bad behavior?” I truly doubt that any of the Beltway bandits sees themselves as bad people, and I’d bet that most are truly well-meaning. It’s the system that has failed them, and us. But how do we change and accountability? You know the answer: Scrum. Let’s start a few thousand miles west of Washington, D.C., in the Washington state capital, Olympia. There, the past two administrations—first a Republican they sound clichéd is an indicator of their importance. A cliché, after all, is just a truth repeated enough times to become trite. But what’s different about Inslee’s administration is how they’re going

#设置时区 # systemctl restart chronyd # chronyc sources -v ⑦设置网络参数 #首先加载模块 # cat > /etc/modules-load.d/br_ne�ilter.conf <me-to-permanent # firewall-cmd --list-all ★如果有硬件交换机做ACL或基于云的安全组做访问控制，则可关闭服务器上的 防火墙软件 ⑨加载ipvs模块 # cat > /etc/modules-load.d/k8s-ipvs.conf <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[Servi

main.py # git log #查看提交记录；显示完整的hash值 commit 7b8ff6902bf14780a413a021cc1d946fd82fa82e (HEAD -> master) # commit后面为hash值，HEAD表示 Author: Cof branch -v #查看所有分支的最新的提交 # git branch -D xxxxx #强制删除分支（不能删除当前所处的分支） # git branch -d xxxxx #删除空的分支，删除已被合并的分支 # git merge yyy #将指定的tag推送到远程仓库，先参考下一节 进行远程仓库的映射 # git push rmtRepo --tags #推送所有tag到远程仓库 # git tag -d v1.0.1 #删除指定的tag # git push rmtRepo --delete v1.2 #删除远程tag

sys.stdin.readline() #读取一行，读到换行符结束，内容包含换行 符，返回 sys.stdin.readlines() #读取所有行，读到Ctrl+D结束，内容包含换行 符，返回，每行作为一个元素 ★命令行输入列表sys.argv import sys print("以下为命令行参数：", sys.argv) ②print()旧式字符串格式化 同C语言的sprin�()的格式化字符串用法，用 % 操作符 print( "这是第%2d号，体重%5.2f公折" % (num, wei) ) %-6.3f 表示左对齐，共6位宽，3位小数，浮点型（默认左对齐） 类 型 码 含义 类型码 含义 %c 字符 %s 字符串 %d 十进制整数 %u 无符号整数 %o 八进制数 %x 小写十六进制数 %X 大写十六进制数 %f 浮点数 输出带0b前缀 #o 输出带0o前缀 #x 输出带0x前缀 ,数字分组分隔 让数字以3个一组带上逗号分隔符 ,d 仅对应,d，不可用,f ,x之类 _d _o _x _b 可对应这4个，以每4个字符为一组带_下划线输出 %百分比形式 {:%} 自动将数字乘以100带上%号，浮点数表示了，默认6位小数

exists 4. Focus on – “Why did it make sense to me when I took that action?” 5. Brainstorm on real, implementable countermeasures – not Be more Careful d. PUBLISH OUR POST-MORTEMS AS WIDELY AS POSSIBLE every day every exercise and new piece of information is evaluated and debated; more similar to R&D lab. f. REDEFINE FAILURE AND ENCOURAGE CALCULATED RISK-TAKING i. Leaders reinforce the culture through Single repository with over 1B files and over 2B SLOC, over 25K engineers for every Google property d. SPREAD KNOWLEDGE BY USING AUTOMATED TESTS AS DOCUMENTATION AND COMMUNITIES OF PRACTICE i. Ensure

Startups & shutdowns 9. Faults & errors 10. Circuit breaker trips 11. Delays 12. Backup success/failure d. USE TELEMETRY TO GUIDE PROBLEM-SOLVING i. Don’t practice “Mean Time until Declared Innocent” – culture probably a better way to do this.” Unfortunately, there wasn’t a better way to do that operation.” d. HAVE DEVELOPERS INITIALLY SELF-MANAGE THEIR PRODUCTION SERVICE i. Google has development groups self-manage add features to the baseline that also increase maintenance costs and identify opportunity costs. d. INTEGRATE A/B TESTING INTO OUR RELEASE i. A/B testing requires fast CD to support ii. Use feature

• No conversations • No meetings • No eating • No preening How does it work? 1. Choose a task you’d like to get done 2. Set the Pomodoro for 25 minutes 3. Work on the task until the Pomodoro rings checkmark on a paper 5. Take a short break 6. Every 4 Pomodoros, take a longer break What does this buy me? 1. Find out how much effort an activity requires you by monitoring how many Pomodoros you need in Personal Productivity Using The Pomodoro Technique, Daniel Hinojosa, https://docs.google.com/presentation/d/1ufjcILARuowbv3Y9r-FP9-x3kmlIzq7bvOJBxRVh3-w/ present#slide=id.i0 [3] Flow: The Psychology of Optimal

on each “formal proposal” presented to them. That last piece of Hunter and Westerman’s quote gets me every time. Exactly how and how much will the investment improve the business’s performance? Are they frequently heard them say things like, “I want you to tell me what you are going to do and when you are going to finish, then I want you to tell me your status and what is left to do. I want to know exactly regular cadence for reviews.  Every two weeks, we would have a quick meeting between the program team, me, and the business unit leader who was my peer. The main purpose of these meetings was to laugh

Software Products and Projects.  The age of IT organizations hiding behind requirements—“just tell me what you need”— is gone. IT leaders must instead take ownership, responsibility, and accountability

plan-driven approach to an Agile approach, based on learning and adapting. This is deeply opposed—let me say that again—deeply opposed to the control paradigm. If the main goal of IT leadership is to demonstrate