piling up at the bottleneck.” Resource Utilization “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 if a resource is ninety percent busy, the wait time is ‘ninety percent divided by ten percent’, or nine hours. In other words, our task would wait in queue nine times longer than if the resource were of the time, the tasks would spend in queue a total of nine hours time the seven steps…” Change Control  “We need to tighten up our change controls… what’s preventing us from getting there?”  “That

kubeadm init --config /etc/kubeadm-init.yaml #初始化集群 当出现Your Kubernetes control-plane has ini�alized successfully!这行时说明初始化 k8s成功了 记住最后2行命令，是用来让node结点加入集群的命令（含token） ★第2章、部署k8s版本>=1 kubeadm init --config /etc/kubeadm-init.yaml #初始化集群 当出现Your Kubernetes control-plane has ini�alized successfully!这行时说明初始化 k8s成功了 记住最后2行命令，是用来让node结点加入集群的命令（含token） ★附、crictl命令 v3.26.1/manifests/custom- resources.yaml #创建控制器 Install the Tigera Calico operator and custom resource defini�ons # kubectl create -f �gera-operator.yaml #如果需要更改镜像，可编辑此 文件 # more

environments matched Prod. They fixed forward, but changes not put back into version control. Focused on version control and automated environment creation – time reduced from 8 weeks to 1 day b. ENABLE system are shared in a version control repository ii. Version control is for everyone in the value stream iii. Everything, everything, everything is checked into version control 1. Application code & dependencies includes pre-production and build processes 9. Tools iv. 2014 State of DevOps Report – use of version control by Ops was the highest predictor of both IT performance & organizational performance d. MAKE INFRASTRUCTURE

dominated the IT world because it appears to offer predictability, control, and efficiency, the key values of the contractor-control model. But it doesn’t. Requirements: Requirements are a way of controlling 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 and adding bureaucratic waste: exceptions project sponsors (1) developing a formal proposal that incorporates estimated benefits, risks, and resource requirements and (2) submitting the proposal to decision makers who select preferred investments

advance, and that we have a way to (try to) control them.  The relationship between uncertainty, risk, and change is far too complicated for such control when delivering IT systems, where complexity silos in a way that values skills and contributions. Shadow IT—rogue IT, IT that is out of the control of the IT organization. It is what has saved IT up to this point. It is a powerful phenomenon that that we have not yet learned to take advantage of, caught up as we are in the contractor-control model of IT. Shadow IT is what happens when the IT organization is unable to meet the needs of a part of

TESTING INTO OUR RELEASE i. A/B testing requires fast CD to support ii. Use feature toggles to control experiments, cohort creation, etc. iii. Use telemetry to measure outcomes iv. Etsy open-sourced trading loss ii. Counterfactual Narratives 1. Accident due to change control failure – seems valid since we can imagine better control practices could have detected the risk earlier prevent the issue or valid since better testing practices could have mitigated iii. In low-trust, command & control cultures, change control often results in worse outcomes d. POTENTIAL DANGERS OF “OVERLY CONTROLLING CHANGES”

integrity and code signing – all contributors should have their own key and sign all commits to version control. All created packages should be signed and hash recorded for auditing h. ENSURE SECURITY OF OUR types of test code) 4. Ensure every CI process is in an isolated container 5. Make the version control credentials of the CI system read-only 3. Ch. 23 – Protecting the Deployment Pipeline a. INTEGRATE demonstrate high success rates and low MTTR iii. Link and provide traceability from planning to version control to production implementation for visibility and auditing c. WHAT TO DO WHEN CHANGES ARE CATEGORIZED

fail to comprehend. We usually think of ourselves as sitting in the driver’s seat, with ultimate control over the decisions we make and the direction our life takes; but alas, this perception has more negotiation, monetary bonuses vs. recognition and appreciation The Problem of Procrastination and Self-Control – Why We Can’t Make Ourselves Do What We Want to Do  Example: Vehicle Maintenance, E-mail  Experiment:

as Code  Turned over repeatable and automatable tasks to the product team wherever possible. Control our destiny  Started to engineer solutions for issues related to product configuration and deployment

develop and field in the next few releases.  DON’T make detailed plans beyond a program’s ability to control or accurately predict future circumstances o Agile methodology does not force programs to establish