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From YouTube: CDF SIG Best Practices - Sept 19, 2022
Description
For more Continuous Delivery Foundation content, check out our blog: https://cd.foundation/blog/
A
B
A
Hi
there
so
some
positive
news
this
week,
as
you
may
well
have
seen
I-
have
worked
through
the
rest
of
the
outstanding
stuff
on
the
the
first
draft
of
the
reference
architecture
and
we've
published
that
so
that's
now
live
on
the
site.
A
B
A
Okay,
where
did
you
lose
me.
A
A
Okay,
so
what
I
was
saying
really
was
that
we've
we've
been
through
and
published
the
first
draft
of
the
reference
architecture
work
that
we
had
in
the
pr.
A
So
that's
now
live
on
the
site,
and
so
that
covers
off
the
views
and
viewpoints,
drivers
and
constraints
and
and
the
sort
of
the
the
Readiness
to
undertake
a
transition
to
continuous
delivery.
A
A
If
there's
anything
on
there,
that
you
think
needs
more
detail
or
if
there's
additional
views
and
viewpoints.
For
example,
I
know,
there's
quite
a
few
that
we
could
add
in
there
to
flesh
that
out.
A
Moving
forwards,
what
I
think
we
probably
need
to
look
at
next
is,
if
you
like,
the
business
architecture
piece
which
is
looking
in
a
bit
more
detail,
how
you
tackle
the
change
that
you
need
within
the
organization
to
facilitate
the
development
work
moving
in
a
continuous
delivery
approach.
A
A
No
volunteers,
okay,
so
I
think
there's
a
few
areas
that
that
we
could
look
at.
Obviously,
I
I
used
the
the
sort
of
software
licensing
example
in
the
the
section
that
we've
just
published.
So
looking
at
the.
If
you
like
the
open
source
licensing
challenge,
how
do
you
evaluate
your
software
supply
chain
from
a
licensing
perspective?
A
How
do
you
validate
that
all
the
licenses
that
you're
inheriting
are
things
that
you
want
to
associate
with,
and
also
how
you
need
to
verify
that
any
commercial
packages
that
are
in
there
are
correctly
licensed
before
you
do
a
deployment,
but
there's
lots
of
other
examples
that
we
could
look
at.
We
could
look
at
the
the
security
and
privacy
aspects
of
the
supply
chain
and
look
at
how
you
might
want
to
approach
those
from
a
business
process
perspective.
A
I
I
think
this
is
one
where
it's
a
case
of
finding
the
things
that
are
most
relevant
to
the
sorts
of
organizations
that
are
likely
to
want
to
adopt
continuous
delivery
and,
and
then
we
can.
We
can
focus
on
things
that
are
familiar
problems
but
which
might
be
Show
Stoppers.
If,
if
there
wasn't
a
clear
path
to
how
we
can
do
that.
A
Now,
one
of
the
things
that
we
are
going
to
need
to
do
is
to
evangelize
a
bit
more
on
this
piece
of
the
work
that
we're
doing,
because
we
could
really
do
with
having
a
larger
contributor
base
and
more
people
involved
to
to
help
get
this
going
a
bit
quicker
because
right
now,
what
we,
what
we
really
need,
is
people
with
experience
and
interest
in
particular
problem
areas,
so
that
we
can
we
can
draw
on
on
their
experience
to
to
help.
You
know,
expand
those
bits
of
the
reference
architecture.
B
I
mean
the
the
some
obvious
channels
would
be
blog
posts,
also,
maybe
a
very
short
blog
post
and
then
tweeting
it
out.
Sort
of
sort
of
an
open
call
could
be
one
way
to
have
a
really
try
and
open
the
channel.
Quite
a
lot
of
contributors.
A
And
so
what
we
need
to
be
doing
now
is
reaching
out
more
into
the
business
and
operations
side
to
to
get
people
involved.
Who
are
you
know
not
necessarily
operating
on
Frontline
engineering
tasks,
as
as
we've
been
focused
on
previously,
but
more
involved
in
governance
processes
and
all
the
all
the
really
messy
awkward
bits
of
making
sure
that
your
product
is
actually
safe
to
put
in
front
of
customers.
A
But
I
I
think
that's
something
that
we
can.
We
can
set
as
a
background
task
and
yeah
have
a
think
about
how
we
can
identify
the
new
stakeholders.
You
know,
because,
potentially
the
people
that
we
need
to
talk
to
are
already
in
post
in
member
organizations,
for
example,
but
they're
not
connected
into
the
work
that
we're
doing
right
now,
because
we
haven't
been
paying
sufficient
attention
to
their
problems
to
to
have
been
of
relevance
to
them.
A
Did
anyone
have
anything
else
that
they
wanted
to
discuss
today
in
terms
of
things
that
we
need
to
add
into
the
architecture
or
other
unrelated
best
practices,
issues.
B
A
So
what
we've
done
today
is
is
effectively
in
the
architecture
Vision
space
where
you
you
touch
on
you
know
what
are
the
drivers
for
engaging
in
this
piece
of
work?
Why
are
we
doing
this?
Why
is
it
important?
