Open Source Software: 2. Foreword xix 3. Imagine a World Where Dev and Ops Become DevOps: a. THE CORE, CHRONIC CONFLICT i. Among them are the two following goals, which must be pursued simultaneously: changing competitive landscape 2. Provide stable, reliable, and secure service to the customer b. THE BUSINESS VALUE OF DEVOPS i. Code and change deployments (thirty times more frequent) ii. Code and change deployability? iii. Successful Brownfield transformations 1. CSG – COBOL mainframe and supporting applications a. They 2X release frequency b. Resulted in increased application reliability c. Reduced deployment

Part 2 Enterprise Architecture: The job of IT leaders is not to execute projects on behalf of the business; it is to steward the asset that is the total of all of the enterprise’s IT capabilities—an asset also the reason why a good IT leader will often have to make “wrong” decisions. An IT leader adds business value by adopting an intelligent attitude toward risk. Risk is the chance of a negative impact reacting to statistical noise—failures that he or she has already chosen to accept—is destroying business value. An IT leader must have the necessary technical skills, make impeccable decisions under uncertainty

avert the next catastrophe iii. Michael Roberto, Richard M.J. Bohmer, & Amy C. Edmondson (Harvard Business Review): organizations are typically structured as:1. Standardized Model – where routine and systems provide feedback and guidance as early as possible ii. Awareness and involvement provides better business context for risk-based decisions d. INTEGRATE SECURITY INTO DEFECT TRACKING AND POST-MORTEMS SECURITY OF OUR SOFTWARE SUPPLY CHAIN i. Were often assembling applications from third-party components and integrating them with our business logic. We inherit the vulnerabilities of these 3rd party components

haven’t been introduced iv. Integration tests – ensure correct interaction with other production applications and services g. CATCH ERRORS AS EARLY IN OUR AUTOMATED TESTING AS POSSIBLE i. A test suite’s resolve unreliable tests and false positives iv. Focus on automating tests that genuinely validate business goals k. INTEGRATE PERFORMANCE TESTING INTO OUR TEST SUITE i. Discovering performance issues in configuration of middleware 4. Copying packages to production servers 5. Restarting VMs, containers, applications, etc. 6. Generating configuration files 7. Run automated smoke tests 8. Running test procedures

organize work flow streamline interdepartmental communications, and effectively serve the other business functions at Parts Unlimited. Key Concepts The Three Ways [2] The First Way emphasizes the performance taking risks, and introducing faults into the system to increase resilience. Four Types of Work 1. Business projects 2. IT projects 3. Changes 4. Unplanned work “What can displace planned work? Unplanned impossible to use. There’s a million mandatory fields and most of the time, the drop down boxes for ‘applications affected’ don’t even have what I need. It’s why I’ve stopped even putting in change requests

practices at enterprise scale Synchronizes alignment, collaboration and delivery for large numbers teams Core values:  Code quality - can't scale crappy code  Program execution  Alignment  Transparency objectives  common sprint lengths - system continuous integration  architectural runway Portfolio  business epics  architectural epics  kanban epic system – limit WIP  program portfolio management,

creativity. Instead of requirements, we want to charge the team—the joint business/IT team, that is— with delivering business outcomes, and let them find the capabilities that deliver these outcomes best reduction. It documented as-is and to-be architectures, demonstrated alignment of systems with business needs, and did the “rigorous” up-front analysis and centralized planning that could then be used mistake a lot: We organize our business around a product rather than creating IT capabilities to fit our business.  We acquire a product that does not fit our business and customize it until it does

US Federal Government at USCIS. In this book, he shows how modern IT leaders succeed by driving business outcomes rather than operating an order-taking function. This shift in organizational mindset is accountability. We have, to be honest, made a jumble of these concepts. IT as an Asset: Second, that the business value of IT is more like the value of an intangible asset, which I will call – despite some disconcerting when risk really the essence of what we do. Complex Adaptive Systems: Fourth and last, that the business should be thought of as a community, or perhaps as a Complex Adaptive System, which needs to be

don’t just monitor what’s up or down. ii. Modern Monitoring architecture 1. Data Collection at business logic, application, & environments layer a. Events, logs, & metrics b. Common service to centralize acknowledges and confronts problems g. FIND AND FILL ANY TELEMETRY GAPS i. Expand metrics from business, application, infrastructure, client software, and deployment pipeline levels 1. With every production help detect and recover faster ii. Application & Business Metrics 1. Measure extent application is helping achieving organizational goals 2. Business metrics typically represent part of the customer

support.  The practice team wasn’t the same as the game time team.  Segregated technical and business functions  Development  Operations (Operational Waterfall)  Infrastructure Ops  Product Jez Humble and David Farley  The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win, Gene Kim, Kevin Behr, and George Spafford.  The Lean Primer, Craig Larman and Bas Vodde