largely fail to comprehend. We usually think of ourselves as sitting in the driver’s seat, with ultimate control over the decisions we make and the direction our life takes; but alas, this perception

typically experience deep enjoyment, creativity, and a total involvement with life. In this new edition of his groundbreaking classic work, Csikszentmihalyi demonstrates the ways this positive state

of pain b. HP LaserJet Firmware –i. Before CI: 2 releases per year. 5% of effort supporting new features, 20% on detailed planning, 25% on porting code amongst branches, 10% integrating, 15% manual testing testing. ii. Implemented Trunk-based development & CI iii. After CI: 40% effort on new features, 40% decrease in development costs, 140% increase in programs under development, 78% reduction in cost APPLICATION-BASED PATTERNS TO ENABLE SAFER RELEASES i. Implement Feature Toggles 1. Selectively enable/disable features without code deployments 2. Wrap UI or application logic in conditional statements or strategy

shared goals ii. See problems as they occur iii. Enable quick detection & recovery iv. Ensure features operate as intended and achieve organizational goals 2. Ch. 14 – Create Telemetry to Enable Seeing of Production Engineering) iii. Find the proper balance between fixing production issues and new features development – feature is only “done” when it’s performing as expected in production c. HAVE DEVELOPERS successful at improving the key metric!” iii. 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

Off-the-shelf systems are more expensive than we expect, and take longer to roll out. We pay for features that we don’t actually use.  It resists change—we can’t even change it ourselves, but have to in the hands of users. This not only delivers value immediately, but also lets us validate the features that have been deployed.  we would carefully set boundaries for planning. A detailed plan is a

self-organizing, self-managing team-of-agile-teams  release trains  working off a single backlog of features, driven by vision and roadmap  product and release management, release planning  program psi

development support team with the production support team.  Operations becomes familiar with new features in QA, rather than in front of and with the customer – shorter feedback loop  More opportunities

simultaneously. Key Measures Mean-time to production: the average time it takes from when new software features are required until they are running in production. Average lead-time: how long it takes for a

Software Development unless otherwise noted: a. Partially done work: b. Extra processes: c. Extra features: d. Task switching: e. Waiting: f. Motion: g. Defects: h. Nonstandard or manual work:i.