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The Softer Side of DevOps

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I don't that so this is me okolja
talk which is a linear from a source and as a result of reasonable design of develops or as I like to call the softer side of DevOps and before we jump to deep into that
our really quickly with a few words about who I am and have talking to because relevant and so as he said I'm a production engineering systems team at Facebook um I'm also a chef-client antenna and that was the 1st to find the answer just I used to work as necessary Google and for that act on they can figure shenanigans systematic master called spine and some of you may have seen 3 years ago shove Conf I keynote and in that you know I talked about how Facebook was head engineer moved from Cfront into 2 shaft and added a little bit about how the reason we did that in addition to wanting the new technology was to build a cultural paradigm to move the way in which a man systems of culturally and technically and and I mentioned that sort of in passing uh but the talk was heavily focused on the technology and the tools we wrote an open source of the time the way we wrote cookbook so we were managing worship services very technical and and so I get that talk and afterwards as you might imagine that a lot of questions about how do you write this thing and how did you implement that thing bloody body so I take that talking to go on the road and you're all around the world and as it did people start asking different questions people started asking me how do you convince this kind of the and commands that can you find from this manager where that kind of and all these sort of cultural questions and for sure I had been involved in the cultural discussions of Facebook and trying to give my opinions on how culture should work and working toward that culture the but in token it wasn't focused my focus was the technology so the blasting these questions I think a lot harder about the answers entropy told enable bit and began the so I get answers these questions 1 more and then fast forward a year 2 and a shaft suffer company that Moscow invites me to the shelf Leadership Summit and I
will surprise because that don't consider myself a leader in in my title is tech lead that like on manager our rector normally and selling their own company and so the little surprised at formalized with a little bit of terror there was about to walk into a room full of venture capitalists and CEOs and vise presidents and there's anyone in the world who would know that I was bullshitting on these sorts of topics this was the room for all of them so I sat down and I thought really odd about all of these things and then saying the people of the last few years and made sure that I really thought through them to their logical conclusion talk too much people walking through the concentrations goes well all this point now it's on my mind so as I'm going to more provinces and more events and talking to friends and colleagues around the world and now actually bringing this up not just being asked about and I was talking down and it without it and a bunch of other people and Adam particular kept telling action give a talk hence them off the dock so as a
said that this is gonna talk with the cultures and things of I ask anyone in this room would about you'll have an answer my most but still have differences Jones them a different answer than lot and that's because we also inherently Mill would be it's technically culturally was a have an idea thing we do we're trying to do the following you know what it is because it on a different side of no single definition the some of
you will say fell it's right there in the title instead of some of dead developers working with operations people maybe you'll tell me about how your developers call maybe at Austin about higher operations staff knows a lot about the code is embedded with applications developers the but will talk to me about how they built a relationship about they work together in an overlapping skill sets or as we would have called for the DevOps movement humans sacrifice
doesn't have limiting again the mass hysteria turns out what's works pretty well
ever ask other of you you would talk about what very talked about in the sky yesterday taking idea to customers fast as possible continuous delivery pipelines that pulling code from operations in that and tested together and move it out to their customers fast as possible the velocity from idea to customers and all of the technology and ideas that go into making that a reality and I would also be true that's also part of the box and the reality of it is most of your enemy definition somewhere on
the spectrum but I wanna go back in time I would like to take you back to the late nineties before Dev Ops was a thing for anyone ever said the word that lots of thought the word Dev Ops and for those of you who worked in this time or would never seen a talk about how we got into that what you see the like classic then wall ops fuckin diagram
right and it turns out that there is more than just people during codeable developers felt that they were replaceable because they knew how men they know and optimize applications they operate algorithms and assessments we felt that we were irreplaceable because we could configure storage and 1 user act and certainly no 1 else can and so you have a developer and the right application in the river the wall and assessment and play it will learn the drawback of lowlands
everything terrible turn that worked with him in late nineties knowledge doesn't we shipped billions of lines of software to people all over the world we massive websites lots of things happen but it wasn't as good as as it could have been and so right around this time I took a job I was a young wife and took a job as a region your system and beginning get almost nothing because I wanted to learn assuming
