38. There are very few network restrictions creative and determined use of ssh(1) port forwarding can't overcome. 39. This is both incredibly useful and concerning.
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57. "We've always done it this way." is not a good reason by itself, but there's bound to be one for why. 58. That reason may or may not be valid any longer, however.
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59. A junior engineer asking "why" and pointing out the docs don't reflect reality is at least as valuable as the senior engineer working blindly off tribal knowledge.
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60. Your herculean efforts to upgrade the OS across your entire fleet completed just in time for the EOL announcement of the version you upgraded to. 61. This phenomenon was first described in Dante's Inferno as the Ninth Circle of Hell, Ring Four, aka RedHat Canto XXXIV.
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62. Containers create at least as many problems as they solve. 63. The most ninja move the expert you hired for that third party black box product you rely on is to say "Let me ping the support team".
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64. Somewhere, somebody ran into this exact problem, but they never bothered to post a solution. 65. That completely automated solution you set up requires at least three manual steps you didn't document.
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66. CAPEX budget always increases, OPEX budget always decreases. 67. CAPEX costs can be reasonably estimated, OPEX costs can only be ballparked.
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68. Doubling your time estimate in the hopes of beating expectations won't work because your manager takes your estimate, has a hardy laugh, and then resets it back to what they already promised upchain.
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69. Your quarterly planning means bubkes when the next re-org rolls around. 70. Most of your actual work is not covered by your OKRs.
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71. Recursively applying the Pareto Principle is a surprisingly accurate way to gauge your low hanging fruit, determine your high impact objectives, and ballpark your required effort. 72. Although, to be honest, it only works in about 80% of cases.
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73. Management will always happily spend $$$ on outside consultants to tell them what you've been saying for years. 74. Management will much rather invest in inventing a new, square wheel than fixing an old round one.
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75. In any organization practicing continuous integration, half of all commits are to fake out CI tests.
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76. Good software development practices do not always translate well to ops and friends. 77. Mandatory code reviews do not automatically improve code quality nor reduce the frequency of incidents.
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78. Every new paradigm tends to mostly add layers of abstractions; cutting through them and identifying what basic principles continue to apply is half the battle.
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80. "Prod" is just another name for "staging". 81. Your source of truth lies. 82. Also: it's incomplete.
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85. Multithreading is rarely worth the added complexity. 86. Parallelism is not Concurrency. 87. Simplicity is King.
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...and finally... 88. Nobody knows what exactly it is you do.
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This thread as a single HTML page: https://www.netmeister.org/blog/ops-lessons.html … Peace out, nerds!
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