►
From YouTube: CDF SIG Best Practices - Sep 20, 2021
Description
For more information, visit: https://github.com/cdfoundation/sig-best-practices
C
F
B
F
D
B
A
F
G
F
A
A
Yeah
yeah,
so
what
we
were
hoping
to
do
today
was
just
kind
of
make
sure
that
we
were
we
correctly
interpreted
the
assumptions
that
we're
making
about
kind
of
who
are,
you
know
who
our
readers
are,
makes
verify
that
we
are
actually
thinking
about
producing
the
correct
deliverables
and
then
ask
a
few
questions
and
try
to
come
up
with
a
general
sense
of
what
our
next
steps
might
be.
So.
H
A
A
What
visitor,
what
we
believe
visitors
come
to
the
site
to
do
is
because
they
want
to
improve
their
company
or
organization,
and
they
want
to
share
their
story.
So
you
can
see
we
kind
of
got
a
green
blue
thing
here
going
with
what's
in
it
for
me,
what's
in
it
for
the
community
sort
of
thing
and
then
our
deliverables,
we
are
going
to
try
to
put
together
an
ia
that
maps
to
your
content
needs
and
we're
going
to
try
to
recommend
tooling.
A
A
A
So
our
proposal
is
this
is
based
on
the
research
that
we've
been
doing
in
our
own
team
and
kind
of
recognizing
how
best
to
support
people
with
technical
goals.
We
thought
that
we
would
try
to
put
together
a
goals-based
journey
for
customers
and
then
sort
of
map.
The
content
to
that-
and
this
slide
here
is
just
I
just
threw
some
stuff
on
the
screen.
A
The
user
goals
across
the
top
are
kind
of
you
know
pretty
standard
issue
for
or
implement
for
developing
software
and
implementing
it,
and
then
the
phases
are
fairly
arbitrary,
but
also
a
fairly
standard
issue,
and
then
the
user
questions
is
an
attempt
to
get
out
what
what
is
the
user
thinking
about
at
any
given
time
during
their
their
journey.
And
how
can
we
make
sure
that
we
give
them
that
content
when
they
need
it.
A
A
The
way
people
would
interact
with
the
site
that
they
would
come,
and
the
very
first
thing
they
would
have
to
do
would
be
decide
if
they
wanted
to
go
down
the
kind
of
improve
my
organization
path
or
if
they
wanted
to
go
down
the
share,
my
story
path
and
they're,
not
exclusive.
Of
course
they
could
bounce
back
and
forth
between
two
of
them,
but
if
we
organize
the
content
to
support
them,
doing
one
of
those
two
directions
to
start
with,
I
think
they'll
be
pretty
well
located.
A
D
I
A
G
B
D
D
D
I
think
we've
had
some
efforts
around
the
whole
glossary
topic
and
I
think,
as
as
part
of
this,
we
should
finalize
some
aspect
of
that,
which
is
just
a
here's,
a
set
of
terms,
here's
what
we
mean
as
cdf
when
we
talk
about
them
within
our
community,
some
can
have
multiple
definitions,
and
but
I
I
think
we
will
do
that.
We
should
do
that
exercise
and
close
the
loop
on
it
just
so
we
have
that
common
reference
yeah
great.
A
C
C
G
G
E
G
G
Where
do
I
start
so?
Yes,
you
know
we
would
like
to
modernize
the
way
that
we
do
things
with
continuous
delivery.
But
where
do
I
even
start?
What
what
parts
of
my
current
processes
do?
I
need
to
address
so
this
sort
of
assessment
piece
and
trying
to
understand
that
this
is
an
incremental
process
and
that
this
isn't
just
you
modernize
by
implementing
kubernetes
like
it's,
not
that
that's
not
how
this
works.
If
I
quickly
jump
over
to
another
slide
deck.
G
So
some
of
the
some
of
these,
these
four
dora
key
metrics
they
kind
of
map
to
speed
and
stability,
which
are
things
that
people
are
very
interested
in
this
is
this-
is
one
of
our
dres
put
this
deck
together,
and
so,
when
you
look
at
the
door
capabilities,
you
don't
just
go
from
a
to
b
in
one
fell
swoop
right
and
the
specific
capabilities
you
want
to
focus
on
will
depend
on
your
assessment
of
where
you
are
so.
Some
of
that
comes
from
things
like
value
stream
mapping.
