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

allow battalions to make real-time, data-driven decisions which dramatically improve operational outcomes and in- crease the probability of mission success. For John Pisano, Ki Lee and Ben Reif, leaders allows bat- talions to make real-time, data-driven decisions which dramatically improve operational outcomes and increase the probability of mission success. 3 www.susergs.com Advancing the Tactical Edge better, adjust my tactics ac- cording to environmental and physical fac- tors. This drives better outcomes.” Historically, to confirm a team has received the same information, a soldier would have to

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

production Copyright © SUSE 2021 Inacta: Scaling Up with Kubernetes and SUSE Rancher Business Outcomes Major efficiencies achieved: — 80% reduction in provisioning time - from hours to minutes — now leverage the native Kubernetes way to store and access secrets in a safe way Business Outcomes Major efficiencies achieved: — Protect Customers’ Sensitive Data with Enhanced Kubernetes Security

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