frequent) ii. Code and change deployment lead time (two hundred times faster) iii. Production deployments (sixty times higher change success rate) iv. Mean time to restore service (168 times faster) 4. Handbook xxi 5. PART I—THE THREE WAYS 1 a. Introduction i. THE LEAN MOVEMENT 1. manufacturing lead time required to convert raw materials into finished goods was the best predictor of quality, customer are written d. Pushing large batches of work to teams and special committees for approval and processing and then waiting for responses 3. Instead a. Use peer reviews of our proposed changes to gain

structure and methods to apply. Agile requires a set of processes, roles, and culture that will take time to employ. This guide is intended to show how the DoD could tailor the Defense Acquisition Framework lessons learned by these early Agile adopters. Broader, more successful Agile execution will take time, trial and error, and shaping of processes, policies, and culture, but with support from oversight use a Fibonacci series, ideal days, or small-medium-large as units for assigning story points. Over time, as the teams accumulate performance data, this iterative and incremental4 process improves accuracy

of the factors critical to running your plant successfully cannot be determined precisely ahead of time The hike is a set of dependent events in combination with statistical fluctuation. Each is fluctuating throughput for the entire plant will be lower by whatever amount the bottleneck produces in that time. And that makes an enormously expensive lunch break” Story - Quality control Jonah: “Make sure after it’s passed the bottleneck, you have lost time that cannot be recovered.” Parallel: Automated Unit Testing before Manual Testing & QA Time and Batch sizes From the moment material comes

repetition and practice is the prerequisite to mastery. The outcomes of the Third Way include allocating time for the improvement of daily work, creating rituals that reward the team for taking risks, and introducing “The wait time is the ‘percentage of time busy’ divided by the ‘percentage of time idle.’ In other words, if a resource is fifty percent busy, then it’s fifty percent idle. The wait time is fifty percent unit of time. Let’s call it one hour. So, on average, our task would wait in the queue for one hour before it gets worked. On the other hand, if a resource is ninety percent busy, the wait time is ‘ninety

impediments, criticism, and abuse. I have so much fun working alongside you.” – Mark Schwartz Last Time in Part One Planning: The idea that we should make a plan and then stick to it is a terrible idea problem.  if we mandate that projects reuse code whenever possible, each project may have to spend time searching archives of available code to find something that is a near fit, and then deal with the intangible, latent capabilities—potential that is, for the moment, hidden.  The EA asset evolves over time through incremental investments.  Managing the EA asset is an art, just as all strategic management

Mark Schwartz “Courage, I say, is the value most needed by Agile IT leaders.” – Mark Schwartz Last Time in Part 2 Enterprise Architecture: The job of IT leaders is not to execute projects on behalf of  This, as we know, is based on the outdated idea that we define the scope of the system ahead of time and keep working until we deliver it. That is precisely what we do not do in an Agile approach. and talk technology—at least some of the time. They are in your IT organization because they enjoy technology; they are proud to be technologists. It is time to shake off the last traces of the attitude

critical systems ii. Simulate and rehearse accidents for practice 1. Schedule the event 2. Give teams time to prepare, make changes, and establish procedures 3. Execute iii. Expose latent defects in the principles 4. Ch. 21 – Reserve Time to Create Organizational Learning and Improvementa. Toyota Production System has improvement blitz – dedicated and concentrated period of time to address a given issue production load compared to native PHP. d. ENABLE EVERYONE TO TEACH AND LEARN i. Dedicate organizational time to let teaching and learning happen. Nationwide Insurance – provides 2 hours each week with expectation

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 new production environment. Production failure rate: how often software fails during production. Mean-time to recovery: how long it takes applications in the production stage to recover from failure. Key

depart” o “when a social norm collides with a market norm, the social norm goes away for a long time. In other words, social relationships are not easy to reestablish”  Experiment: Daycare Late Pickup treatment, but it can help push us in the right direction.”  Agile tie-in: Scrum and the use of time boxes The High Price of Ownership – Why We Overvalue What We Have  Example: Duke basketball tickets from each tent must check in, else your tent moves to the back of the line, 48 hours before game time, when air horn sounds every study must check in  Experiment: What would the students who have a

Steve Barr DevOps: A Horse's Perspective 1 Kyle Baardson Scrum - Doing Twice the Work, in Half the Time 1 Nick Tuck Assuring Quality 3 Toby Flint Lean Startup Book Review 0 Mark Staroska Story Points Tek Agile Trends in the Industry 1 Sean Lomax Scrum: The Art of Doing Twice the Work in Half the Time 2 Craig Lacy Challenges to Adopting Agile in a Mainframe World 0 Jerry Koske The Process of Innovation Experience in Effective Retrospectives 2 Sean Lomax Scrum: The Art of Doing Twice the Work in Half the Time 2 Jerry Koske The Process of Innovation 2 Nick Tuck XP Prctices 1 Mike Ballou Open Discussion on