Planning DOs and DON’Ts  DO establish some high-level planning, requirements, processes, and structure; however, activities focus on what teams can develop and field in the next few releases.  DON’T the cost estimate increases once a development team is established to help estimate the level of work for each requirement (i.e., as translated into user stories)

short lead times was small batch sizes of work b. Agile, Continuous Delivery, and the Three Ways 7 c. The First Way: The Principles of Flow 15 i. MAKE OUR WORK VISIBLE 1. A significant difference between that our work is invisible. Unlike 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 in queues and making it visible, all stakeholders can more easily prioritize work in the context of global goals. ii. REDUCE BATCH SIZES1. Another key

check iden�fied no issues (0 silenced). You have 18 unapplied migra�on(s). Your project may not work properly un�l you apply the migra�ons for app(s): admin, auth, conten�ypes, sessions. Run 'python main() ★实例化mul�processing.Process类-调用外部函数 import multiprocessing import os import time def work_func(): res = 0 for i in range(100000000): res *= i def main(): process_list cpu_count(), "核") start = time.time() for i in range(4): p = multiprocessing.Process(target=work_func) # 创建一个进程，将目标函数放入 process_list.append(p) p.start() for p in process_list:

rapidly spread learning throughout the organization 2. Ch. 19 – Enable and Inject Learning into Daily Work a. Complex systems are impossible to predict for all outcomes i. Dr. Steven Spear - resilient organizations their chatrooms 1. Everyone saw everything that was happening 2. New 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 i. Goal – make recurring work as repeatable and deterministic as possible; standardize and automate (rinse and repeat) ii. Collectively define handoffs, for non-automated work, as clearly as possible

Three Ways, Bill starts to see that IT work has more in common with manufacturing plant work than he ever imagined. With the clock ticking, Bill must organize work flow streamline interdepartmental communications the performance of a specific silo of work or department. The outcomes of putting the First Way into practice include never passing a known defect to downstream work centers, never allowing local optimization for the improvement of daily work, creating rituals that reward the team for taking risks, and introducing faults into the system to increase resilience. Four Types of Work 1. Business projects 2. IT

ii. Use for fact-based problem-solving e. ENABLE CREATION OF PRODUCTION METRICS AS PART OF DAILY WORK i. Create infrastructure to make it easy for Dev or Ops to create telemetry for functions built likely a vanity metric. 4. Reinforces that analyzing customer usage is part of daily work and helps understand how work contributes to organizational goals iii. Infrastructure Metrics 1. Quickly determine DUTIES WITH OPS i. Complex systems will inevitably have unexpected problems ii. Prevent upstream work from locally optimizing at the expense of the entire value stream – Everyone (development, managers

First Way – The Technical Practices of Flow 1. Introduction a. Goal – Enable & sustain fast flow of work by implementing continuous delivery i. Create the foundation of our deployment pipeline ii. Enabling Deployment Pipeline a. Enterprise Data Warehouse program by Em Campbell-Pretty - $200M, All streams of work were significantly behind schedule. Surprising discovery: only 50% of the source code in Dev/Test effect – lose the ability to learn from mistakes and diminish integrating that learning into future work d. Google Web Server (GWS) team was struggling with changes – Hard line: no changes would be accepted

https://git.io/JeaO2 Risk The presence of uncertainty is the simple reason why Agile approaches work better than plan-driven approaches—it is also the reason why a good IT leader will often have to Agile world; it is a kind of feedback cycle that lets us make good decisions in the normal course of work.  Let’s say that we are deciding between two different open source products for building a piece mobilizing the skills and passions of a broad community and encourage the members of that community to work together across organizational silos in a way that values skills and contributions. Shadow IT—rogue

context of that intent.  How will the team determine the specific requirements—that is, determine what work they will do? Note that I am not asking what the requirements are, but rather how the team will discover 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 the team communicate? How do they plan to retrospect and that they are committed to continuous improvement.  How will the team seek feedback on its work? How will it solicit feedback and guidance from management? How frequently will it engage management

decision could be adjusted. We would manage risk by only committing resources to the smallest piece of work that would give us such useful learning.  we would gauge progress by seeing operational results tentative for the long term.  Then I need to know what its high-level budget is for that future work.  By comparing these two things—roadmap and budget—I can decide whether the business case for the practices. Daily standups and burndown charts give the team rapid feedback on whether it will finish the work of the sprint on time. Sprint reviews provide frequent feedback from stakeholders. And my two-week