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 not custom these days. A developer centralizes the tools that help him or her do the job.  The code is built automatically using Continuous Integration, and it is tested automatically through scripted tests.  It is deployed automatically longer really between build and buy. It is between quickly assembling best-practice frameworks with continuous user feedback and then continuing to adapt the system over time as the business changes versus

maintenance now and then, the economics of IT delivery often favored buying a product off the shelf. But when we view IT capabilities as being in a continuous state of transformation, when we see them as that we have attached to the timing of FOC is just another example of the misconception that IT delivery is about delivering discrete, finished products. We want our FOC because we think that is the point Probably not that, either.  We are constantly making quality decisions, especially in a Continuous Delivery model, as we decide whether the quality of each individual feature is adequate for the feature

that small team ways to speed up its inspecting 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 – and be empowered as a team to own the entire value delivery process. Brining Lean Principles to Software Development: Kanban is David Anderson’s want to make sure they can operate as a team and learn together, and that they are committed to continuous improvement.  How will the team seek feedback on its work? How will it solicit feedback and guidance

one of the best predictors of short lead times was small batch sizes of work b. Agile, Continuous Delivery, and the Three Ways 7 c. The First Way: The Principles of Flow 15 i. MAKE OUR WORK VISIBLE make the interest payments, pay down the principle ii. If not managed, services become so fragile, delivery grinds to a halt g. INCREASE THE VISIBILITY OF WORK i. Keep the current state visible and up to prioritization, and sufficient slack in the systemiii. Toyota Kata, “…one cannot reorganize your way to continuous improvement and adaptiveness. What is decisive is not the form of the organization, but how people

work by implementing continuous delivery i. Create the foundation of our deployment pipeline ii. Enabling fast & reliable automated testing iii. Enabling & practicing continuous integration & testing results, environments deployed to, etc. a. Use to support audits and compliance iv. Create out continuous integration practices 1. Comprehensive and reliable automated tests to validate deployable state ii. If not, undoes the work done to get to a known workable state 4. Ch. 11 Enable and Practice Continuous Integration a. Branching – Pros & Cons i. Pro – Allows work in parallel while minimizing potential

(2007) Implementing agile practices at enterprise scale Synchronizes alignment, collaboration and delivery for large numbers teams Core values:  Code quality - can't scale crappy code  Program execution release management, release planning  program psi objectives  common sprint lengths - system continuous integration  architectural runway Portfolio  business epics  architectural epics  kanban

about  Perf events mixed mode can show stack traces of both Java and native system calls Continuous Delivery in Financial Training by David Genn (IG) @david_genn  Separate deployment from release 

Agile Development: Thinking & Organizational Tools for Large-Scale Scrum, Craig Larman  Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation, Jez Humble and

planning for eventualities that never come to pass  Streamline processes to enable rapid and frequent delivery of capabilities Planning DOs and DON’Ts  DO establish some high-level planning, requirements enterprise architecture. Similar technical reviews can be decomposed to the release level.  DO continuous planning at every levelSystems Engineering Role Program leaders must encourage systems engineers

sets of Development, Cybersecurity, and Operations throughout the software lifecycle, embracing a continuous monitoring approach in parallel instead of waiting to apply each skill set sequentially.  Security management, a zero-trust model, a whitelist, Role-Based Access Control (RBAC), continuous monitoring, signature-based continuous scanning using Common Vulnerabilities and Exposures (CVEs), runtime behavior