OUR CENTRALIZED TELEMETRY INFRASTRUCTURE i. Remove the silos of information – Developers don’t just log what’s interesting to development. Operations don’t just monitor what’s up or down. ii. Modern Monitoring production access or other privileged accounts. ii. Make it highly visible for everyone in the value stream iii. Promotes responsibility 1. The team has nothing to hide from its visitors (customers, stakeholders)2 from locally optimizing at the expense of the entire value stream – Everyone (development, managers, architects, ops, etc.) in the value stream shares responsibility for handling operational incidents and

pi=3.141592653589793 math.e # 常量 e=2.718281828459045 math.log(x) # 返回log x的值，以e为底 math.log10(x) # 返回log10 x的值，以10为底 math.sin(x) # 返回sin x的值，x为弧度，360度为2π弧度 math.cos(x) math ★Tcp-server import socket host = "0.0.0.0" port = 1234 sock1 = socket.socket(socket.AF_INET, socket.SOCK_STREAM) # 创建 socket，ipv4,tcp sock1.setsockopt(socket.IPPROTO_TCP, socket.TCP_MAXSEG, 1300) ★Tcp-client import socket host = "127.0.0.1" port = 1234 sock1 = socket.socket(socket.AF_INET, socket.SOCK_STREAM) # 创建 socket，ipv4,tcp sock1.setsockopt(socket.IPPROTO_TCP, socket.TCP_MAXSEG, 1300)

system are shared in a version control repository ii. Version control is for everyone in the value stream iii. Everything, everything, everything is checked into version control 1. Application code & dependencies Creating performance testing environments can easily be more complex than the application itself iv. Log performance results and evaluate compared to previous results l. INTEGRATE NON-FUNCTIONAL REQUIREMENTS OUR ANDON CORD WHEN THE DEPLOYMENT PIPELINE BREAKS i. Keep the build in a green state ii. When a change causes the build or automated tests to fail: 1. No new work is allowed to enter the system until

DEVOPS i. Code and change deployments (thirty times more frequent) ii. Code and change deployment lead time (two hundred times faster) iii. Production deployments (sixty times higher change success rate) value streams is that our work is invisible. Unlike physical processes, in the technology value stream we cannot easily see where flow is being impeded or when work is piling up in front of constrained in poor flow and poor quality outcomes. This validates our common experience that the larger the change going into production, the more difficult the production errors are to diagnose and fix, and the

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, and efficiency hollow and missing needed capabilities.  We want a smooth ball of EA, an EA shaped to facilitate change and reuse, something you can easily roll in any direction you choose. That is its latent value; it based on user feedback is often lower than that of buying a finished product that is hard to change.  The advantages of the agility that can be gained through a flexible, changeable, custom system

and adapting process to maximize its impact. Continuous Delivery and DevOps place the entire value stream in the hands of that small team so that it can optimize the whole – a term of art in lean thinking transformation process through incremental change. Anderson provides four rules for implementing Kanban: 1. Start with existing processes 2. Pursue incremental, evolutionary change 3. Respect the current process

total of nine hours time the seven steps…” Change Control  “We need to tighten up our change controls… what’s preventing us from getting there?”  “That change management tool is impossible to use. There’s boxes for ‘applications affected’ don’t even have what I need. It’s why I’ve stopped even putting in change requests.”  “I have to manually type in hundreds of server names in one of the text boxes. Most to fit in a sixty-four-character text box? What idiot built that form?”  “When my guys put in a change request, they have to wait a lifetime to get approvals, let alone get on the schedule. We have the

#将暂存区提交到仓库区（commit为提交操作），- m后指定本次提交的说明信息 1 file changed, 1 inser�on(+) create mode 100644 main.py # git log #查看提交记录；显示完整的hash值 commit 7b8ff6902bf14780a413a021cc1d946fd82fa82e (HEAD -> #提交的说明信息 # git log --oneline #同上，提交记录以一行显示一次提交；只显示hash 值前6个字符 7b8ff69 (HEAD -> master) msgxxx # git log 文件名 #查看目标文件的提交记录 # git log -p -3 是让HEAD指向不同的分支。每次有新的 提交时，HEAD都会自动指向最新的提交。 首次创建分支前，得先进行一次提交，否则git无法创建分支（因为分支是基于 提交去创建的）。 # git log --decorate --graph --all #查看整个项目的分支图 # git branch #查看分支列表，默认只有一个分支，分支名默认为

kick start testing efforts – Part 6: The Technical Practices of Integrating Information Security, Change Management, and Compliance 1. Introduction a. Goal to simultaneously achieve Information Security and recovery v. Protect our deployment pipeline vi. Integrate our deployment activities with our change approval process vii. Reduce reliance on separation of duties 2. Ch. 22 – Information Security Protecting the Deployment Pipeline a. INTEGRATE SECURITY AND COMPLIANCE INTO CHANGE APPROVAL PROCESSES i. Effective change management recognized different risks associated with different types of changes

that we have a way to (try to) control them.  The relationship between uncertainty, risk, and change is far too complicated for such control when delivering IT systems, where complexity is overwhelming changing this paradigm, but IT organizations have not thoroughly absorbed this message. The critical change is that of moving from a plan-driven approach to an Agile approach, based on learning and adapting and also be Agile, which is to say that you cannot strictly adhere to a plan and also facilitate change and organizational responsiveness. It is not a conflict in execution—it is a conflict of values