A Seat at the Table - IT Leadership in the Age of Agilityhandout for Part 2 on the Agile4Defense GitHub page at: https://git.io/JeaO2 Risk The presence of uncertainty is the simple reason why Agile approaches work better than plan-driven approaches—it is also the adopting an intelligent attitude toward risk. Risk is the chance of a negative impact resulting from uncertainty. We can reduce risk—often at a cost —but there is generally no way to eliminate it. Almost all under conditions of tremendous uncertainty, your choices will often turn out to be wrong.Agile and plan-driven models have very different ways of dealing with uncertainty. Plan driven approaches, even0 码力 | 7 页 | 387.48 KB | 6 月前3
A Seat at the Table - IT Leadership in the Age of Agilitywill substitute for the outdated project view in my vision for what IT leadership must become. Uncertainty and Risk: Third, underlying all of these changes – all of the problems with plan-drive approaches approaches, all of the advantages of Agile approaches – is a confusion about how to deal with uncertainty and risk. What I call the “contractor-control paradigm” – is really about trying to make risk go away What is the value of adhering to a plan that was made at the beginning of a project, when uncertainty was greatest? Business value is destroyed only when we substitute extensive planning for execution0 码力 | 4 页 | 379.23 KB | 6 月前3
A Seat at the Table: IT Leadership in the Age of Agility - Part 2idea that we should make a plan and then stick to it is a terrible idea in an environment of uncertainty and change. It has dominated the IT world because it appears to offer predictability, control 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 will turn off my sarcasm engine for a moment. Look—it turns out that the future involves lots of uncertainty. No one knows exactly what the benefit of an investment will be—no one even knows approximately0 码力 | 7 页 | 387.61 KB | 6 月前3
Cilium v1.11 DocumentationCilium dependency Documentation Style Header Titles Body Code Blocks Links Lists Roles Release Management Organization Release tracking Release Cadence Backporting process Backport Criteria Backporting transparently securing the network connectivity between application services deployed using Linux container management platforms like Docker and Kubernetes. At the foundation of Cilium is a new Linux kernel technology application containers, allowing to validate the identity at the receiving node. Security identity management is performed using a key-value store. Secure access to and from external services Label based0 码力 | 1373 页 | 19.37 MB | 1 年前3
openEuler OS Technical Whitepaper
Innovation Projects
(June, 2023)Contribution to the Linux Kernel 005 Software Package Repositories 005 Open and Transparent Management of the Open Source Software Supply Chain 005 Community-certified openEuler Distributions 006 09 openEuler 22.09 openEuler 23.09 LTS versions: released every two years, with long lifecycle management based on innovation versions. Each LTS version has a relatively stable performance, reliability kernel, covering chip architecture, Advanced Configuration and Power Interface (ACPI), memory management, file systems, media, kernel documents, bugfixs for kernel quality hardening, and code rebuilds0 码力 | 116 页 | 3.16 MB | 1 年前3
This Debian Reference (version 2.109) Debian package management 38 2.1 Debian package management prerequisites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 2.1.1 Debian package management system . . . . 46 2.1.8 The event flow of the package management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 2.1.9 First response to package management troubles . . . . . . . . . . . . . . . requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 2.2 Basic package management operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 490 码力 | 266 页 | 1.25 MB | 1 年前3
The Path to GitOpsInfrastructure as Code Containers Change the Game Argo CD Flux Open Cluster Management Other GitOps Tools PipeCD Keptn Pulumi Kubernetes Operator Summary Storing Secret References Conclusion 41 Chapter 8–Other Considerations Multicluster Management Non-Declarative Infrastructure Security Base Image Selection Everything as where I wanted things to head: “To me, GitOps is the holy grail of software and infrastructure management.” At the time, someone was trying to do better: A small, scrappy startup called Weaveworks. They’re0 码力 | 45 页 | 1.09 MB | 1 年前3
openEuler 21.09 技术白皮书working in a symbiotic relationship that drives the evolution of new versions. openEuler Version Management openEuler OS image openEuler community mainline versions openEuler 20.03 LTS openEuler 20.09 Cloud-native innovative version LTS versions: released every two years, with long lifecycle management based on innovative versions. Each LTS version has a relatively stable performance, reliability enhancing the processor architectures, Advanced Configuration and Power Interface (ACPI), memory management, file systems, media, kernel documents, bug fixes, and code rebuilds. Over the past decade, openEuler0 码力 | 36 页 | 3.40 MB | 1 年前3
openEuler 21.03 技术白皮书advance each other and drive the continuous version evolution of new versions. openEuler Version Management openEuler 20.03 LTS openEuler OS image openEuler community mainline versions openEuler 20 version Kernel innovative version LTS versions: released every two years, with long lifecycle management based on innovative versions. Each LTS version has a relatively stable performance, reliability into advancing the ARM64 architecture, Advanced Configuration and Power Interface (ACPI), memory management, file systems, media, kernel documents, bug fixes, and code rebuild. Over the past decade, Huawei0 码力 | 21 页 | 948.66 KB | 1 年前3
MITRE Defense Agile Acquisition Guide - Mar 2014an Agile Approach Agile represents a radical shift from industrial age processes to a modern management and development approach suited to the digital age. Agile practices help to make progress and information. However, Agile is not a panacea: it does not promise to solve all IT and program management problems, and may not be appropriate for use in all cases. Even successful adoption of Agile practices trust that spans the decision authority, developers, testing organization, acquirers, program management, and users is critical to Agile delivery. This demands a technically competent government team0 码力 | 74 页 | 3.57 MB | 6 月前3
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