The Phoenix Project - Book Review Plot Summary [1] Bill is an IT manager at Parts Unlimited. It's Tuesday morning and on his drive into the office, Bill gets a call from the CEO. The company's new new IT initiative, code named Phoenix Project, is critical to the future of Parts Unlimited, but the project is massively over budget and very late. The CEO wants Bill to report directly to him and fix and agreed to by proper stakeholders. Attributions [1] Amazon, http://www.amazon.com/Phoenix-Project-DevOps-Helping-Business/dp/0988262509/[2] The Three Ways: The Principles Underpinning DevOps, Gene

Open Discussion on Project Planning Planning in an Agile Environment Key Tenets  Planning should focus strongly on the near term  Eliminate waste caused by planning for eventualities that never come

File → Se�ngs → Editor → Inspec�ons → Proofreading → Type 取消勾选 ★设置项目的python解释器 File → Se�ngs → Project: xxx →Python Interpreter → 右 侧 选 择 目 标 python解释器 ★关闭双击shi�全局搜索功能 有时我们使用shi�切换输入法，若不小心按的次数多了（按2次shi� Editor → File Encodeings → 右侧的“Global Encoding”设 置目标字符编码，默认UTF-8 ★pycharm安装模块 File → Se�ngs → Project: xxx →Python Interpreter → 右 侧 选 择 目 标 python解释器，再点击下面的+加号 ★第2章、Centos7源码安装python3 Centos7默认自带python2 #返回3 ★二维list 直接定义： matrix = [[0, 0, 0], [0, 0, 0], [0, 0, 0]] 间接定义： matrix = [[0 for i in range(3)] for i in range(4)] # 4个 小list，每小list为3元素 print(matrix) matrix = [0 for _ in range(10)] #

要求docker<=20.10 k8s 1.24及之后版本： kubelet→cri-containerd→containerd→runC 后来cri-containerd重构进containerd中（CRI Plugin），合为一个containerd进程 默认调用的cri-socket： unix:///var/run/containerd/containerd.sock 本小节讲解k8s v1 sandbox_image = "cof-lee.com:5443/k8s/pause:3.9" #和k8s需要的pause镜 像版本保持一致 #如果要启用CRI-Plugin，注释掉其中的 disabled_plugins = ["cri"] #再重启containerd即可有 unix:///run/containerd/containerd.sock 接口 #信 Oct 19 16:53 test-chart-1.0.2.tgz ★上传chart包到harbor（未测试成功） 首先要安装helm-push插件，在线安装方式： helm plugin install h�ps://github.com/chartmuseum/helm-push 离线安装方式： # helm env | grep HELM_PLUGINS

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 by:  limiting agility possible solutions to a 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 IT shares the traditional view of governance.  The basics of the [governance] process involve project sponsors (1) developing a formal proposal that incorporates estimated benefits, risks, and resource

is getting in our way as we try to become Agile. This frame of reference includes the notions of project, systems, application, investment, architecture, skill set, and accountability. We have, to be honest of the term – the Enterprise Architecture. The asset view of IT will substitute for the outdated project view in my vision for what IT leadership must become. Uncertainty and Risk: Third, underlying all do things best?  What is the value of adhering to a plan that was made at the beginning of a project, when uncertainty was greatest? Business value is destroyed only when we substitute extensive planning

Versus Buy: In a world where IT capabilities were delivered as a single “product” at the end of a project, a “product” that then only required a bit of maintenance now and then, the economics of IT delivery uncertainties are not small potential deviations from the initial plan—they are the very substance of the project. The Agile way to deal with uncertainty is to create options and then “buy” information to more worried about the schedule for delivering what they think of as FOC. The perceived risk is that the project will be “finished” late.  This, as we know, is based on the outdated idea that we define the scope

Oracle, DB2, SQL Server  How we got better  We read and we studied.  Created a self-improvement project  2 week iterations, planning and demos  Put everything into a repository (configurations, scripts Releases through Build, Test, and Deployment Automation, Jez Humble and David Farley  The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win, Gene Kim, Kevin Behr, and George Spafford

scripts & creation tools 3. DB scripts and reference data 4. Containers 5. Automated tests 6. Project artifacts – documentation, procedures, etc. 7. Application configuration files 8. This also includes productivity – everyone works in common area, simpler commits, but each commit can break the entire project ii. When merging is difficult, less able to refactor due to potential rework and merge problems

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 company