 Pomodoro TechniquePomodoros you need in order to accomplish a specific task 2. Learn to protect your Pomodoro from the internal and external interruption 3. Make accurate estimations of how many Pomodoros you need for a certain ikszentmihalyi/dp/0061339202/Walkthrough To Do Today Underestimated Unplanned Interruptions (Internal and External) Record Sheet0 码力 | 3 页 | 289.16 KB | 5 月前3 Pomodoro TechniquePomodoros you need in order to accomplish a specific task 2. Learn to protect your Pomodoro from the internal and external interruption 3. Make accurate estimations of how many Pomodoros you need for a certain ikszentmihalyi/dp/0061339202/Walkthrough To Do Today Underestimated Unplanned Interruptions (Internal and External) Record Sheet0 码力 | 3 页 | 289.16 KB | 5 月前3
 The DevOps Handbookbecome an error and will likely trigger an alert 4. Error – error conditions such as API failures, internal issues 5. Fatal – forces a termination iv. Examples of potentially significant events (Gartner’s identify compensatory behaviors and workarounds driven by un/usability ii. Same benefits applies with internal customers (infrastructure, operations, etc.) iii. Gene Kim – “One of the worst moments of my professional0 码力 | 8 页 | 24.02 KB | 5 月前3 The DevOps Handbookbecome an error and will likely trigger an alert 4. Error – error conditions such as API failures, internal issues 5. Fatal – forces a termination iv. Examples of potentially significant events (Gartner’s identify compensatory behaviors and workarounds driven by un/usability ii. Same benefits applies with internal customers (infrastructure, operations, etc.) iii. Gene Kim – “One of the worst moments of my professional0 码力 | 8 页 | 24.02 KB | 5 月前3
 The Phoenix Projectcontinually made. The outcomes of the Second Way include understanding and responding to all customers, internal and external, shortening and amplifying all feedback loops, and embedding knowledge where we need0 码力 | 3 页 | 154.45 KB | 5 月前3 The Phoenix Projectcontinually made. The outcomes of the Second Way include understanding and responding to all customers, internal and external, shortening and amplifying all feedback loops, and embedding knowledge where we need0 码力 | 3 页 | 154.45 KB | 5 月前3
 Predictably IrrationalVacations,  Observations: o “humans rarely choose things in absolute terms. We don’t have an internal value meter that tells us how much things are worth. Rather, we focus on the relative advantage0 码力 | 3 页 | 234.46 KB | 5 月前3 Predictably IrrationalVacations,  Observations: o “humans rarely choose things in absolute terms. We don’t have an internal value meter that tells us how much things are worth. Rather, we focus on the relative advantage0 码力 | 3 页 | 234.46 KB | 5 月前3
 The DevOps HandbookAcross the Organization a. IDENTIFYING THE TEAMS SUPPORTING OUR VALUE STREAM i. Product Owner – the internal voice of the business; defines functionality ii. Development - the team responsible for developing0 码力 | 8 页 | 22.57 KB | 5 月前3 The DevOps HandbookAcross the Organization a. IDENTIFYING THE TEAMS SUPPORTING OUR VALUE STREAM i. Product Owner – the internal voice of the business; defines functionality ii. Development - the team responsible for developing0 码力 | 8 页 | 22.57 KB | 5 月前3
 The DevOps Handbooktalks, and then sharing back to the organization what was learned ii. Attend Meetups! f. CREATE INTERNAL CONSULTING AND COACHES TO SPREAD PRACTICES i. Capital One – SMEs hold open office hours ii. Google0 码力 | 9 页 | 25.13 KB | 5 月前3 The DevOps Handbooktalks, and then sharing back to the organization what was learned ii. Attend Meetups! f. CREATE INTERNAL CONSULTING AND COACHES TO SPREAD PRACTICES i. Capital One – SMEs hold open office hours ii. Google0 码力 | 9 页 | 25.13 KB | 5 月前3
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