes or complicated processes.” iv. 2015 State of DevOps Report – high Delays 12. Backup success/failure d. USE TELEMETRY TO GUIDE PROBLEM-SOLVING i. Don’t practice “Mean Time until Declared Innocent” – culture of blame encourages limited documentation, hiding telemetry, deflection

/etc/pki/ca-trust/extracted/pem/tls-ca-bundle.pem ②安装k8s二进制组件 #使用aliyun的源（如果用的是RHEL8系列的系统，也是用的el7的仓库源，因为 k8s组件是用go语言写的，直接二进制文件就可用，不需要特殊的库依赖，于是 和系统弱相关，8或9系列的系统也直接可用这些rpm软件） # cat >> /etc/yum.repos.d/k8s-ali.repo <go1.20.8", Compiler:"gc", Pla�orm:"linux/amd64"} # kubeadm config images list #查看k8s其他组件的docker镜像名，默认用 kube-flannel-ds-24�m -n kube-system I0430 11:16:34.505952 1 main.go:518] Determining IP address of default interface E0430 11:16:34.506062 1 main.go:204] Failed to find any valid interface to use: failed

uncertainty and 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 Because this usually takes a while, the first release of the new system doesn’t come for quite some time, which works against the Agile principle of delivering value quickly and frequently. Legacy modernizations

import time print("当前时间戳",time.time()) print(type(time.time())) ②时间结构体，有9个字段 import time localtime=time.localtime(time.time()) print(localtime) print(type(localtime)) #结果如下 time.struct_time(tm_year=2022 tm_yday=95, tm_isdst=0) time.struct_time'> ③格式化时间 import time print(time.strftime("%Y-%m-%d %H:%M:%S",time.localtime())) print(time.strftime("%a %b %d %H:%M:%S %Y",time.localtime())) # %a表示周几 import time print(time.ctime(time.time())) print(time.asctime(time.localtime())) #同 time.ctime() #日期就一个 5 ④时间字符串转为时间结构体 import time timestr="Tue Apr 05 22:22:15 2022" t=time.strptime(timestr

repetition and practice is the prerequisite to mastery. The outcomes of the Third Way include allocating time for the improvement of daily work, creating rituals that reward the team for taking risks, and introducing “The wait time is the ‘percentage of time busy’ divided by the ‘percentage of time idle.’ In other words, if a resource is fifty percent busy, then it’s fifty percent idle. The wait time is fifty percent unit of time. Let’s call it one hour. So, on average, our task would wait in the queue for one hour before it gets worked. On the other hand, if a resource is ninety percent busy, the wait time is ‘ninety

frequent) ii. Code and change deployment lead time (two hundred times faster) iii. Production deployments (sixty times higher change success rate) iv. Mean time to restore service (168 times faster) 4. Handbook xxi 5. PART I—THE THREE WAYS 1 a. Introduction i. THE LEAN MOVEMENT 1. manufacturing lead time required to convert raw materials into finished goods was the best predictor of quality, customer stay the same—due to chaos and entropy, processes actually degrade over time. 2. We improve daily work by explicitly reserving time to pay down technical debt, fix defects, and refactor and improve problematic