46. After the initial "down for everybody or just me ermahgehrd Slack is down" drop, productivity increases linearly throughout the the duration of the outage.
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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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