consciousness, we can discover true happiness and greatly improve the quality of our lives. From Library Journal Aristotle observed 2300 years ago that more than anything men and women seek happiness. Csikszentmihalyi

DevOps Report – use of version control by Ops was the highest predictor of both IT performance & organizational performance d. MAKE INFRASTRUCTURE EASIER TO REBUILD THAN TO REPAIR i. Quickly building enables Generally, limit manual testing if automated tests haven’t passed iv. For resource intensive suites, performance tests, IA, execute as frequently as possible i. WRITE OUR AUTOMATED TESTS BEFORE WE WRITE THE validate business goals k. INTEGRATE PERFORMANCE TESTING INTO OUR TEST SUITE i. Discovering performance issues in production is too late ii. Validate performance with automated tests across the entire

initiative is this: exactly how, and how much, will the investment affect and improve business performance? Mark’s reality check: I imagine a sort of Star Chamber—a dimly lit group of serious, hooded faces quote gets me every time. Exactly how and how much will the investment improve the business’s performance? Are they serious?  Do we know exactly how many consumers would buy our new product?  Exactly  our governance decisions would not be based on a set of required requirements, but instead on high-level objectives. Instead of telling the project team how to do its job, we might begin the project

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 manufacturing plant. The result is released to production deployment. Like in manufacturing, this large batch release creates sudden, high levels of WIP and massive disruptions to all downstream work centers, resulting in poor flow and suppressing, even punishing, learning and improvement, perpetuating quality and safety problems ii. high-trust culture 1. we are all lifelong learners who must take risks in our daily work 2. we learn

time-sucking configuration changes or complicated processes.” iv. 2015 State of DevOps Report – high performers had MTTR 168x faster than low performers b. CREATE OUR CENTRALIZED TELEMETRY INFRASTRUCTURE Report – high performing organizations relied more on peer review and less on external approval of change. The more organizations relied on change approvals, the worse their IT performance for stability commit stream of their fellow team members to identify issues 3. Define changes which qualify as high-risk and require SME review 4. If a change is too large to reason about, split it up g. POTENTIAL

to enable rapid and frequent delivery of capabilities Planning DOs and DON’Ts  DO establish some high-level planning, requirements, processes, and structure; however, activities focus on what teams can totality of delivered requirements within the entire development period of performance.  During the program execution phase, a high-level program estimate undergoes refinement to create detailed release

delivering IT systems, where complexity is overwhelming and the number of potential failure modes is high.  In weighing the things known for certain against the uncertainties of the future, we are sure passes all of its tests. But is quality a simple yes-or-no attribute? If it passes its tests, is it high quality? And how can we assess the quality of something that is unfinished—that will later be added their code in production and help make changes to the infrastructure if necessary to improve performance.  Fairness and social responsibility: The workplace must be fair. Arbitrariness provokes negative

each week with expectation that everyone is to teach or learn something in that timeframe. Place high value on mentoring ii. Encourage life-long learning. Our field is only progressing at faster rates Compliance 1. Introduction a. Goal to simultaneously achieve Information Security goals and create high degree of assurance for confidentiality, integrity, and availability b. Don’t inspect security in fully understand the change; leads to long lead times 3. Urgent changes: emergency and potentially high-risk that must be done immediately. Key goal of DevOps – streamlined normal process that is suitable

it can help push us in the right direction.”  Agile tie-in: Scrum and the use of time boxes The High Price of Ownership – Why We Overvalue What We Have  Example: Duke basketball tickets – students

vice-workers-for-performance  They are effectively a man in the middle for your page, hence HTTPS only  Most benefit for single page apps for offline support Putting Performance Best Practices Together Create the Perfect SPA by Chris Love (Love2Dev) @ChrisLove http://www.slideshare.net/docluv/putting-performance-best-practices-together-for-a-spa  "We have created the web in our own image, and it is obese" (CEO, Operations, Developer, User)  Sunburst chart how do visitors move through my siteLinux Performance Tools by Brendan Gregg (Netflix) @brendangregg http://www.slideshare.net/brendangregg/velocity