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

.................................................................................... 61 Appendix D: DoD 5000 Information Requirements ................................................................ team’s ability to focus on capability delivery. Figure 11 Capstone Documentation Example Appendix D lists required DoDI 5000.02 and BCL acquisition documents, and contains a table that identifies the currently available. User feedback, in turn, guides developers and acquirers in shaping the program and R&D investments.  Allow the full community to contribute to the program’s future by holding discussions

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

Myth—DevOps is Only for Startups: b. Myth—DevOps Replaces Agile c. Myth—DevOps is incompatible with ITIL d. Myth—DevOps is Incompatible with Information Security and Compliance: e. Myth—DevOps Means Eliminating follows this progression: a. Environment creation: b. Code deployment: c. Test setup and run: d. Overly tight architecture: iv. ELIMINATE HARDSHIPS AND WASTE IN THE VALUE STREAM 1. In the book Implementing work: b. Extra processes: c. Extra features: d. Task switching: e. Waiting: f. Motion: g. Defects: h. Nonstandard or manual work:i. Heroics: d. The Second Way: The Principles of Feedback 27

version control by Ops was the highest predictor of both IT performance & organizational performance d. MAKE INFRASTRUCTURE EASIER TO REBUILD THAN TO REPAIR i. Quickly building enables quickly re-creating – lose the 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 potential rework and merge problems 1. Cross-cutting dependency improvements often provide high-payoffs d. ADOPT TRUNK-BASED DEVELOPMENT PRACTICES i. CI and Trunk-based development (TBD) are countermeasures