Agility By Mark Schwartz “Mark Schwartz is a rare combination: a deep thinker who has also applied lean, Agile, and DevOps principles at the highest level, leading an extraordinary Agile transformation simply says that we should empower small teams to inspect and adapt rather than stick to a plan. Lean thinking gives that small team ways to speed up its inspecting and adapting process to maximize its 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

Mean time to restore service (168 times faster) 4. An Introduction to The DevOps Handbook xxi 5. PART I—THE THREE WAYS 1 a. Introduction i. THE LEAN MOVEMENT 1. manufacturing lead time required to architecture: iv. ELIMINATE HARDSHIPS AND WASTE IN THE VALUE STREAM 1. In the book Implementing Lean Software Development: From Concept to Cash, Mary and Tom Poppendieck describe waste and hardship without affecting the result. The following categories of waste and hardship come from Implementing Lean Software Development unless otherwise noted: a. Partially done work: b. Extra processes: c. Extra

objectives and produce investment themes that accomplish those objectives. When combined with Agile and Lean practices, this approach can focus IT planning, reduce risk, eliminate waste, and provide a supportive engaged in creating value. If you missed last month, you can find the handout for Part 2 on the Agile4Defense GitHub page at: https://git.io/JeaO2 Risk The presence of uncertainty is the simple reason sustained competitive advantage, employee happiness, and innovation. Manager of Uncertainty: Agile and Lean thinking give IT powerful ways to manage uncertainty. By establishing short, robust feedback cycles

strategy rather than just a coding tactic. If you missed last month, you can find this on the Agile4Defense GitHub page at: https://git.io/JeaOu Enterprise Architecture Enterprise Architecture, the domain give us such useful learning.  we would gauge progress by seeing operational results . Agile and Lean approaches allow teams to quickly put product in the hands of users. This not only delivers value It is also a logical extension of the continuous feedback and learning principles that underlie all Lean and Agile practices. Daily standups and burndown charts give the team rapid feedback on whether it

com/watch?v=RXzurBazN-I Scaled Agile Framework (SAFe): Dean Leffingwell - Agile Software Requirements: Lean Requirements for Teams Programs and the Enterprise (2011) and Scaling Software Agility: Best Practices Code quality - can't scale crappy code  Program execution  Alignment  Transparency House of Lean: "We need to figure out a way to deliver software so fast that our customers don't have time to change

 Do process map.  Do focus on Quality first.  Do start a book club. Book List  Scaling Lean & Agile Development: Thinking & Organizational Tools for Large-Scale Scrum, Craig Larman  Continuous About IT, DevOps, and Helping Your Business Win, Gene Kim, Kevin Behr, and George Spafford.  The Lean Primer, Craig Larman and Bas Vodde Steve Barr steve.barr@csgi.com @srbarr1

There, the past two administrations—first a Republican, now a Democrat —have embraced what they call Lean government. The current governor, Jay Inslee, said in a campaign interview in the fall of 2012, “A “prosperous economy”; 3. Making Washington a national leader in sustainable energy and a clean environment; 4. Healthy and safe communities; 5. Efficient, effective, and accountable government. These are not revolutionary

The DevOps Handbook – Part 4: The Second Way – The Technical Practices of Feedback 1. Introduction a. Goal – Implement fast feedback loops i. Enable working towards shared goals ii. See problems as system specific 3. Warn – conditions that could become an error and will likely trigger an alert 4. Error – error conditions such as API failures, internal issues 5. Fatal – forces a termination iv decisions 2. System and data access 3. System and application changes, especially privileged changes 4. Data changes (CRUD) 5. Invalid input, possible malicious injections or threats 6. Resources (RAM

tk-devel gcc gcc-c++ make patch libffi-devel python- devel \ gdbm-devel xz-devel libpcap-devel db4-devel # tar -xvf Python-3.x.x.tgz #解压源码包 # cd Python-3.x.x 码 0 默 认 ， 灰 白 黑 30 40 1 粗体 红 31 41 4 下划线 绿 32 42 5 闪烁 黄 33 43 7 反白显示 蓝 34 44 紫 35 45 青 36 46 灰 白 ， 同 0 默认 37 47 效果+颜色用;分号隔开 print("\033[4;31m这是带下划线红色的字\033[0m") ★print输出带颜色的字windows FOREGROUND_BLUE) # reset ★运算符 ①算术运算符 + - * / % 取模，取余数 ** 幂，如 A ** 4 表示A的4次幂 // 取整除，取商的整数部分，向下取整，去尾法；若运算数为 float，则结果为n.0 ②比较运算符 == 等于 != 不等于 > 大于

git branch bran4 #在当前分支main的基础上，创建新的分支bran4 # git checkout bran4 #切换分支 # git branch * bran4 main #成员进行代码的编辑，并提交，过程省略 # git diff bran4 remotes/origin/main #查看本地的bran4分支与远程的main 分支有啥区别 # git push -u origin bran4 #将本地代码库的当前分支（bran4）推送到远 程的代码库的bran4分支，然后在远程仓库上就有了这个bran4的分支 # git branch -a #查看所有分支（包含本地及远程的） * bran4 main origin/main remotes/origin/bran3 remotes/origin/bran4 remotes/origin/main #管理员再决定是否合并分支 管理员电脑上：main分支# git merge remotes/rmtRepo/bran4 #将远程的 bran4合并到本地的main分支 管理员电脑上：main分支# git push -uf rmtRepo