Enterprise DevSecOps Reference Design from the DoD CIO – A Summary Content referenced from: https://dodcio.defense.gov/Portals/0/Documents/DoD%20Enterprise%20DevSecOps%20Reference %20Design%20v1.0_Public%20Release com/jondavid-black/DevOpsForDefense/raw/master/Meetup/2019/2019-10%20DO4D%20- %20DevSecOps%20Reference%20Design.pdfContainerized Software Factory Reference DesignSoftware Factory using Cloud DevSecOps Services

users throughout development to ensure high operational value Agile practices integrate planning, design, development, and testing into an iterative lifecycle to deliver software at frequent intervals the requirements, systems engineering, contracting, cost estimating, and testing communities to design processes around short releases. Acquisition executives must also streamline the decision process their insights to help program managers better understand Agile fundamentals, how to structure and design a program to enable Agile development, and how to partner with the process owners of various acquisition

adherence to that specification.  The opposite of a defect was “working as designed,” even if the design was poor. In the Agile world, though, it is a more complicated matter.  Clearly, we do not mean decision-making processes, by creating options and grooming enterprise capabilities so that they will be responsive to change, and by demonstrating the value of information, IT can lead the organization in learning requires some sort of management.About the Author Mark Schwartz is an Enterprise Strategist at Amazon Web Services and the author of The Art of Business Value and A Seat at the Table: IT Leadership in the

latent value, look like?  It has little technical debt.  It is built according to good, extensible design patterns and uses well-accepted standards.  It is loosely coupled—pieces of it can be easily exchanged cost of custom development is falling: More and more logic is abstracted away by frameworks and design patterns. Incremental delivery and staged investments reduce cost and risk.  Custom code is almost almost not custom these days. A developer incorporates open source frameworks, uses standardized design patterns, and orchestrates services that are already available.  There are “cookbooks” available

ability to learn from mistakes and diminish integrating that learning into future work d. Google Web Server (GWS) team was struggling with changes – Hard line: no changes would be accepted into GWS without Ideal vs. Non-Ideal Testing Pyramids h. ENSURE TESTS RUN QUICKLY (IN PARALLEL, IF NECESSARY) i. Design tests to run in parallel ii. Enable different test categories to run in parallel iii. Generally

circumstances o Agile methodology does not force programs to establish their full scope, requirements, and design at the start, but assumes that these will change over time. Even so, the program must maintain a applications o Replace comprehensive Preliminary Design Reviews (PDRs) and Critical Design Reviews (CDRs) with more frequent and incremental design reviews during the release planning phases. To demonstrate Provide information to all key stakeholders on a consistent, regularly scheduled basis, either through design reviews or program reviews.  Use the release planning and sprint demonstrations as opportunities

of troubles; instead, human error is a consequence of the design of the tools that we gave them.” 2. Accidents are due to the inevitable design problems in complex systems that we build; they are system from critical areas. ii. Michael Nygard, author of Release It! Design and Deploy Production-Ready Software, “If you do not design your failure modes, then you will get whatever unpredictable—and usually the living documentation of the system specification and represent working examples of API use e. DESIGN FOR OPERATIONS THROUGH CODIFIED NON-FUNCTIONAL REQUIREMENTS i. Designing for fast flow, deployability

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 which are AND PRODUCTS i. Create stable service teams ii. Enable them to execute strategy and roadmap. i. DESIGN TEAM BOUNDARIES IN ACCORDANCE WITH CONWAY’S LAW i. Separation impedes collaboration ii. Requires

result. Pairs typically consider more design alternatives than programmers working alone and arrive at simpler, more maintainable designs; they also catch design defects early.” i. EVALUATING THE EFFECTIVENESS

Transformation Mastery Business Value  Builds an efficient team  Brings innovative technical and design solutions  Creates a self-improving team  Autonomy can be more highly valued than salary 