and at the time I was working come with a guy who is really well known in the can his a senior systems and I asked the guy the wall what makes a senior says what makes you really good at your job how can I be really good at my job the and he said well I can think of 2 things 1 is automation that laziness that is inside of you that makes you want to automate the crap under job so you never have to do it again I was like I got out of and so the 2nd 1 is can good enough suffer developer to build a right that animation b e 2 bond applications haven't production and talk to the developers about the problems fire and help them with the problems of the form so I was lucky and got a good answer but what's interesting about an answer is that its operations people knowing cut operations the above good relationship with the developers having an overlapping skills in our sounds familiar to me it's 1 of those things that we talk about it talk about deadlocks at around that same time Google later a tinkle necessary sigh relied on sharing and their marching orders was to hire operationally minded engineers in bed than application engineering uh groups and they would help those up application developers to write more diverse more reliable redundant distributed applications that had better telemetry were easier to manage and easier to monitor the which are on call these people and they would be a member of that team that sounds a lot like some of the things we talk about in dialogs these ideas are not new they've been around for ever but we have a word for it and the thing the demobs gives us is a word to communicate with each other to talk about this thing that we're trying to build and to improve upon it develops today is better than that of last year which is better than about before that so you all are here can you Shaffer he's habitat and something maybe use public or answer more and you're like hey
so I got the technology but I want result list there's a few people was from old enough to remember that costs that period I know the technology field but how like get people to act the right way had 0 I get people to embody this model this culture that I keep hearing about the well 2nd right this talk and I thought well what are all the questions have been so around culture world questions on an asteroid culture water all the problems that seem started scribbling down all these those nodes and try and put them into categories the correct course the realized 98 per cent of them all just 2 questions it all boiled down to just true questions 1
what about that team that I don't trust to give access to my code to build good relationships to automate maybe they'd mostly used buoys whatever reason is your trust and 2 is that team that refuses to talk to them I've tried to explain it to them they just won't do it the absolute views so I put these 2 questions in front of me and then something else they have something in common and what they have in common is fear
fear you have that team whether you're attack lead when you're an individual contributor as CEO director of the EP when your companies to people at 2 thousand people at 100 thousand people these 2 questions have fear common you were afraid of that team or that team is afraid of the future of the tooling of the model of something and how do you deal with
the well we talked about this history a keynotes trust trust breaks and silos trust is what makes these models work and so then the question becomes well how do you build trust not organized talk about but before we do 1 clarifying
points do not mean blind faith when I say trust I mean trust but verify having environment that everyone has access to all the things they need to do what everyone else has all the truly may need to feel comfortable about that so let's start with that 1st question
what about that team they just they're not good enough to not technical enough you know they just and do we all they they're not getting it if this is the quot the problem that you were dealing with I would like you to ask yourself regardless of what level you are what your position is for much and there's
faults do they have training and documentation of the world it seems easy enough is there a way for them to test is the code be processed and finally most importantly do you have a noble the training docs discusses
teach regularly if you can according to but people watch at docks but I don't mean point people to chefs classes I don't mean point people the doc stature that certainly people need to know how to use the tools that is not sufficient people need documentation that shows them the model you're trying to use why did you use actually it's instead of resources resources instead of action is to use the poise model or not widely build this way as opposed to that way each 1 of you has a way in which were building this technology to foster the their moral and the culture you want and you have to not only documented which you have to explain why people don't like to do things if they don't know why they're doing that you need also talk about the model why is it that I is a software engineer have to be on call that we have operations people for people NASA question over and over again lies in document when we're open source twice a week Facebook vitamin source regression there in the 1st 2 major tools of open source around shot we included in that code repel a document called philosophy Andy can go check it out today going to be in the 5 and know what it did was talk about why we build these tools the way we did it with a drastically different way of using shaft than almost anyone else out there and we wanted to show that we wanted to give it away but if you just give it away no 1 is you have to tell people why it's beneficial in what ways will it work better in certain areas feel free to take it as a template if you'd like we also need good examples both technical and cultural there's a team out there that automated the crab other stuff maybe they've got cookbooks they produced but can also point to them in a box should people love story people love to learn from example this is why we have StackOverflow and all the sites belong to learn from examples but so you have a team that's built an amazing relationship between developers interoperations folks pointed that let people go and ask them how the data while the data what problems there and finally to people placed ask for help your company is probably many diverse services and it turns out that a man how many people there following this model is going to be a service that goes hey look adopts a look to the code than we thought my service highlighted this to my service if there are some and ask them not going do testing
