- Decentralised Autonomous Corporations — Charlie Stross’s near-future fiction of Accelerando comes closer to reality: Malice – revenge for waking him up – sharpens Manfred’s voice. “The president of agalmic.holdings.root.184.97.AB5 is agalmic.holdings.root.184.97.201. The secretary is agalmic.holdings.root.184.D5, and the chair is agalmic.holdings.root.184.E8.FF. All the shares are owned by those companies in equal measure, and I can tell you that their regulations are written in Python. Have a nice day, now!” He thumps the bedside phone control and sits up, yawning, then pushes the do-not-disturb button before it can interrupt again. After a moment he stands up and stretches, then heads to the bathroom to brush his teeth, comb his hair, and figure out where the lawsuit originated and how a human being managed to get far enough through his web of robot companies to bug him.
- Coding is Not the New Literacy (Chris Grainger) — We build mental models of everything – from how to tie our shoes to the way macro-economic systems work. With these, we make decisions, predictions, and understand our experiences. If we want computers to be able to compute for us, then we have to accurately extract these models from our heads and record them. Writing Python isn’t the fundamental skill we need to teach people. Modeling systems is. Amen!
- Let’s Stop Laughing at Groupon (Fortune) — it is much easier to survive a valuation decline as a public company than as a private one.
- nsq — Bitly’s open sourced realtime distributed messaging platform.
Empathy, communication, and collaboration across organizational boundaries.
I might try to define DevOps as the movement that doesn’t want to be defined. Or as the movement that wants to evade the inevitable cargo-culting that goes with most technical movements. Or the non-movement that’s resisting becoming a movement. I’ve written enough about “what is DevOps” that I should probably be given an honorary doctorate in DevOps Studies.
Baron Schwartz (among others) thinks it’s high time to have a definition, and that only a definition will save DevOps from an identity crisis. Without a definition, it’s subject to the whims of individual interest groups, and ultimately might become a movement that’s defined by nothing more than the desire to “not be like them.” Dave Zwieback (among others) says that the lack of a definition is more of a blessing than a curse, because it “continues to be an open conversation about making our organizations better.” Both have good points. Is it possible to frame DevOps in a way that preserves the openness of the conversation, while giving it some definition? I think so.
DevOps started as an attempt to think long and hard about the realities of running a modern web site, a problem that has only gotten more difficult over the years. How do we build and maintain critical sites that are increasingly complex, have stringent requirements for performance and uptime, and support thousands or millions of users? How do we avoid the “throw it over the wall” mentality, in which an operations team gets the fallout of the development teams’ bugs? How do we involve developers in maintenance without compromising their ability to release new software?
Docker, Rocket, and big industry changes are making it a great time to seriously consider using containers.
If you read any IT news these days it’s hard to miss a headline about “the container revolution.” Docker’s year-and-a-half-old engine had a monopoly on the buzz until CoreOS launched its own project, Rocket, in December.
The technology behind containers can seem esoteric, but the advantages of bringing containers to your organization are more compelling than ever. And containers’ inherent portability opens up exciting new opportunities for how organizations host their applications.
Containerization is having its moment and there’s never been a better time to check it out for yourself.
How inclusivity, complexity, and empathy are shaping DevOps.
Over the next five years, three ideas will be central to DevOps: the need for the DevOps community to become more Inclusive; the realization that increasing Complexity of systems is the underlying reason for DevOps; and the critical role of Empathy in the growth and adoption of DevOps. Channeling John Willis, I’ll coin my own DevOps acronym, ICE, which is shorthand for Inclusivity, Complexity, Empathy.
There is a major expansion of the DevOps community underway, and it’s taking DevOps far beyond its roots in agile systems administration at “unicorn” companies (e.g., Etsy or Netflix). For instance, a significant majority (80-90%) of participants at the Ghent conference were first-time attendees, and this was also the case for many of the devopsdays in 2014 (NYC, Chicago, Minneapolis, Pittsburgh, and others). Moreover, although areas outside development and operations were still underrepresented, there was a more even split between developers and operations folks than at previous events. It’s also not an accident that the DevOps Enterprise conference took place the week prior to the fifth anniversary devopsdays and included talks about the DevOps journeys at large “traditional” organizations like Blackboard, Disney, GE, Macy’s, Nordstrom, Raytheon, Target, UK.gov, US DHS, and many others.
The DevOps community has always been open and inclusive, and that’s one of the reasons why in the five years since the word “DevOps” was coined, no single, widely accepted definition or practice has emerged. The lack of definition is more of a blessing than a curse, as DevOps continues to be an open conversation about ways of making our organizations better. Within the DevOps community, old-time practitioners and “newbies” have much to learn from each other.
Why DevOps needs a manifesto after all, but may never get one.
DevOps is everywhere! The growth and mindshare of the movement is remarkable. But if you care deeply about DevOps, you might agree with me when I say that although its moment has “arrived,” DevOps is in serious trouble. The movement is fragmented and weakly defined, and is being usurped by those who care more about short-term opportunities than the long-term viability of DevOps.
They are the ninety-nine percent, and nobody cares
How bad could it be? Travel back in time. It is mid-November 2011, and Occupy Wall Street is occupying the headlines. One of the major reasons is that the protestors are targeting shipping ports on the West Coast, causing shutdowns and even violence. As things are getting out of hand, parts of the movement start condemning these actions as counter-productive, hurting the 99% instead of the intended 1%. Spokespeople for the movement are quoted in the media as saying the instigators “don’t represent the movement.”
Why did the Occupy movement become a footnote in history so fast? There were several reasons: there was no cohesive agreement on its identity, values, goals, and mission; in an effort to be unlike “them,” the OWS proponents avoided anything that looked like centralized leadership; and it seemed to be entirely negative, advocating nothing to replace what it wanted to remove.
I believe a similar thing is happening to DevOps right now, for many of the same reasons. Let’s talk about some of these problems.
The daily work of building and deploying complex software.
You are desperate to communicate, to edify or entertain, to preserve moments of grace or joy or transcendence, to make real or imagined events come alive. But you cannot will this to happen. It is a matter of persistence and faith and hard work. So you might as well just go ahead and get started. — Anne Lamott, bird by bird
Words like ‘persistence’ and ‘work’ rarely show up in the same sentence as DevOps. It is more likely to be characterized as that One Weird Trick that will suddenly make your entire software development and deployment pipeline work faster and without failure every time. There are DevOps consultants and entrepreneurs — people and companies promising jetpacks and hovercrafts delivered on schedule and with cost savings. This is the software equivalent of the legendary savant writer struck by divine genius, churning out perfect page after page without fail and swimming in millions from her bestselling novels.
In reality, DevOps is quite similar to writing — it requires concerted, daily effort — but instead of sitting down to write every day, the principles look something more like:
- Release regularly
- Release in small chunks
- Test in production (or, less provocatively: do not expect to release something perfect all the time)
- Collect system/performance data and user feedback
- Refine, optimize, repeat