Development  Operations (Operational Waterfall)  Infrastructure Ops  Product Ops  Product Management  Every technology under the sun  Solaris, Windows, Linux  Apache, IIS, TCServer, etc.  homogenization and assimilation – no snowflakes  Deployment methodologies, automation, monitoring, and management tested continuously. Steve Barr steve.barr@csgi.com @srbarr1 Overall Quality improvements, “it” DEG and 3rd Party Application Installations  Route Adds – requires heightened security access  Database Data Script Execution  Load Balancer Node Disablement  OS and Security Patching  Requesting

cgroupdriver=systemd" ] } # mkdir -p /etc/systemd/system/docker.service.d # docker info ★docker会修改防火墙规则，导致pod网络不通 # vi /usr/lib/systemd/system/docker.service #在[Service]下的ExecStart=/usr/bin/dockerd 置文件并编辑 # vi /etc/kubeadm-init.yaml apiVersion: kubeadm.k8s.io/v1beta2 bootstrapTokens: - groups: - system:bootstrappers:kubeadm:default-node-token token: abcdef.0123456789abcdef �l: 24h0m0s usages: 置文件并编辑 # vi /etc/kubeadm-init.yaml apiVersion: kubeadm.k8s.io/v1beta3 bootstrapTokens: - groups: - system:bootstrappers:kubeadm:default-node-token token: abcdef.0123456789abcdef �l: 24h0m0s usages:

mv /var/lib/pgsql/13/* /data_pg/ #将原数据目录下所有内容移动到新 数据目录下 # vi /usr/lib/systemd/system/postgresql-13.service #pg-13版本，修改systemd服 务文件，指定数据目录 #修改这行：Environment=PGDATA=/var/lib/pgsql/13/data/ # mv /var/lib/pgsql/* /data_pg/ #将原数据目录下所有内容移动到新数 据目录下 # vi /usr/lib/systemd/system/postgresql.service #pg-10版本，修改systemd服务 文件，指定数据目录 #修改这行：Environment=PGDATA=/var/lib/pgsql/data/ pg_catalg 的 schema 下 的 pg_hba_file_rules表里： INSERT INTO "pg_hba_file_rules" ("line_number", "type", "database", "user_name", "address", "netmask", "auth_method", "options", "error") VALUES (94, 'host', '{all}'

“finished” late.  This, as we know, is based on the outdated idea that we define the scope of the system ahead of time and keep working until we deliver it. That is precisely what we do not do in an Agile consequences. In the plan-driven model, quality was easier to understand.  We specified what the system should do, and then measured quality as adherence to that specification.  The opposite of a defect say that we are deciding between two different open source products for building a piece of the system and do not know enough of their impacts to make the choice. In the old-school way of making the

and last, that the business should be thought of as a community, or perhaps as a Complex Adaptive System, which needs to be led and managed through an inspect-and- adapt, feedback-and-vision-oriented approach seek feedback on its work? How will it solicit feedback and guidance from management? How frequently will it engage management? I want to make sure that we have an understanding on how my input and feedback dysfunctional transformation cycle. It lies, I believe, in our distinction between the development of a system and its operation and maintenance.  Dividing our IT spending into development and maintenance buckets

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. Blameless post-mortems 2. Controlled “could have” a. These are counterfactual statements b. Frames the problem as the system as imagined rather than the system that actually exists 4. Focus on – “Why did it make sense to me when I took that and behavior of libraries and components ii. Test suite becomes the living documentation of the system specification and represent working examples of API use e. DESIGN FOR OPERATIONS THROUGH CODIFIED

time through incremental investments.  Managing the EA asset is an art, just as all strategic management is an art. Just as the CMO must sense market opportunities, weigh tactics for communicating with systems that preserve many of the advantages of buying off the shelf.  The risk of developing a system incrementally and altering it based on user feedback is often lower than that of buying a finished change.  The advantages of the agility that can be gained through a flexible, changeable, custom system —a smooth rather than a lumpy EA, as we put it in the last chapter—are becoming morecompelling, and

features, driven by vision and roadmap  product and release management, release planning  program psi objectives  common sprint lengths - system continuous integration  architectural runway Portfolio Portfolio  business epics  architectural epics  kanban epic system – limit WIP  program portfolio management, enterprise architect  value streams  investment themes - provide operating budgets for

consistent, & secure c. CREATE OUR SINGLE REPOSITORY OF TRUTH FOR THE ENTIRE SYSTEM i. ALL parts (code & environments) of the system are shared in a version control repository ii. Version control is for When a change causes the build or automated tests to fail: 1. No new work is allowed to enter the system until the problem is fixed. 2. Bring in whatever help is needed to resolve the problem iii. Prioritize tests of the integrated system as a whole 3. Work towards single-piece flow iii. Trunk & state of Deployment Pipeline represents & communicates the current state of the system iv. Modified Definition

Logging Levels 1. Debug – anything that happens in the program 2. Info – user driven actions or system specific 3. Warn – conditions that could become an error and will likely trigger an alert 4. Error significant events (Gartner’s GTP Security & Risk Management group) 1. Authentication/authorization decisions 2. System and data access 3. System and application changes, especially privileged changes friction by adding more steps/approvals which tends to increase batch size ii. Toyota Production System – “people closest to a problem typically know the most about it.” iii. 2014 State of DevOps Report