make testing is to remember that these tools are building culture they're not just about finding the fact that someone put 3 spaces where they should have had to these tools need to be a part of the culture which means if I have to remember to run them I'm not and then it's not a part of the culture anymore make can automatically get handouts many tools to do this production Testing talk to a guy outside hallway to literally 20 minutes ago who is trying to engineer this entire thing to do things or whatever and possible probably try to solve and it turned out that the only thing you need to be able to do was see if this was gonna work in part on 1 machine before it appointed to the rest of the world production testing also buys imagine you or a team that has been managing your application areas systems your peers by hand and now you're being asked to on it well if you automated on test you probably still novel comfortable starring in the pride and even ones that automation is in production when you change animation you wanna be like as a gonna work with all the real traffic that we get in red the production testing is really important and I'm not saying it supplants other sorts of testing environments it does not it's a good tool that have to make people more comfortable about the model you're asking them to adopt and of course this applies to both dead and operations there are no special snowflakes you as operations personal applications person or not special or different user needs defaults the code review I cannot stress this enough
every single line of code you have your production environment operations a development our application NNP should have been could before the there's no excuses for not doing this this catches things that other things can automation can catch problems that humans can but humans can problems that on mission this captures things like how many seem to be building enabling this kind of way which is the only person in the world is done that inside of our company we do it this way or hate if you factor these 3 lines out you'll be able to reuse this and and so will 7 other teams that's a huge cultural with but more importantly it fosters relationship and it allows for continued education it turns out that as you deploy staff or any other tool you're going to play it 1 way and then the ability of the system of close change all that but because it turns out that you learn as you go and as you change these things you want your company that come with you which means doing code reviews allows you to constantly be re-educating people on the newest ways to do things in cookbooks books and libraries Note whatever and then they tell their teammates tell their teammates tell their teammates and you're no longer walking around playing Whack-a-Mole Facebook we have 2 categories of cookbooks fourth-quarter books we have other books McCorkle drawn on every machine and prime and invited the eyes to all the little things access controls amounts of money by on but with all other cookbooks because I subcommittee and these other cookbooks tacked onto the end of your West and and for the service on from that machine back here and what they can do is then reach back total API the change of those early cookbooks run and also some of the service now when we were in migration from CF engine to chaff we not only required to review from 4 cookbooks but we require could be for every new filed ever and we we wouldn't undertaking a massive amount Monaco change we needed to be able to make sure that people moving action as soon as we were done we change that look in other get out of from any engineer out we trust you find a good engineer who knows what they're doing it could you in Corvallis of and and make sure that we're on the but many suggestions inhalative a you're writing something you if you've never touch after if you're pointing a new service get a good from rather pirate what the out and what mentors were constantly setting a precedent and this means that as a team we do more code review than any other single thing we do on a day-to-day basis and you know what worth every 2nd super high code quality it's Schierhuber quick dissemination of information abuse like this are easy to implement get have doesn't fabricated as delivery does it right self test included in the shell scripts
postmortems so lots of people talked about was 1 that like I I wanna go too much into it and if you really interesting of great was 1 of on all spores spoken on this length to operate head of engineering at Facebook is working on this as pages that much so I talk to people at home about what goes wrong in their organizations and I ask people what happens when you fuck up the volume you to impose on some lovely what happens in this more and the thing that makes me happy is that there are so many possible the thing that makes me sad is that aids in as people seem to miss the point the point is as you can see no fucking cell I'm no fighting the the point of a postmortem is to not talk about who did what but what happened and how and how can we improve the system if something went wrong is the change to the tall we can make it makes it easier to do it right the next time and Horgan you wrong and I don't mean and process I don't mean adding a bunch red tape select 19 people after prove my fuckin change what I mean is 0 that will be really easy to do the wrong thing called what if we change the options were we update the docks right you want to look at how you can make the system safer to move fast it's not about falling on business it's about increasing the speed of business in a safe way so the