The Phoenix Projectpiling up at the bottleneck.” Resource Utilization “The wait time is the ‘percentage of time busy’ divided by the ‘percentage of time idle.’ In other words, if a resource is fifty percent busy, then if a resource is ninety percent busy, the wait time is ‘ninety percent divided by ten percent’, or nine hours. In other words, our task would wait in queue nine times longer than if the resource were need to tighten up our change controls… what’s preventing us from getting there?” “That change management tool is impossible to use. There’s a million mandatory fields and most of the time, the drop down0 码力 | 3 页 | 154.45 KB | 5 月前3
A Seat at the Table: IT Leadership in the Age of Agility - Part 2time 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 project sponsors (1) developing a formal proposal that incorporates estimated benefits, risks, and resource requirements and (2) submitting the proposal to decision makers who select preferred investments feedback from stakeholders. And my two-week and quarterly reviews give the team feedback from management. There is magic here: all of these types of feedback increase the velocity of development without0 码力 | 7 页 | 387.61 KB | 5 月前3
A Seat at the Table - IT Leadership in the Age of Agilitythrough hands-on “shipping” of product. Management for the sake of management is not respected. Get things done: The hierarchy must be flattened. Layers of management get in the way of goals. The employee employee wants the shortest possible path to shipping code without needing layers of approval. Management should be close enough to the action that they can demonstrate understanding—witnessing employees’ information, IT can lead the organization in learning and in deriving business value from good risk management and from making the most of opportunities that present themselves. Steward of Assets: senior IT0 码力 | 7 页 | 387.48 KB | 5 月前3
安全简介 working off a single backlog of features, driven by vision and roadmap product and release management, release planning program psi objectives common sprint lengths - system continuous integration business epics architectural epics kanban epic system – limit WIP program portfolio management, enterprise architect value streams investment themes - provide operating budgets for release0 码力 | 2 页 | 304.16 KB | 5 月前3
DevOps MeetupDevelopment 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”0 码力 | 2 页 | 246.04 KB | 5 月前3
DoD CIO Enterprise DevSecOps Reference Design - SummarySecurity Stack enables: correlated and centralized logs, container security, east/west traffic management, a zero-trust model, a whitelist, Role-Based Access Control (RBAC), continuous monitoring, signature-based This can also be used to send notifications when there is anomalous behavior. 4. Vulnerability Management 5. A service mesh proxy to connect to the service mesh 6. Zero Trust down to the container0 码力 | 8 页 | 3.38 MB | 5 月前3
A Seat at the Table - IT Leadership in the Age of Agilityseek 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 feedback0 码力 | 4 页 | 379.23 KB | 5 月前3
The DevOps Handbooktesting efforts – Part 6: The Technical Practices of Integrating Information Security, Change Management, and Compliance 1. Introduction a. Goal to simultaneously achieve Information Security goals Pipeline a. INTEGRATE SECURITY AND COMPLIANCE INTO CHANGE APPROVAL PROCESSES i. Effective change management recognized different risks associated with different types of changes, to be handled differently0 码力 | 9 页 | 25.13 KB | 5 月前3
The DevOps Handbooka termination iv. Examples of potentially significant events (Gartner’s GTP Security & Risk Management group) 1. Authentication/authorization decisions 2. System and data access 3. System and application0 码力 | 8 页 | 24.02 KB | 5 月前3
k8s操作手册 2.3v3.26.1/manifests/custom- resources.yaml #创建控制器 Install the Tigera Calico operator and custom resource defini�ons # kubectl create -f �gera-operator.yaml #如果需要更改镜像,可编辑此 文件 # more 0\/16/10.244.0.0\/16/g' custom-resources.yaml #创建资源 Install Calico by crea�ng the necessary custom resource # kubectl create -f custom-resources.yaml #如果需要更改镜像,只能部署 后,只能更改相应的daemonset及deployment0 码力 | 126 页 | 4.33 MB | 1 年前3
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