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 are “skilled the tools that we gave them.” 2. Accidents are due to the inevitable design problems in complex systems that we build; they are system problems – not individual problems iii. Effective practices 1. Business Review): organizations are typically structured as:1. Standardized Model – where routine and systems govern everything; including strict compliance with budget and schedule 2. Experimental Model –

Way: The Principles of Feedback 27 i. KEEP PUSHING QUALITY CLOSER TO THE SOURCE 1. In complex systems, adding more inspection steps and approval processes actually increases the likelihood of future organization c. Most admired DevOps organizations and successful 2015 IPO. b. CONSIDER BOTH SYSTEMS OF RECORD AND SYSTEMS OF ENGAGEMENT i. Gartner Bi-modal IT 1. Type 1 – System of Record – “Doing it right” production environment and ensuring service levels are met v. Infosec – team responsible for securing systems and data vi. Release Managers – the people responsible for coordinating the production deployment

exactly what IT leaders must avoid; continuously transforming and modernizing the company’s IT systems makes Fowler’s strangler pattern into an IT strategy rather than just a coding tactic. If you missed planning, and cost reduction. It documented as-is and to-be architectures, demonstrated alignment of systems with business needs, and did the “rigorous” up-front analysis and centralized planning that could Changed in a way that now favors “building” over “buying.” There are now ways of custom-developing systems that preserve many of the advantages of buying off the shelf.  The risk of developing a system

Adrian Cockcraft – “Monitoring is so important that our monitoring systems need to be more available and scalable than the systems being monitored.” c. CREATE APPLICATION LOGGING TELEMETRY THAT HELPS Blue- Green, Canary release patterns b. DEV SHARES PAGER ROTATION DUTIES WITH OPS i. Complex systems will inevitably have unexpected problems ii. Prevent upstream work from locally optimizing at the that enable change implementers to fully own the quality of their change ii. Create ever-safer systems of work iii. John Allspaw – A newly hired junior engineer asked permission to deploy a small HTML

leaders must encourage systems engineers to engage developers, testers, users, and other stakeholders in their disciplined engineering processes. (No ivory towers) While Agile systems engineering involves collaboration and strengthen teaming arrangements.  Ensure that once a clear architecture is in place, systems engineers continue to refine it as they learn more from the development sprints and releases. Cost

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, made about trying to make risk go away, when risk really the essence of what we do. Complex Adaptive Systems: Fourth and last, that the business should be thought of as a community, or perhaps as a Complex

in development) 2. Smoke testing our deployments – test connections to supporting services and systems, run sample data/transaction tests, fail deployment if needed 3. Ensure we maintain consistent

between uncertainty, risk, and change is far too complicated for such control when delivering IT systems, where complexity is overwhelming and the number of potential failure modes is high.  In weighing