actually degrade over time. 2. We improve daily work by explicitly reserving time to pay down technical debt, fix defects, and refactor and improve problematic areas of our code and environments—we do actionable data within weeks f. RESERVE 20% OF CYCLES FOR NON-FUNCTIONAL REQUIREMENTS AND REDUCING TECHNICAL DEBT i. Don’t just make the interest payments, pay down the principle ii. If not managed, services

The DevOps Handbook – Parts 5 & 6 – Part 5: The Third Way – The Technical Practices of Continual Learning and Experimentation; 1. Introduction a. Goal – practices to enable learning as quickly, frequently in days that previously would have taken 3-6 months c. INSTITUTIONALIZE RITUALS TO PAY DOWN TECHNICAL DEBT i. Regularly schedule day- or week- long improvement blitzes with Dev & Ops teams. Focus on Provide Test Certified Mentors and Test Mercenaries to kick start testing efforts – Part 6: The Technical Practices of Integrating Information Security, Change Management, and Compliance 1. Introduction

which we are finished investing and just need to “maintain.” But unless we want functional and technical debt, a lumpy EA, and a need to do an expensive and risky transformation effort, FOC is in no sense has already chosen to accept—is destroying business value. An IT leader must have the necessary technical skills, make impeccable decisions under uncertainty, and then have the courage to face the consequences inevitable.  Respect for skill: Your new IT workforce will respect co-workers who have impressive technical skills, and will have little respect for people who don’t. Skill is demonstrated through hands-on

in the future. What does such an EA, brimming with latent value, look like?  It has little technical debt.  It is built according to good, extensible design patterns and uses well-accepted standards has already chosen to accept—is destroying business value. An IT leader must have the necessary technical skills, make impeccable decisions under uncertainty, and then have the courage to face the consequences

provide value to the warfighter Inward mindset at work “Nice” inward mindset Outward mindset CFS2 – Debt Collection. Berate Debtors until they pay vs Find help for Clients so that they can pay San Antonio

The DevOps Handbook – Part 3 The First Way – The Technical Practices of Flow 1. Introduction a. Goal – Enable & sustain fast flow of work by implementing continuous delivery i. Create the foundation the issue is addressed v. Changing human behaviors and incentives is more challenging than the technical aspects n. WHY WE NEED TO PULL THE ANDON CORD i. If not, it becomes increasing difficult to get application code iv. By separating the actions, release becomes a business decisions, not a technical decision v. Environment-based Release Pattern – multiple environments available, only one is receiving

environment support.  The practice team wasn’t the same as the game time team.  Segregated technical and business functions  Development  Operations (Operational Waterfall)  Infrastructure Ops access to technology specific dashboards and consoles.  Aides in troubleshooting and encourages technical learning.  How we need to improve  Sharing ideas, code, Community of Practice, etc.  Test

relatively small scope of a release and how it aligns to the enterprise architecture. Similar technical reviews can be decomposed to the release level.  DO continuous planning at every levelSystems engineering processes. (No ivory towers) While Agile systems engineering involves frequent informal technical and programmatic reviews, this less formal approach does not equate to less rigor. Instead, greater

has already chosen to accept—is destroying business value. An IT leader must have the necessary technical skills, make impeccable decisions under uncertainty, and then have the courage to face the consequences

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