A
So
now
that's
in
place.
We
then
go
through
things
like
the
business
architecture
and
the
technical
architectures
and
then
refine
those
building
on
the
the
foundation
that
we
we
set
up
originally.
So
the
in
the
intent
really
is
to
is
to
not
say
here's
an
arbitrary
example
of
a
possible
pipeline,
but
it's
to
teach
people.
A
How
to
think
about
here
are
the
governance
challenges
that
are
significant
to
my
product
and
therefore,
how
do
I
build
each
of
these
pieces
into
a
pipeline
so
so
that
I
know
that
when
I
release
things
all
the
important
bits
have
been
checked
and
verified
in
that
release
and
I
will
be
getting
alerts
and
warnings.
If
something
has
has
gone,
awry
and
I.
Think
the
the
challenge
that
we
see
a
lot
of
is
that
people
are
used
to
coming
to
continuous
delivery
from
an
engineering
perspective.
A
So
all
the
focus
is
on
you
know:
what's
the
governance
around
the
code
quality
from
a
technical
perspective,
but
there's
very
little
consideration
for
yes,
but
is
that
code
doing
something
that's
actually
legal,
and
is
it
going
to
damage
our
brand
by
publishing
it?
A
Does
it
look
like
it's
one
of
our
products,
all
of
these
types
of
questions
that
are
in
many
ways
more
important
to
the
business
than
than
the
the
things
that
we're
more
familiar
of
doing
on
an
engineering
side,
because
they
have
much
more
immediate
relevance
to
a
business
value
just
trying
to
trying
to
explain
to
people
not.
A
A
Yeah
and
that's
the
intention
really
of
the
the
the
the
next
sections
is,
is
to
say:
okay.
Well
now,
we've
identified
a
set
of
common
concerns
that
you're
likely
to
find
in
most
businesses,
so
we
can
then
drill
into
any
one
of
those
positions
and
say
well,
given
that
this
is
important
to
the
business.
A
A
Yeah,
oh
yeah,
I'm
I'm,
hoping
that
you've
you've
got
a
bunch
of
stuff
that
you'll
be
able
to
contribute
to
this
as
a
yeah,
some
examples
of
how
we're
tackling
this
in
the
context
of
the
business
problem
as
well.
A
The
challenge
that
we've
got
is
that,
because
we're
used
to
doing
this
stuff
we're
not
very
good
at
explaining
how
to
get
to
that
point
where
you've
got
a
really
complex
Pipeline,
with
a
lot
of
stuff
going
on
and
and
that's
the
important
knowledge
gap
for
anyone
who's
following
on
and
trying
to
join
this
as
a
as
a
way
of
working,
it's
in
many
ways.
A
It's
to
be
the
sales
pitch
that
demonstrates
business
value
to
every
stakeholder
within
an
organization
so
that,
when
someone
within
an
organization
tries
to
pitch
this
as
a
way
of
working,
they've
already
got
the
tools
that
they
need
to
say,
look
for
for
a
stakeholder
in
legal.
This
is
what's
important
and
what
it
does
for
you
and
for
a
stakeholder
in
security.
A
This
is
what's
important,
it
does
for
you,
and
you
know,
in
sales
and
marketing
and
the
each
each
of
these
areas
where
people
are
mostly
isolated
from
the
bigger
picture,
or
even
you
know,
fighting
against
each
other
for
the
budget.
In
a
corporate
scenario,
you
need
to
have
a
very
clear
message
that
says:
here's
the
advantage.
This
is
how
this
transforms
the
way
that
your
team
works.
A
So
can
I
just
ask
for
those
on
the
call?
What
what
sort
of
background
do
you
have
in
touching
on
these
sorts
of
business
areas?
Have
we
got
people
who
have
got
some
experience
in
in
different
areas
of
product
development.
A
A
So
I
think
before
we
can
really
move
on
with
the
with
the
next
phases.
We've
we've
got
to
have
a
bigger
push
to
to
get
more
people
into
this
group
who
have
got
hands-on
experience
in
the
the
business
management
side
of
things,
the
operational
side
of
things
and
and
have
those
those
viewpoints
that
we've
we've
listed
out
in
in
the
release
today.
A
B
Terry,
would
you
be
willing
to
write?
Quite
quite
a
short,
you
know
just
covering
the
information
blog
post
on
the
work
that's
being
done
here
and
the
the
participants
were
looking
for
the
input,
we're
looking
for
yeah.
B
You
know
just
the
regular
blog
post
format
will
do
and
and
then
we'll
get
it
published
on
the
site,
and
then
we
can
begin
sharing
that
and
that
just
kind
of
gives
an
easy
reference
point.
So
people
can
read,
you
know
exactly
what
it
is
that
we
we
want.
A
Okay,
great
well,
if
you
can
point
me
to
a
template
for
that,
then
I'll
get
one
of
those
over
to
you
all
right!
Well,
I!
Don't
have
anything
else
that
I
needed
to
discuss
today,
so
anyone
else
got
anything
that
they
wanted
to
bring
up.
A
Okay,
well
in
in
that
case,
I'll
I'll
give
you
half
an
hour
back.