other thing that you need to look at when postmortems is have a postmortem that's organization y and look for repeated patterns and behaviors so if you haven't organization-wide entire tackling orientation and cover people and better every week and the week 1 Due comes in because what we had said it and I you know like I read the read doctrine for this and tool where migrated to a little metal mycode 19 o work I was wrong when of now videos someone on now that that's better right we all know there's no action they're not of that we 3 so the somebody comes in and she says hey so here we have set engine we're moving to this taller at the docks and I'm just poems tired for them and we moved into we use the wrong cause managed now I know it'll making no action in a way I have heard this before but this tool solvated socks which fix it the documentation is bad word options about that whatever its that's your moments to find the thing that those teams individually could never have found these are the 2 things you wanna do and post 1 and they tell you a story and it's a slightly embarrassing story what are those the best kind so I a lot before it was working heavily facebook I was working on ITV 6 and in the process I wrote down textbook in when I said Rod on facebook I don't mean like 50 thousand 100 thousand people can click like what I mean is when you type in Facebook nothing happens and then a couple hours later and it again I'm a couple hours later it again about the visible 3 times in 24 hours but as you might imagine had short set review which is a lot more that's what happens when you bring down into a website 3 times where there's no what room my 1st ever you and there's a bunch of my fellow I see this as much manages the p n over its man people told me it's a no win more have nothing to worry about it can be challenging conversation to be fine I walked in and I described with and what we talked about for the next 20 minutes was wouldn't know how we make sure that a similar a similar place can make the same scene steaks and some of thing that emerges genuine mistakes and some of the men in where the right thing that had mitigating factors but it didn't matter we talked about what told worked poorly what tools can we fix what tools would be fixed were on their way out anyway there are the replacements for those tools going to be better in this and you know it didn't happen Due define obviously I'll sitting there enough and the other thing it was stupid there was no disciplinary action no negative words whatsoever that's what was more so
now let's say you still not testing is done the postmortems you've done the training you've downs culture stuff in your like isto morning elements of the like of another new given will is questioning and ask yourself in a moment is is a you this 2 ways that I want you think about this question 1st is tuned you really support and I don't mean you gave them all the things I mean were you rooting for the did you want them to succeed because if you did not whether you're the manager whether you're an ICM the whether you're the director of the department and you half fast all that and start over yeah and the 2nd thing I want to think about is your preconceived idea as humans if you see an individual or a team not capable of doing something for a long period of time but the chain on variables as humans we're have a really hard time letting go of that earlier performance this just part of the matrix and what our responsibility is as as ushers in of this culture is to let go of that idea the and come up with a
new the really honestly look at this individual tame in a new light and let go of your preconceived ideas but let's face it sometimes that may happen and you may look deep inside and you may have really been running for this individual this T and to work and you take a fresh look at them and they can do it but so what
then the the well you really did all those things it's really not you the only answer it's fire and
I can't emphasize this enough it should not be your 1st resort in fact it should be a last resort it must be a last resort polarizer asshole but there has to be on the table if this is not a tool in a tool but will fail you cannot keep toxic people at this in your environment these are the people who dragging down these are the people killed model these are the people that purchase business inherited technology nurture shock do not keep these people in your in your in no 1 can get the assumption here is that you have some people over here were doing the devil's many people there were not doing enough that may not be your case you may be a small company or a very large coming just starting as and if there were 0 people fall in this new model that you want your company you can't just fire the entire fuckin or please don't do that if you do please don't tell them that I told you that you need to bring in people who will foster who will be this model what you'll find is more often than not the people couldn't do it will learn how to do it by and again to support them it'll be great and they still can do it and don't fax them like they didn't back to the future but fire so
engineers had tell me was all the time until the sees this I tell see is this I told managers this I tell other individual integrators to reduce this trust your engineers you hired them for a reason you need to trust region there's a few absolutely kept for go higher new ones and then trust them remember people only need to know what they don't know you ask people about other Cumbre down do something new most people are half a brain will know when they at the end of the boundary and test harder ask for help redox only real skill you need so moving on what about that 2nd question
