Foundations of Our 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 of files. 50% of code is changed each month. 40K code commits/day, 120K automated test suites, 75M tests cases/day e. CONTINUOUSLY BUILD, TEST, AND INTEGRATE OUR CODE AND ENVIRONMENTS i. Create automated to run in parallel ii. Enable different test categories to run in parallel iii. Generally, limit manual testing if automated tests haven’t passed iv. For resource intensive suites, performance tests,

continually as part of daily work c. THE DANGERS OF CHANGE APPROVAL PROCESSES i. Knight Capital - $440M trading loss ii. Counterfactual Narratives 1. Accident due to change control failure – seems valid DOING MORE MANUAL TESTING AND CHANGE FREEZES i. When testing failures occur, adding more testing could backfire, especially if the testing is at the end of a project and/or manual 1. Manual testing is

ii. Continue to amplify signals to help avert the next catastrophe iii. Michael Roberto, Richard M.J. Bohmer, & Amy C. Edmondson (Harvard Business Review): organizations are typically structured as:1 blocking and storing source of events when attacks are detected to facilitate mitigation strategies m. PROTECT OUR DEPLOYMENT PIPELINE i. CD pipelines represent a new attack surface. If not properly secured CATEGORIZED AS NORMAL CHANGES i. If change approval board is required, aim for quick deployment even if manual steps are required ii. Use tooling to generate the artifacts needed for approval. Share evidence

Extra features: d. Task switching: e. Waiting: f. Motion: g. Defects: h. Nonstandard or manual work:i. Heroics: d. The Second Way: The Principles of Feedback 27 i. KEEP PUSHING QUALITY CLOSER ineffective quality controls include: a. Requiring another team to complete tedious, error-prone, and manual tasks that could be easily automated and run as needed by the team who needs the work performed

Principles to implementing a successful DevSecOps approach  Remove bottlenecks (including human ones) and manual actions.  Automate as much of the development and deployment activities as possible.  Adopt common

groups: - system:bootstrappers:kubeadm:default-node-token token: abcdef.0123456789abcdef �l: 24h0m0s usages: - signing - authen�ca�on kind: InitConfigura�on localAPIEndpoint: adver�seAddress: effect: NoSchedule key: node-role.kubernetes.io/master --- apiServer: �meoutForControlPlane: 4m0s apiVersion: kubeadm.k8s.io/v1beta2 cer�ficatesDir: /etc/kubernetes/pki clusterName: kubernetes controllerManager: groups: - system:bootstrappers:kubeadm:default-node-token token: abcdef.0123456789abcdef �l: 24h0m0s usages: - signing - authen�ca�on kind: InitConfigura�on localAPIEndpoint: adver�seAddress:

rjust(30, "*") # 右对齐，*补全 ★print输出带颜色的字linux 此种方法仅linux命令行下有效 print( "\033[0m 带颜色的文字 \033[0m" ) # \033[和m之间的数字为显示效果及颜色的 数字代码 数 字 代 码 效果 颜色 前景色代 码 背景色代 码 0 默 认 ， 灰 白 黑 30 40 1 粗体 红 31 41 反白显示 蓝 34 44 紫 35 45 青 36 46 灰 白 ， 同 0 默认 37 47 效果+颜色用;分号隔开 print("\033[4;31m这是带下划线红色的字\033[0m") ★print输出带颜色的字windows 此种方法仅windows命令行下有效 import ctypes STD_INPUT_HANDLE = -10 STD_OUTPUT_HANDLE requireMents.txt #一次安装此txt文件里的所有包，一 行一个软件包 #pip install -U 包名 #更新包，同--upgrade #python -m pip install --upgrade pip #升级pip本身的版本 #pip download -d /下载目录 包名 #只下载包（依赖也一并下

new file: main.py #暂存区有了一个新的文件：main.py # git commit -m "msgxxx" #将暂存区提交到仓库区（commit为提交操作），- m后指定本次提交的说明信息 1 file changed, 1 inser�on(+) create mode 100644 main.py # git defaultBranch main #设置默认分支名为main，默认 为master；设置完成后，再init其他仓库，则默认名称生效（只对新创建仓库生 效） # git branch -m main #将当前分支更名为main ★tag操作 tag是git版本库的一个标记命令，指向了某个commit的指针，tag命令主要用于 发布版本 #将当前所处分支的最新提交打上tag，名为 v1.0.1 # git tag v1.2 -m 'v2' #创建名为v1.2的tag，-m指定说明信息，未指 定-m说明信息时，则默认使用提交（commit）时的说明信息作为此tag的说明信 息 # git tag -n

no respect for “bad guys” vs Think about what others need Complaints $70k per, 2-3/month Cutting 100M from budget Finding a way to keep others from cutting their budgets vs. Finding a way to keep others

what you planned on doing, allegedly because you needed to do it.”Theory of Constraints “Eliyahu M. Goldratt, who created the Theory of Constraints, showed us how any improvements made anywhere