through hands-on “shipping” of product. Management for the sake of management is not respected.  Get things done: The hierarchy must be flattened. Layers of management get in the way of goals. The employee employee wants the shortest possible path to shipping code without needing layers of approval. Management should be close enough to the action that they can demonstrate understanding—witnessing employees’ information, IT can lead the organization in learning and in deriving business value from good risk management and from making the most of opportunities that present themselves. Steward of Assets: senior IT

 working off a single backlog of features, driven by vision and roadmap  product and release management, release planning  program psi objectives  common sprint lengths - system continuous integration  business epics  architectural epics  kanban epic system – limit WIP  program portfolio management, enterprise architect  value streams  investment themes - provide operating budgets for release

Development  Operations (Operational Waterfall)  Infrastructure Ops  Product Ops  Product Management  Every technology under the sun  Solaris, Windows, Linux  Apache, IIS, TCServer, etc.  homogenization and assimilation – no snowflakes  Deployment methodologies, automation, monitoring, and management tested continuously. Steve Barr steve.barr@csgi.com @srbarr1 Overall Quality improvements, “it”

Security Stack enables: correlated and centralized logs, container security, east/west traffic management, a zero-trust model, a whitelist, Role-Based Access Control (RBAC), continuous monitoring, signature-based This can also be used to send notifications when there is anomalous behavior. 4. Vulnerability Management 5. A service mesh proxy to connect to the service mesh 6. Zero Trust down to the container

seek feedback on its work? How will it solicit feedback and guidance from management? How frequently will it engage management? I want to make sure that we have an understanding on how my input and feedback

testing efforts – Part 6: The Technical Practices of Integrating Information Security, Change Management, and Compliance 1. Introduction a. Goal to simultaneously achieve Information Security goals Pipeline a. INTEGRATE SECURITY AND COMPLIANCE INTO CHANGE APPROVAL PROCESSES i. Effective change management recognized different risks associated with different types of changes, to be handled differently

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 feedback from stakeholders. And my two-week and quarterly reviews give the team feedback from management. There is magic here: all of these types of feedback increase the velocity of development without

need to tighten up our change controls… what’s preventing us from getting there?”  “That change management tool is impossible to use. There’s a million mandatory fields and most of the time, the drop down

a termination iv. Examples of potentially significant events (Gartner’s GTP Security & Risk Management group) 1. Authentication/authorization decisions 2. System and data access 3. System and application