so I was at this afternoon is in the last year and for those you know it's an unconference which means on top Socialist people in a room and boat about things and so there is a room on acting and a lot of our so off I go trotting of Roman we're talking about new vendors the publishing a cookbooks and tools great conversations Darius's any says I different problem can can we talk about a different problem and suggested a problem and says all my now team just refuses like diocese refuse the director of users on top multiple times and more and nothing new automation giving the boxes to the systems and none it so lateral about it this is the problem we're facing I got 3 questions for you the 1st is have you show them the way the 2nd is have you provided and training and the 3rd is having provided them security and once again I save the best for last so the benefits that
includes bringing them into other teams who have done this who can explain to them how much better their life it's maybe there'd monitoring is just auto generated from their configs and thereafter worry about monitoring again our dreams maybe it's the fact that the world is super consistent maybe there are time is better or whatever it is maybe they don't have to deal with the day-to-day bullshit and they get to work on the pie-in-the-sky projects with you actually official there's a benefit to them more often than not I see people talking about the benefit to the company the benefit to the product and people care about that but some enough we're asking somebody who's ostensibly doing their job to now learn a whole new thing you on entirely differently you have to show them that there's benefit to them and varied a lot yeah
the next in the same slide so you have to make people feel safe and the easy 1 there's the condition training we talked about earlier are not but people need to feel free to make mistakes when they're trying something new I don't know about you but I try something new for the 1st time ever usually fuck up ability to my people have to be freed of fuckin up scene markets you're taking the team that's maybe manager systems by handled and configuring routers by hand you're working drink stored by and whatever the been doing for a long time and there but it's they got the job living keeping this idea they've been writing the application had been doing whatever they do and now you want them to do something entirely different want them to think about the entire world differently learn a whole new set of tools while they have to have freedom to screw that all up because that's a lot of new skills to mistakes have to be viewed as opportunities to fix an improved training and documentation tool not as a chance to tell someone how stupid there remember that you're asking people about other comfort zone so is no more responsibly our responsibility to make people feel safe to give some counterbalance to the car comfort that you're trying to take away and lastly you need to provide job security following a team of 6 people somewhere and I do a thing what's that manage some subset of and I k fell I you know you and your team you log in and do the things and it's great and that never goes down but I really want you to automate cabinets and also why your attitude you give access to all the developers read now I think about this from minute and assuming I don't know anything about the loss on the reason and it OK so surrounding which stuff that's getting the work from here down here to give other the blacks as an evolving in some substantive work and here so that in the room for a like 1 person left on the injured environment and I you that's never manage could motivator to get someone to learn something new and you much more is getting 5 it is our job especially the decision management it and let them know that that's not what's going to happen there will almost certainly be more interesting work on that when they're done if there not you will find them a position somewhere else in the company because if someone can make this transformation of someone can learn this model and encourage this model and teach this model you want that these are the people like that were all trying higher so let them know that this is gonna make them more valuable and that they're going have a job it which is the so
what is going on what have you done all the things you've shown on the stuff you brought them into another team you've done everything you possibly could to try and show them the way you've been given the node windows worms you set of each individual engineer and like all as the and they just filling that vacuum the the seriously either
so medium undoubtedly won't fire people like you have to be able to do this uh these people are more toxic and what people by far these are the people who are employed actively maliciously working against and emotions and actively working in model which means unintelligible why that model is bad and they're just adding uphill battle for you for your organization business for a velocity frolicked everything about that sucks don't let these toxic people dragged out in your organization in your company and your products and your speed remember that we're talking about people people
problems have 2 solutions there are only 2 solutions that work as known solution going to work 1 is support people in supporting the woman's lots of things means putting effort into means training and means you know making them feel safe it means giving them the all of the of places to fuck up means all of these things and if you support them if you try and help them and they cannot or will not be part of the movement you try your trying to encourage the company were trying to build the organization of the old then you should fight in a with no place in organization the once again hired people and then trust that trust engineers pressure fellow engineers trust subordinate engineers trust engineers on the other side of the or that is doing to foster not that I
