Federal Government at USCIS. In this book, he shows how modern IT leaders succeed by driving business outcomes rather than operating an order-taking function. This shift in organizational mindset is critical team’s plans:  What are the business outcomes the team is trying to achieve? What kinds of activities do they think will achieve them? Why are those outcomes valuable to the business? I want to make they begin with a goal in mind and empirically find and test hypotheses. A Better Way – Desired Outcomes: We must replace the notion of requirement with that of a desired outcome. What gets tossed over

generate enough production telemetry so that we can confirm that is it operating as designed and outcomes are being achieved. iii. Logging Levels 1. Debug – anything that happens in the program 2. Info set thresholds without need to statically define each one. b. INSTRUMENT AND ALERT ON UNDESIRED OUTCOMES i. An approach 1. Analyze most severe incident in recent past. 2. Create list of telemetry that Perform cheapest, fastest experiment possible to validate whether the feature will achieve desired outcomes. 3. Repeat iii. Intuit’s rampant innovation culture – went from 7 experiments/year to 165 experiments

and massive disruptions to all downstream work centers, resulting in poor flow and poor quality outcomes. This validates our common experience that the larger the change going into production, the more impossible for us to perfectly predict all the outcomes for any action we take. This is what contributes to unexpected, or even catastrophic, outcomes and accidents in our daily work, even when we take ORIENTATION WORK i. Requires everyone in the value stream views the customer and organizational outcomes as a shared goal, regardless of where they reside in the organization. ii. Requires high-trust

critical characteristics of the new IT leadership role. Driver of Outcomes: IT leaders must take responsibility not for delivery, but for outcomes, in the same sense that marketing and sales are not just responsible delivering TV commercials and sales calls, but for delivering revenues, as well. IT must drive outcomes in terms of revenue, cost reduction, sustained competitive advantage, employee happiness, and innovation CIO must build relationships with peers; understand the outcomes they desire; demonstrate how his or her ideas can help them achieve their outcomes; and explain, convince, and follow through. Orchestrator

the entire system, as opposed to the performance of a specific silo of work or department. The outcomes of putting the First Way into practice include never passing a known defect to downstream work initiative is to shorten and amplify feedback loops so necessary corrections can be continually made. The outcomes of the Second Way include understanding and responding to all customers, internal and external from failure; and understanding that 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

team—the joint business/IT team, that is— with delivering business outcomes, and let them find the capabilities that deliver these outcomes best. Transformation: Transformation and modernization projects first governance and oversight step.  We presented to Our Very Own Star Chamber the proposed outcomes and budget, some justifications of why we believed it was plausible, and just enough description

Enable and Inject Learning into Daily Work a. Complex systems are impossible to predict for all outcomes i. Dr. Steven Spear - resilient organizations are “skilled at detecting problems, solving them Enable controls such as pair programming, continuous inspection, automated testing to achieve outcomes intended with controls. e. ENSURE DOCUMENTATION AND PROOF FOR AUDITORS AND COMPLIANCE OFFICERS

and architecting for low-risk releases b. Integrating objectives of QA & Operations to improve outcomes 2. Ch. 9 – Create the Foundations of Our Deployment Pipeline a. Enterprise Data Warehouse program application & environment interactions 3. Ch. 10 Enable Fast and Reliable Automated Testing a. Undesired outcomes result from finding and fixes errors in a separate test phase. b. Delayed feedback fades the cause

true to brand voice; for a law firm, it means properly formatted citations, every time. Faster outcomes Less manual editing or re-checking means your teams can focus on high-value tasks. 15 AI in the examples show, every business is full of opportunities to harness the power of AI for improved outcomes. The use cases may vary by company and industry but the lessons apply across all markets. The

enough experience with Agile approaches to permit rigorous analysis of strategies, methods, and outcomes. Given this lack of well-documented research and of historical examples that other programs could DoD acquisition professionals with details on how to adopt Agile development practices to improve outcomes in today’s complex acquisition environment. Agile has emerged as the leading industry software