The economics of software development have changed: Changed in a way that now favors “building” over “buying.” There are now ways of custom-developing systems that preserve many of the advantages of definitions of done, product roadmaps, and, well, in the government, about 100 different piles of paper.  Now, I believe that this was a dead end: it was a Waterfall solution to the problem. A Better Way - Develop and would be able to influence the team’s actions, including changing or eliminating the budget. Now, the first governance and oversight step.  We presented to Our Very Own Star Chamber the proposed

single “product” at the end of a project, a “product” that then only required a bit of maintenance now and then, the economics of IT delivery often favored buying a product off the shelf. But when we view realize that the costs and risks of custom development have been radically reduced, the economics often now favor custom development. Governance and Oversight: Governance has traditionally been viewed as a be natural for ops specialists to do ops, developers to do development, and testers to do testing. Now, crossover skills are increasingly important. On a delivery team, employees will help each other across

constraints, awkward programming languages, lack of machine time. How much of what software engineers now do is still devoted to the accidental, as opposed to the essential?”Agile Abstract “Therefore software costs drop as rapidly as computer hardware costs do…. Not only are there no silver bullets now in view, the very nature of software makes it unlikely that there will be any.”Sources of Essential environment • They attack the accidental difficulties of using tools togetherHopes for the Silver“Now let us consider the technical developments that are most often advanced as potential silver bullets

 "We have created the web in our own image, and it is obese"  Modern web hourglass, web tier is now thin, smarts moved to browser Metrics, metrics everywhere (but where the heck do you start?) by Tammy project proposals  Start small, be brave quickly  Seize opportunitiesGreat, you're now a software company. Now what? Patrick Lightbody (New Relic)  Monitoring evolved from servers and networks to

to treat servers like pets: “You name them and when they get sick, you nurse them back tohealth. [Now] servers are [treated] like cattle. You number them and when they get sick, you shoot them.” iii errors in a separate test phase. b. Delayed feedback fades the cause & effect link of the error; now requires firefighting and archaeology. c. Worst effect – lose the ability to learn from mistakes Just like we reduce batch size and increase frequency of feedback during development and testing, we now apply same concepts to releasing to production. b. Longer times between deployments accumulate larger

happened? b. What did you learn? c. What is your condition now? d. What is your next target condition? e. What obstacle are you working on now? f. What is your next step? g. What is your expected outcome

in the Washington state capital, Olympia. There, the past two administrations—first a Republican, now a Democrat —have embraced what they call Lean government. The current governor, Jay Inslee, said in

ship. A Better Way – The Strangler Pattern: Theseus’s activities fall into what the software world now calls the strangler pattern: a way to incrementally modernize a legacy system as defined by Martin