mentioned as well as another plus we got there we put in a cookbook about like more detailed as well as on the tools that I mentioned and that is on a freer the thank heaven the questions of the war when you buy the book very quickly the God's on rice yes the order 20 during numbers but I I really do this without saying as much as they so we were using a a particular piece of vendor software to do deal announcing that had a bug in it and so when we configure the thing they when did totally blew out all of our ratios which cause cascading failures and then it turned out that the reason in multiple times that everything that happens on running ending like 1 of 1 of the site and so like I back narrow back and not too many factors why what we do much research and convinced that its events that is to do like 4 in the morning because I was than like no 1 also doing things and another gosh at us so much more in more story Natalia it at the outer what you with the of the year the so the question was what led a team that can prove to the constant and water so that's a it's a really good question and this is why actually researching this book we had a team are called S 3 country rebranded as as relevant religions and they were sort of just under the water and we ended up doing was we grew the team alien carved out a bunch of people a handful of people but 2 were going to just work on like what was next in my getting these people out from under water with the clear understanding a sports important of continuing to bring people across different like it was like all you're not good enough it was like OK you Jordan using a citizen of Rome you over and over in the view of and intervention that just exist and so the more were not like single individual people out there people we picked happen you have already been trying to work on emission corner and so it was logical thing you have to hire a little bit and you have to we have to make some people were work on the next thing in as they are today more things and fix stuff this team gets less on the water source it also get the at gap so the question was do you have like a shift in that as these reviews and stuff so the team that I built to do the conversion was recall shafting and all we did was right God ungodly amounts of cookbooks to provide you guys and we set the chef servers me and all that stuff once a conversion was done by having a dedicated team to that 1 is overkill and we ended up merging with another team and becoming the systems the so now we can all sorts of things of a much wider range of things that we on including like packaging tools and yum repos anaconda 1 1 and but we still do copious reviews around the shaft and also many other tools of packaging tools and will block um and various deployment changes in where were were kind of a consulting team now as well so we got a bunch of other teams and help them on a and B are essentially relating Minoans like the correlation of his book there was somebody who is an exact anomaly the the the all of not is what a more check it out yet so so the question was uh you're generalization where a dating postmortems to happen were hard for 2 reasons 1 was that enough time for the most part and into words they were worried that I was going to treat work so the answer here is the same answer for why why should have name my infrastructure uh why should you code reviews what should I find my work and the answer is that a little bit more work now means a whole lot less work later on that means that you have less out is you know better infrastructure and so for example 1 invites about was once it is if people don't feel comfortable talking about the fuck us then they don't talk about the fact that the height of railings dog hiding went bad needed and then the and then and then you don't have a fixed the actual problem right so you're ever fix that tool you honorifics that processing honorifics monitoring whatever it is and and what happens is you create show large forward work for yourself that you're constantly having all these people who like but the thing up and then go and hide it that's the flux of the governing and isn't it but if you have the postmortem and you're like spend the hour fix the thing that's like hours and hours and hours and hours and hours you save of people not reading a fact stuff right at but and so and so that's the 1 argument the other argument is that do you want to be the new taking on the site all the time because I don't so I really like to learn from other people's mistakes there's a jargon site that was at a that 1 of the things the what is the role policy in a way of loose on a this is my this this is not the word that I was the of the Mencinger question of the question was so I mentioned that some people poorly have an outcome of post warnings that involves change management imitating not source of and and how do you work to this more than this less corpora grip more put on any result of and this is hard and I think that and when you look of an answer but I think it depends a lot on the organization and we're that we're that pressure is coming from so I I would do you would then be read differently if it was coming from say I like like CEO kind of level where they were not terribly involved in didn't understand 1st as if it was coming from say like the engineering managers who very clearly and I have very different conversations with those people about what's going on in 1 in my house against channel really sit down with most engineering managers and have the same kind of conversation that I'm having here with you guys and convince them that the ring stupid and with c l I don't do that a lot is it here and tell us you know the Pisa CEOs that like hate um is doing a rock with that approach that I think were to better with higher level management is trying to show them that the people underneath them that and I don't mean like the engineers but the managers and directors the people who are actually managing technical organization of are actually very good at the job and so the things that they're doing or so business down as opposed to making like were starving and is right so maybe we can try something else and these people are very good at that you hired was managers letters matters and records do what they do best thinking humans as managers and directors to dress and that the bit of a common answer entirely depends on their innovation where the pressures coming from but those are 2 examples are alcohol the the US about this so this is the structure of the in this this