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 AUTOMATED TESTS AS DOCUMENTATION AND COMMUNITIES OF PRACTICE i. Ensure automated tests demonstrate use and behavior of libraries and components ii. Test suite becomes the living documentation of the system 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

potential implications, or to merely rubber stamp their approvals c. Creating large volumes of documentation of questionable detail which become obsolete shortly after they are written d. Pushing large 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

i. Don’t practice “Mean Time until Declared Innocent” – culture of blame encourages limited documentation, hiding telemetry, deflection 1. Prevents creation of institutional knowledge about incidents 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 incidents 1. Bad pull requests – typically doesn’t have enough context for the reader, little documentation of the changes intended outcome, or explanation of the thought process behind the change 2.

3. DB scripts and reference data 4. Containers 5. Automated tests 6. Project artifacts – documentation, procedures, etc. 7. Application configuration files 8. This also includes pre-production and 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

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

and management tested 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