Few organizations have or rely on as much software the US Air Force. There’s plenty of it around and, thus, plenty to be improved. In recent years, one of the more spectacular digital transformation stories has come from the USAF’s work modernizing their Air Operations Control software. In this episode, USAF’s Bryon Kroger goes over how they’ve moved multi-year release cycles to just weeks in the Kessel Run projects. Much of the work is in the “fuzzy front” end of planning and procurement, but as Bryon says, an equally, hearty serving has to do with building up people’s skills, moral, and the overall culture.

> The genre reached its peak in the early to mid 1990s, with some of the best-remembered LucasArts and Sierra titles making their appearance thereabouts. arstechnica.com/gaming/20…

> The genre reached its peak in the early to mid 1990s, with some of the best-remembered LucasArts and Sierra titles making their appearance thereabouts. arstechnica.com/gaming/20…

In the cloud, DevOps, agile, whatever is hot and new era, the role of enterprise architects is rarely addressed. There’s probably plenty useful for them to do still. I’ve been trying to figure out what those things are recently. Also, see the slides, which are usually more up-to-date. There’s also a recording from DevOpsDays Charlotte.

In the cloud, DevOps, agile, whatever is hot and new era, the role of enterprise architects is rarely addressed. There’s probably plenty useful for them to do still. I’ve been trying to figure out what those things are recently. Also, see the slides, which are usually more up-to-date. There’s also a recording from DevOpsDays Charlotte.

“We have already slashed the time needed to implement new ideas by 70 percent while avoiding hundreds of millions of dollars in costs.” M. Wes Haga, Chief of Mission Applications and Infrastructure Programs for Air Force Research Lab Slowly but surely, the US government is improving how they do software. Working at Pivotal, I’m lucky to see some of this change and talk with the people who’ve actually done it.

Most companies don’t realize the amount of work required to fully transform their approach to creating and caring for software. Scaling up the improvements learned and put into place by your initial teams relies on building trust and understanding in the overall organization. For whatever reason, most people in large organizations are resistant to change and, what with the frequent introduction of process improvement programs, skeptical of the flavor of the week of the syndrome.

Now that IBM has ended its revenue losing streak, we’re ready to stick a halo on it: There is no doubt, though, that there are signs of progress at IBM, which would not comment on its financial picture before the release of the earning report. So much attention is focused on the company’s top line because revenue is the broadest measure of the headway IBM is making in a difficult transformation toward cloud computing, data handling and A.

Ian Andrews explains and whiteboards out how all the cloud-native infrastructure fits together: https://www.youtube.com/watch?v=5DHCqRJIIpI Go to 7m21s if you want to skip right to the diagraming.

www.youtube.com/watch A recent rendition of one of my standard talks at the Austin DevOps Meetup. See the slides as well.