G
Some
of
that
might
come
from
doing
the
dora,
quick
check
or
whatever,
like
or
reading
through,
accelerate
and
saying.
Oh,
this
resonates
with
me.
I
have
this
gap
here,
but
you
you
don't
do
this
in
one
file
swoop,
everybody
has
their
kind
of
journey,
and
so,
if
you
want
to
get
to
this
mythic
team
x,
that
has
all
these
wonderful
capabilities.
G
G
You
can
keep
what
you
have
and
then
you're
not
making
any
progress
or
you
you
do
things
iteratively,
and
so
the
idea,
then,
is
you
use
something
like
value
stream
mapping
or
you
use
the
door,
a
quick
check
to
kind
of
see
where
you
are
in
terms
of
the
four
key
metrics.
So
I
think
that
kind
of
messaging
is
is
missing
from
what
we
have
on
the
site
or
at
least
making
those
kinds
of
clear
connections,
so
the
people
say
yeah
yeah.
I
want
to
do
this
like
cd
stuff.
G
How
do
I
start
so
this
is.
This
is
kind
of
what
this
slide
is
about.
Is
we
talked
in
our
last
meeting
about
how
we
want
to
help
users
make
connections
across
the
whole
software
supply
chain
and
that
we
also
want
to
help
people
understand
that
you
are
here.
So
one
of
the
things
we
identified
in
sort
of
helping
to
close
that
gap
is
is
talking
about.
G
How
do
you
assess
where
you
are
and
what
your
next
steps
should
be
and
then
making
the
changes
based
on
that,
rather
than
trying
to
buying
into
the
marketing
of
oh,
you
should
implement
kubernetes
or
or
oh,
you
should
implement
this
and
like
trying
to
navigate
the
buzzwords
right.
So
some
of
the
tools
are
for
that
are
things
like
value
stream
mapping
using
dora.
There
are
some
other
frameworks
that
can
help
with
that,
like
salsa,
but
that's
what
this
slides
about
so
does
that
does
that
kind
of
make
sense.
B
B
Important
and
I
I
I,
I
definitely
feel
you're
right-
there
is
still
a
significant
gap
in
the
middle
of
of
this
narrative
where
we
need
to.
We
need
to
connect
people
across,
and
I
also
think
it's
important
that
we're
we're
careful
about
how
we
put
things
in
in
context,
because
the
the
thing
that
I
I
keep
seeing
repeatedly
is.
B
H
H
H
B
Well.
Why,
in
in
what
context?
You
know
how?
How
are
you
going
to
apply
it?
What
advantages
is
it
going
to
give
you
and
when
you
dig
in
you
find
that
they've
got
a
waterfall
business
process
for
a
strategic
plan?
That's
five
years
long
and
the
cicd
isn't
actually
going
to
give
them
any
advantage
at
all
unless
they
first
tackle
their
whole
strategic
approach
to
to
how
they're
structuring
their
their
product
development.
G
Absolutely
it
and
that
I
I
think
I
think
you're
right.
I
think
we
do
have
people
who
are
coming
in
and
they've
heard
about
dora
or
they've
heard
about
these
four
key
metrics.
But
I
think,
if
you
step
back
further
than
that-
and
you
say
to
people
document
like
that
whole
value
stream,
mapping
things
like
what
is
your
process
like?
Do
you
have
it
even
written
down,
and
do
you
even
know
what
all
the
players
are
and
and
evaluate
where
your
bottlenecks
are
there,
and
it
might
be
something
as
simple
as
step
one
is.
G
We
have
to
figure
out
what
our
processes
are
and
where
things
are
breaking,
because
we
can't
even
get
to
identifying
some
of
these
questions
that
are
indoor,
because
we
don't.
We
don't
even
know
what
those
answers
are
and
and
yeah.
Sometimes
people
are
coming
in
and
they're
driven,
not
by
speed,
but
by
cost
right.
So
then
the
focus
might
be
something
like
well,
you
can
save
cost
by.
G
You
know
through
virtualization,
and
then
maybe
you
know
from
from
virtualization
and
bare
metal.
You
go
from
bare
metal,
you
virtualize,
and
then
you
you,
you
maybe
move
to
the
cloud
later,
but
it's
it's
figuring
out
where
you
are
now
and
helping
people
to
figure
out
the
tools
they
can
use
to
to
do
that.
So
then
they
can
understand
what
their
priorities
are,
so
that
they
aren't
just
yeah
using
ci
cd
as
this
buzzword
or
like
finding
some
checklist
that
tells
them
yeah.
