The DevOps Handbook – Part 3 The 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 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

manufacturing plant work than he ever imagined. With the clock ticking, Bill must organize work flow streamline interdepartmental communications, and effectively serve the other business functions at centers, never allowing local optimization to create global degradation, always seeking to increase flow, and always seeking to achieve profound understanding of the system (as per Deming). The Second Way 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

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”

use e. DESIGN FOR OPERATIONS THROUGH CODIFIED NON-FUNCTIONAL REQUIREMENTS i. Designing for fast flow, deployability, and operations will derive NFRs. Codify these into the tests and pipeline f. BUILD 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

Pomodoro is a technique for increasing productivity and focus by getting yourself into a state a Flow. Basic requirements ① A kitchen timer ② A short to-do list [2] ③ A little discipline [2] • Turn timetable according to your to-dos, to your time, or even to the seasonWhy does this work? (Theory) Flow: The Psychology of Optimal Experience by Mihaly Csikszentmihalyi [3] From Amazon.com Psychologist revealed that what makes an experience genuinely satisfying is a state of consciousness called flow. During flow, people typically experience deep enjoyment, creativity, and a total involvement with life

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 technology and manufacturing value 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 to creating smooth and fast flow is performing work in small batch sizes. 2. Large batch sizes result in skyrocketing levels of WIP and high levels of variability in flow that cascade through the entire

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

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 csi-node-driver-fn7zd 2/2 Running 2 (10m ago) 11m # Remove the taints on the control plane so that you can schedule pods on it. # kubectl describe node master1.cof-lee.com | grep

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 nevertheless gives all stakeholders good insight into the status of the initiative. It allows me to have control—or at least influence—over the direction of the initiative. It is based on a positive, supportive

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: