continuously. Steve Barr steve.barr@csgi.com @srbarr1 Overall Quality improvements, “it” goes in better, and with less issues.  Maintenance window changed from once a week to everyday  Expanded Sphere of Advice  Do embark on a agile self-improvement effort.  Do mix in or schedule your recurring maintenance.  Do define a primary purpose and measure it.  Do process map.  Do focus on Quality first

our metrics 1. All production deployments should be visible on graphs 2. Similarly useful are maintenance, backups, and other activities. 3. Ch. 15 – Analyze Telemetry to Better Anticipate Problems and A/B testing helps reduce zero or negative value add features to the baseline that also increase maintenance costs and identify opportunity costs. d. INTEGRATE A/B TESTING INTO OUR RELEASE i. A/B testing approval ii. Peer review help improve overall quality, provide cross-training, learning, and skill improvements. iii. Keep batch sizes of reviews small iv. 4 simple Peer Review Guidelines 1. Everyone must

of Constraints “Eliyahu M. Goldratt, who created the Theory of Constraints, showed us how any improvements made anywhere besides the bottleneck are an illusion . Astonishing, but true useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.” Resource

ideas don’t work and reinforcing those that do3. local learnings are rapidly turned into global improvements, so that new techniques and practices can be used by the entire organization iii. ENABLING THE IMPROVEMENT OF DAILY WORK 1. Mike Rother observed in Toyota Kata that in the absence of improvements, processes don’t stay the same—due to chaos and entropy, processes actually degrade over time

resilient systems with higher degrees of assurance 3. Ch. 20 – Convert Local Discoveries into Global Improvements a. USE CHAT ROOMS AND CHAT BOTS TO AUTOMATE AND CAPTURE ORGANIZATIONAL KNOWLEDGE i. ChatOps Goal is focused improvement on daily work, not experimentation and innovation iii. Demo back improvements at the completion of the blitz iv. Empower those closest to the work to continually identify

distinction between the development of a system and its operation and maintenance.  Dividing our IT spending into development and maintenance buckets leads to some ineffective ways of making decisions. A nod

less able to refactor due to potential rework and merge problems 1. Cross-cutting dependency improvements often provide high-payoffs d. ADOPT TRUNK-BASED DEVELOPMENT PRACTICES i. CI and Trunk-based

Procrastination and Self-Control – Why We Can’t Make Ourselves Do What We Want to Do  Example: Vehicle Maintenance, E-mail  Experiment: Class paper deadlines  Observations: o “We found that the students in

buying a vendor’s product, where the investment is one large lump sum—and a commitment to future maintenance payments. Then, of course, there is the risk of the vendor going out of business or discontinuing

delivered as a single “product” at the end of a project, a “product” that then only required a bit of maintenance now and then, the economics of IT delivery often favored buying a product off the shelf. But when