H
G
G
F
F
H
I
think
fear
failure
is
a
huge
one
for
developers
coming
in,
because
no
matter
what
level
you
are,
if
you
want
to
implement
something
and
you're
trying
to
battle
against
what
the
current
norm
is
in
the
organization,
there's
obviously
still
at
least
some
culture
there
that
are
used
to
using
the
current
process.
Maybe
you
don't
want
to
change
and
would
only
relish
not
having
to
learn
new
stuff
and
there's
always
that
that's
that
side.
H
F
I
think
both
of
those
things
to
speak
to
what
what
you
were
saying
anthony
is
that
you
know
how
to
kind
of
buck
yourself
along
right,
like
no.
No,
I,
like,
I
got
these
things.
These
things,
these
three
things
done.
It's
we're
making
progress
here.
You
know,
and
I
can
tell
other
people
about
them
and
build
that
momentum
right
and
when
I
a
lot
of
times
when
I
talk
about
organizational
transformation
along
these
lines,
it's
it
is.
It
is
that
the
theme
of
momentum
there
are
no
switches
right.
B
D
And
just
one
thing
I
was
gonna
just
on
the
list.
I
guess
because
of
the
resources
like
for
me,
team
topologies
is
a
slightly
different
thing
like
again
the
topology
there
could
be
an
assessment
of
how
your
teams
are
structured
and
what
that
looks
like
and
but
that's
also
distinct
from
culture.
So
maybe
we
want
something
like
the
western
surveys.
You
know
the
five
or
six
questions
you
ask
to
evaluate
the
culture.
G
B
So
you
know
you'll
find
that
many
many
people
will
be
thinking
from
a
project
perspective
and
we'll
be
thinking
about
managers
and
doers
and
people
allocating
work
and
people
delivering
work
and
there
will
be
zero
focus
on
product
and
you
know,
and
aligning
and
discovering
and
measuring
against
what
the
customer
wants
so
so
yeah.
I
think
it's
important
that
we
do
try
and
highlight
some
of
those
alternative
ways
of
seeing
the
world
to
to
show
how
that
fits
into
making
the
methodologies
work.
G
So
this
is,
this
was
mostly
just
collection
for
our
purposes.
You
know
if
we
do.
This
is
for
the
sort
of
community
contributed
side,
some
examples
of
resources
that
that
are
things
that
have
come
out
of
google,
so
things
that
we
might,
for
example,
highlight
in
a
more
google
specific
implementation.
G
This
again
was
more
okay
stuff
that
we
might
need
to
keep
in
mind
when,
when
looking
at
things,
so,
for
example,
I
found
that
the
you
had
your
cd
foundation
guidelines
around
things
like
terminology,
and
you
have
a
code
of
conduct
already
so,
for
example,
if
a
trip
contributor
guide,
we
want
to
make
sure
we
reference
the
code
of
conduct.
So
this
again
is
not
necessarily
content.
We
would
put
on
the
site
but
stuff.
That
would
be
important
to
look
at
in
reference
when
putting
the
material
together.
G
B
Note
on
is,
you
know
we
want
to
be
explicit
about
supply
chain
software
supply
chain
because
again
it's
another
one
of
those
things
that
we
take
for
granted,
but
the
audience
won't
necessarily
be
thinking
in
those
terms.
So
again
we
should.
We
should
provide
some
pointers
and
an
overview
and
just
set
some
context
to
help
people
to
understand
how
that
fits
into
the
the
overarching
problem.
G
A
Talk
about
it,
no
sure
I
can
talk
about
it.
So
what
what
we
were
thinking
is
that
that
the
next
steps-
probably
the
first
most
important
thing-
and
I
think
we've
done
some
of
this
even
in
this
meeting-
is
to
really
flesh
out
those
user
journeys
so
that
we
know
exactly
what
we're
doing
exactly
what
the
mindset
is
of
the
user
who's
coming
to
the
site
and
terry,
I
feel,
like
you,
have
a
ton
of
background
there.
Everything
you've
been
saying
about
what
they
know
and
what
you
expect
them
to
know.
A
A
So
I
think,
if
we
could,
maybe
as
a
team
or
individually
and
bring
them
back
and
merge
them
if
we
could
really
flesh
this
out,
so
that
we
have
the
level
of
detail
that
terry
was
getting
to
in
in
describing
kind
of
where
the
customer
mindset
is.