is 1 of the things we think of the of the of the whole you need someone who's gonna leave the post mortem and so can just be 20 engineers Enron because what's gonna happen is at the gates gonna iteratively plaintext in more often and so we have a director who runs our postmortems team of them they switch out but we always have 1 record that's pretty much everyone and a few I see is the I and interviews and all other forms thank you Madam recognition and their job is to go OK tell us what happened in this thing and then you OK cool what's to included been better rate would they have to leave that in a way that encourages people to not focus on on who did the thing will but but what happens right and on the merits of the inside and the thing about this stuff and it was fine because no 1 was like achieves you broke down the site trailing no that was what happened is a cold but why did that told do that thing I don't know yet I opened up above OK cool well are we talking about the and is the way that we could have set this up in such a way that we would have detected it prior to the entire facts I going out on limb thing about allies was recommended this kind of friend and it's those words of probing questions that are not could how could you have done a better it's how can the system be back and you have to have someone whose job it is to think about how to answer ask those questions and means that meeting in a way that makes people feel comfortable in a group of people can do it you might mentality and edges breaks and to quickly versus focusing on it can call people on when they're doing the wrong thing and sort of the that conversation once you have that what you find is that people in the room start falling sick people just get have people start asking those same sorts of questions so when I got was leading the sorry not that person who's leaving that and that was what and when they're asking these sorts of questions you get other people stress and other similar probing questions all light in that system captured and intially the system right you get those sorts of questions because people get in the habit and we need someone who leads the way and I don't think they need to be management and only many to be seen a management I don't think we need to be an engineer I don't mean anything just a person who is dedicated to building up I helium focusing on several questions over there there's lot you of this so if you are I think it depends on a couple of things but so more often than not I will go and have a long at this but it's very easy for me I don't have a long conversation with the manager I usually try and find several of the people who had seen the same behaviors so it's not just building Dick psych do that um and it's again it's it's very clear that this isn't a issue with me in that person because that also happens but there is this person he was actively dragging down and Marvin another manager will go and have a conversation in person it's better when a person is in itself and the part of building this sort of culture is that the idea that people have to be firewall and supported must starts to to to disseminate right like you starting a word but then you go you talk to the other words like look how great this and has the sun and the land use have to bite the bullet and like deal with the ASR for a year while you're working on cleaning up this part so that you can evaporate it's not it's not 0 100 right you start at 1 per cent and then when you get a 1 % leash squeaky-clean advantages and so on so it's it's an iterative process there is and I would argue there's is no so there is no angle we change our culture at Facebook constantly we have all these internal discussions about hey we made this change because we wanted to a make it easier for people to telecommuter we want make a nice easier for you know you're return to be more diverse so we're trying to do this a return that and it had this negative side effects can we deal with that we these long threats with High Season managers and everyone's allowed to be in on these stations and sometimes you see some really ugly sides people with the end of the day when you have an open conversation about your culture and everyone's working towards this sort of culture the sort of the sort of converge on generally include me and so many divergent thing it's socks but then you have a conversation in all outside and these resonance it's there's no perfect formula 18 different in every 1 of your organizations and these are just starting points and also once going to ask goal thank it
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Metadaten

Formale Metadaten

Titel The Softer Side of DevOps
Serientitel ChefConf 2016
Autor Dibowitz, Phil
Lizenz CC-Namensnennung - Weitergabe unter gleichen Bedingungen 3.0 Unported:
Sie dürfen das Werk bzw. den Inhalt zu jedem legalen und nicht-kommerziellen Zweck nutzen, verändern und in unveränderter oder veränderter Form vervielfältigen, verbreiten und öffentlich zugänglich machen, sofern Sie den Namen des Autors/Rechteinhabers in der von ihm festgelegten Weise nennen und das Werk bzw. diesen Inhalt auch in veränderter Form nur unter den Bedingungen dieser Lizenz weitergeben.
DOI 10.5446/34652
Herausgeber Confreaks, LLC
Erscheinungsjahr 2016
Sprache Englisch

Inhaltliche Metadaten

Fachgebiet Informatik
Abstract Previously I've spoken extensively at ChefConf about the technical aspect of devops. How to implement the technologies, controls, tools, code, etc. But over the past few years people have asked more and more about the social aspect. How did we get countless teams across a large company to do this? How do you get buy-in? How do you sell it? How do you handle the teams who you don't think can cut it? What about the teams that are stuck in the past? How do you build or transform your team/teams/department/company? Getting one team to do it is easy - but it doesn't get you where you want to go. You have to get everyone in. That's what this talk will focus on: the soft-skills side of devops.

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