- Mesa: Geo-Replicated, Near Real-Time, Scalable Data Warehousing (PDF) — paper by Googlers on the database holding G’s ad data. Trillions of rows, petabytes of data, point queries with 99th percentile latency in the hundreds of milliseconds and overall query throughput of trillions of rows fetched per day, continuous updates on the order of millions of rows updated per second, strong consistency and repeatable query results even if a query involves multiple datacenters, and no SPOF. (via Greg Linden)
- Thumbstopping (Salon) — The prime goal of a Facebook ad campaign is to create an ad “so compelling that it would get people to stop scrolling through their news feeds,” reports the Times. This is known, in Facebook land, as a “thumbstopper.” And thus, the great promise of the digitial revolution is realized: The best minds of our generation are obsessed with manipulating the movement of your thumb on a smartphone touch-screen.
- om3d — pose a model based on its occurrence in a photo, then update the photo after rotating and re-rendering the model. Research is doing some sweet things these days—this comes hot on the heels of recovering sounds from high-speed video of things like chip bags.
- Microsoft’s Development Practices (Ars Technica) — they get the devops religion but call it “combined engineering”. They get the idea of shared code bases, but call it “open source”. At least when they got the agile religion, they called it that. Check out the horror story of where they started: a two-year development process in which only about four months would be spent writing new code. Twice as long would be spent fixing that code. MSFT’s waterfall was the equivalent of American football, where there’s 11 minutes of actual play in the average 3h 12m game.
ENTRIES TAGGED "devops"
Guidelines to maximize, allocate, and use resources strategically
Step one: Build your case
Before you can instill a culture of performance, you first need to demonstrate the value of strong web performance to your colleagues and superiors. To do that, you must build a case based on business standards that everyone can relate to, specifically by demonstrating the clear link between web performance and revenue. Calculate how much revenue you would lose if your site was down for hours, or even minutes. Ask how much time IT spends fixing problems when they could be working on other issues. Figure out what your competitors’ web performance is like and how yours compares (if it’s better, you have to keep up; if it’s worse, it’s an opportunity to take advantage of their weakness).
If all companies are software companies, then all companies must learn to manage their online operations.
Two years ago, I wrote What is DevOps. Although that article was good for its time, our understanding of organizational behavior, and its relationship to the operation of complex systems, has grown.
A few themes have become apparent in the two years since that last article. They were latent in that article, I think, but now we’re in a position to call them out explicitly. It’s always easy to think of DevOps (or of any software industry paradigm) in terms of the tools you use; in particular, it’s very easy to think that if you use Chef or Puppet for automated configuration, Jenkins for continuous integration, and some cloud provider for on-demand server power, that you’re doing DevOps. But DevOps isn’t about tools; it’s about culture, and it extends far beyond the cubicles of developers and operators. As Jeff Sussna says in Empathy: The Essence of DevOps:
…it’s not about making developers and sysadmins report to the same VP. It’s not about automating all your configuration procedures. It’s not about tipping up a Jenkins server, or running your applications in the cloud, or releasing your code on Github. It’s not even about letting your developers deploy their code to a PaaS. The true essence of DevOps is empathy.