I
think
that
would
be
a
great
next
step,
because
then
we
could
really
get
into
the
assigning
the
content
types
and
where
they
should
be
for
each
stage
of
the
customer
journey.
Does
that
make.
E
A
B
A
D
D
D
How
do
we
have
the
community
come
through
and
contribute
what
they're
doing
or
where
they're
at
and
and
some
and
maybe
something
to
do
with
open
source
projects,
because
otherwise
I
don't
want
to
be
just
kind
of
redoing
what
google's
already
been
through
in
just
a
slightly
different
format,
with
a
different
site,
so
yeah
just
trying
to
think
through.
What's
going
to
yeah
make
this
key.
F
We
want
to
there's
like
the
two
phases
of
the
of
these
ideas.
One
is
sort
of
the
the
most
neutral
concepts
terms,
patterns
right
and
then
there's
the
execution
of
those,
and
I
think
that's
what
you
were
touching
on
as
well.
Just
now,
it's
like
we've
got.
You
know,
google
has
done
a
bunch
of
investigations
of
this
has
have
many
others
right.
How
can
we
bring
in
what
would
we
call
it
like
linked
content
like
here's,
a
set
of
concepts
that
are
just
defined
in
a
neutral
setting?
F
G
G
So
we
hit
we
had
sort
of
started
out
with
a
jam
board
and
kind
of
tossed
ideas
around
and
the
thought
was
and
again
this
is
not
set
in
stone.
This
is
throwing
it
at
the
wall
and
see
what
sticks
is
that
someone
could
come
in
and
if,
if
their
primary
focus
is
learning,
then
they
would
come
in.
They
may
not
be
familiar
with
continuous
delivery.
Maybe
they
learn
about
that
and
they're
like
okay.
Well,
where
do
I
start
next?
So
they
they
take.
G
They
use
an
assessment
tool
to
learn
about
it,
and
this
is
all
sort
of
the
vendor
agnostic
stuff.
So
the
assessment
tools
might
be.
Dora
might
be
value
stream.
Mapping
for
security.
It
might
be
something
like
salsa
and
looking
at
a
security
kind
of
maturity
framework,
and
then
we
would
get
into
our
best
practice
stuff
here
and
then
on
the
right
side.
We
have
okay,
so
I
have
implemented
some
stuff
and
I
want
to
share
some
of
my
lessons
learned.
So
we
can
share
some
of
the
google
things
here.
B
A
D
Wonderful,
better
word
where
we
like
almost
like
a
peer
review
and
there's
some
that
can
be
marked
as
okay.
This
has
been
reviewed.
We
have
a
discussion
or
we've
had
an
open
session
where
people
can
almost
like
defend
it
or
talk
through
it
and
then
once
that's
done,
it's
it's
got
a
badge
or
something
that
helps
it
stand
out.
B
Yeah,
I
certainly
think
we're
in
an
interesting
situation
at
the
moment
where
everyone
you
talk
to,
has
a
world-class
devops
process,
but
the
majority
are
also
struggling
to
see
any
value
from
having
implemented
it.
So
you
know
if,
if
we're
going
to
help
people
we're
actually
going
to
have
to
really
help
them
to
differentiate
between
what
works
and
what
doesn't
and
what
the
context
was
that
made
that
successful.
D
A
D
A
A
I
A
G
G
F
F
F
This
is
a
particularly
true,
I
think
you
know
you
think
about
a
lot
of
the
companies
that
sell
sort
of
bundled
developer
tech.
Stacks
it'll
be
interesting
to
see
you
know
if,
if
those
start
to
come
into
this
vein,
what
that
looks
like,
but
I
do
think
having
some
kind
of
rubric
like
okay,
you
must
line
up
in
the
following
ways
in
in
order
to
be
considered,
I
could
be
helpful.
F
A
All
right
so
next
steps
so
yeah.
I
think
next
steps
are
to
really
fill
in
that
user
journey
and
maybe
the
way
to
start
even
is
to
come
up
with
a
persona.
I
know
a
few
folks
are
familiar
with
working
with
personas
but
yeah
it's.
It
sounds
like
we
kind
of
have
one,
but
we
haven't
actually
shared
it
or
written
it
down.
A
A
F
A
F
F
F
D
D
So
this
the
application
developer,
which
is
kind
of
your
traditional
developer,
then
there's
the
the
second
one
is
like
your
ops
person
or
devops
person
or
cloud
engineer
that,
but
the
person
focused
more
on
kind
of
the
delivery
and
operation
side
and
then
delivery,
director
and
technology
executive.
