fast flow of work by implementing continuous delivery i. Create the foundation of our deployment pipeline ii. Enabling fast & reliable automated testing iii. Enabling & practicing continuous integration objectives of QA & Operations to improve outcomes 2. Ch. 9 – Create the Foundations of Our Deployment Pipeline a. Enterprise Data Warehouse program by Em Campbell-Pretty - $200M, All streams of work were significantly Environments can be more production-like in a consistent and repeatable wayiii. Building a deployment pipeline 1. Commit stage – build & package software, runs automated unit tests, and code quality (static

Create telemetry in application & environments (to include production, pre-production, and CD pipeline) iii. Ian Malpass, Etsy – “If Engineering at Etsy has a religion, it’s the Church of Graphs. If interesting to development. Operations don’t just monitor what’s up or down. ii. Modern Monitoring architecture 1. Data Collection at business logic, application, & environments layer a. Events, logs, & metrics i. Expand metrics from business, application, infrastructure, client software, and deployment pipeline levels 1. With every production incident identify missing telemetry that could help detect and

environments 2. Deployment tools 3. Testing standards and tools, including security 4. Deployment pipeline tools 5. Monitoring and analysis tools 6. Tutorials and standards ii. Google – Single repository for fast flow, deployability, and operations will derive NFRs. Codify these into the tests and pipeline f. BUILD REUSABLE OPERATIONS USER STORIES INTO DEVELOPMENT i. Goal – make recurring work as repeatable Integrate security with our deployment pipeline iv. Integrate security with our telemetry for better detection and recovery v. Protect our deployment pipeline vi. Integrate our deployment activities

Agile. This frame of reference includes the notions of project, systems, application, investment, architecture, skill set, and accountability. We have, to be honest, made a jumble of these concepts. IT as asset, which I will call – despite some disconcerting connotations of the term – the Enterprise Architecture. The asset view of IT will substitute for the outdated project view in my vision for what IT modernizations. In the absence of the strangler pattern, we would develop a new system on the modernized architecture and then move the users over to it. The problem is that the users cannot begin using the new

reviews should focus on the relatively small scope of a release and how it aligns to the enterprise architecture. Similar technical reviews can be decomposed to the release level.  DO continuous planning sessions to drive 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

progression: a. Environment creation: b. Code deployment: c. Test setup and run: d. Overly tight architecture: iv. ELIMINATE HARDSHIPS AND WASTE IN THE VALUE STREAM 1. In the book Implementing Lean Software artifact iii. Create shared backlogs and reporting 9. Ch. 7 How to design Our Organization and Architecture with Conway’s Law in Mind a. “Organizations which design systems…are constrained to produce designs

can find this on the Agile4Defense GitHub page at: https://git.io/JeaOu Enterprise Architecture Enterprise Architecture, the domain of the IT bureaucrats, is the place we must look for the solution to

the value most needed by Agile IT leaders.” – Mark Schwartz Last Time in Part 2 Enterprise Architecture: The job of IT leaders is not to execute projects on behalf of the business; it is to steward senior IT leadership has the responsibility for stewarding three critical assets: the Enterprise Architecture asset, the IT people asset, and the data asset. These three assets represent the capabilities