Just
two
different
levels
of
cease
of
leadership,
so
delivery
director
more
closer
to
the
teams
and
then
technology
executives
in
c-suite,
and
then
there
was
a
bit
of
a
random
one
which
was
more
from
our
community
on
on
the
advocate.
D
A
B
So
so
I
I
I
think
there
are
probably
three
broad
perspectives
on
this.
You
know
one
about
what
is
it?
What
value
am
I
going
to
drive
from
it
at
a
commercial
level,
one
which
is
what
what
is
it
and
how
is
it
going
to
improve
my
experience
of
delivering
this
and
then
the
one
which
is
you
know?
How
does
this
aid
me
in
effectively
delivering
things
that
I
don't
yet
know
what
they
are,
and
how
can
I
use
that
to
discover
them.
A
D
F
All
those
unknowns
right,
but
I
think
that's
where
all
of
the
work
that's
been
done,
for
example,
on
the
testing
stuff
is
going
to
become
critical,
because
that
becomes
one
of
the
number
one
questions
around
execution
when
you're
developing
this
stuff,
which
is,
if
you
don't
have
a
good
automation
story.
Where
do
you
even
start?
What
does
it
look
like?
How
do
you
you
know?
How
do
you
do
that
so
and-
and
that's
also
one
of
the
toughest
areas,
because
it's
often
the
most
vendor
driven?
F
B
Great,
I
I
think
it's.
This
is
going
to
turn
out
to
be
equally
important
for
each
of
these
three
categories,
because
when,
when
you
look
at
this
in
context,
the
reason
why
you
would
want
to
do
it
in
the
first
place
needs
to
be
driven
from
the
commercial
perspective,
and
they
are
the
only
people
who
can
actually
make
this
succeed
because
they
have
to
restructure
the
whole
of
the
organization
to
facilitate
this
way
of
working.
B
So
if
they're
not
driving
the
process
in
the
first
place,
somebody's
going
to
have
to
sell
it
to
them
to
the
point
at
which
they
take
on
responsibility
for
driving
at
now.
That,
in
in
our
experience,
tends
to
be
that
someone
from
the
engineering
side
has
discovered
the
methodology
and
is
trying
to
implement
it,
and
unless
they
successfully
sell
it
at
a
c-suite
level,
they
won't
be
able
to
implement
it
because
they'll
get
so
far
and
they'll
get
blocked
by
corporate
antibodies.
B
A
D
G
G
G
As
far
as
I
know,
it
is
it's
it's,
it
was
actually
started
by
one
of
the
folks
in
the
tech
writing
org
here
at
google.
So
there
are
a
number
of
projects
like
kubernetes
that
use
it.
I
believe
tecton
also
uses
doxy
yeah
yeah.
So
one
of
the
benefits
is,
we
have
some
precedence
and
we
have
people
internally
who
can
help
us
with
that?
G
D
G
C
G
H
F
F
D
Yeah,
I
think
it's
for
that.
It's
it
always
comes
down
to
what
is
the
ask
and
the
more
clear
they
ask
the
better.
I
think
there's
only
a
few
people
who
can
deal
with
the
lack
of
clarity
or
you
know
the
discussions
we've
been
having
up
to
now,
where
we're
kind
of
bouncing
all
over
the
place,
but
once
things
start
to
solidify.
H
D
F
D
F
I
was
just
going
to
say
two
quick
questions.
One
do
we
want
to
create
a
new
repo,
then
for
the
for
the
doxy
stuff,
or
can
we
repurpose
whatever
we
had
started,
just
create
a
new
repo?
I
think,
okay,
and
let
me
know
what
you
need.
I
can
speed
that
up.
Okay
and
then
really
quick.
Just
for
the
purposes
of
the
notes.
Is
it
possible
janna
nicola,
for
you
to
share
your
deck
as
world
viewable
sure
I.
F
Okay,
I
here,
if,
if
you
want,
I
mean
this:
if
you
want,
I
can
take
make
a
copy
of
it
and
put
it
on
my
personal
account.
Okay,
I
know
we
just
make
sure
that
we
take
off
any
google
confidential
because
they're,
obviously
putting
google
confidential
in
there.
I
mean,
if
you
don't
mind,
doing
it,
that's
fine!
If
you'd
rather
I
do
it
in
case
they're.