Preface
The greatest courage in the world is to remain graceful under pressure. It is still difficult to control emotions, because most people do it with good intentions, and do not do it well. . . Pretty good, haha
A military commander must not be humiliated. Growing up means giving up. Many things have contradictory points. If one approach does not meet your expectations, then why not change your way of life. . . Don't hang on a tree
Rumors
1 Talk about HR
Jianghu a bowl of tea, after drinking each climb. . . See you again after drinking this bowl of Meng Po soup. . .
I recently chatted with the HR of a foreign company. I have a refreshed feeling and an elegant conversation. When I speak, Chinese is mixed with English. I can't understand it anyway, but it feels like a tall, without this cultural heritage, nor Waiting patiently, the transition between thoughts is a bit reckless. . . Look at me. . .
Of course, conversation is one aspect, it is elegant, and the most important thing is that HR is actually responsible for empowering the team. This is interesting. It is interesting to find external resources to assist in the development of the team and find a way to do this. It can be regarded as part of the culture. It can be driven by self-driving force instead of coping with it, not for form. . .
Seeing so many forms, seeing so many false smiles. . . It's meaningless. After lying in the silt for a long time, I want to be silt. How can the sludge come out without staining. . .
Cultural heritage is very important. There are countless ways of judging whether to talk about it or keep it in mind. In fact, the easiest way is to see when HR will appear during your tenure. . . When you need help? It's still during your performance appraisal. . . It's not solving you, or on the way to solving you. . . This is probably also a stereotype of HR. . .
If the heart sunny, unnecessary grief. . .
2 Restructuring
Restructuring is a behavior full of risks, but not so big returns. For technology, this is a challenge and also full of a sense of accomplishment, if it can be achieved. . .
If you feel painful, you will change your mind. In fact, the architecture design is not good. Only R&D is more painful, and the operation and maintenance is also more painful. Others don’t feel much. Keep, or hold back, after all, write your own code. . .
The value of refactoring depends on the ability of the architect. It is necessary to persuade the senior management to give relevant resources, to persuade the technical team to use new technologies or new methods, to persuade the product manager to give time to postpone the development of business functions, and to persuade testing Perform regression testing. . .
The value of refactoring is invisible from the high-level perspective, because it will not affect the end customer. If it does, it is also the operation and maintenance or R&D backstop. . . After all, the top executives are generally concerned about business value, and for the back-end usability, scalability, high performance, etc., they either don’t understand or ignore them at all, why?
Every senior executive has his own KPI, what kind of value he wants to make, what kind of contribution he wants to make, and most of the pressure is business contribution, not code contribution. . . You said you want to refactor, how long does it take to refactor? One year? It's possible that the top executives will run away in a year. . . For invisible benefits, it is difficult for high-level leaders to draw pie, and how to measure output. . .
Even if the business collapses every day and the availability is too low, the senior management will feel the pressure, but how many resources will be given to solve this problem. . . You write the code yourself, so you can only do it yourself. . .
Every day I say to rebuild, why do I need to rebuild. . . To plan for future performance pressure? To plan for future capacity pressure? . . . If even the current KPI cannot be completed, then what is the future. . . The future is dead. . .
For the invisible value, the unmeasured value? But from another point of view, if the program needs to be refactored, it means that many problems have occurred, which may be insufficient scalability. Each time you modify the code, it takes ten and a half months, and you can find a group of people to discuss and avoid risks. . . Looking at it from another angle, the program needs to be modified, whether it is a BUG or a new function research and development, if it is a new function, it means that the business is still developing. . .
If the business continues to develop, there is an opportunity for reconstruction. . . It depends on how to report. . . Use data to speak, data is the most convincing thing. . . For example, when we use agile development, it takes only one month to release a new version. It took three weeks to discuss, two days to write code, and the remaining time to test and deploy. . . For example, this Friday’s failure was due to insufficient high-availability and unable to go online in gray scale. Modification of a small function caused all services to be interrupted. . . .
Everyone can feel the pain of this architecture, so let's refactor or rewrite it naturally. . . Sorting out the status quo is actually the most difficult part, and then summarizing it into data, which is clear at a glance. .
3 Why SRE/devops
In fact, this question is very simple. With this position, you can do business development as well as operation and maintenance. Then you can eat the dog food you write yourself, as the saying goes, do not do what you don't want. . . .
When the code I wrote broke down in the middle of the night, I got up dimly to deal with the fault. . . Painful? That is quite painful. . If there is a problem every three days, the pain is not, it is quite refreshing. . . It's like a tornado. . .
With pain, I will think about how to solve this pain. . . So next time, you write your own code, you will have your own thinking. . . You will consider high performance, you will consider high scalability, and you will consider high availability. . . Considering so much is not for the benefit of others, but to let yourself get up and solve the fault in the middle of the night. . .
The fault is on the back, and the black pot is resisted. . . Slowly I grew my memory and my mind. . . The important thing is to improve your ability. . .
Thinking about change in pain is the first principle. . . When there is pain, it will naturally find a way to solve it. . .
Diagnose first, prescribe medicine later. . . The essential problem must be found first before the proper prescription can be given properly, otherwise it may be a chance. . . And we are not eating by luck. . .
Why do you need pain. . . Because many people have no vision for non-existent problems, this is why many defensive strategies are reluctant to do it, they have no motivation to do it, and they delay it. . . I waited until there was a real problem before thinking about it, damn it. . . So it would be nice if it had been done earlier. . . However, there is no if. . .
4 Agility
The agile team is really pretty good. . . There are people with various skills in a team, who can cooperate with each other, reduce communication, and rush forward for a goal, which is much better than other types of teams. .
Other organizational structure types are always in the same team with the same skills, so it will inevitably bring about a problem, that is, internal competition, commonly known as involution. . . Strike out hard at home, but only promise on the outside. . .
There are still many problems with other organizational structure types. For example, one of them is inter-departmental coordination. This is even more difficult. If the face is thick and big enough, then it’s better. If it doesn't go on, things can only be delayed indefinitely. . . Finally died. . .
Agile, fast and fierce. . . In this case, if you can choose your own teammates, then there will be few pig teammates, you don't see, the pig teammates are in groups. . .
Agile, different skills complement each other, and there is no conflict or competition. . . But the risk is that if the market is not good, the whole team will be on the street. . . So such pressure can make people more united. . .
Awkward chat is actually quite difficult, talking with unfamiliar people on unfamiliar topics. . . Keep looking, but still cold. . . Hahaha, it's probably embarrassing, but as long as you don't say it, and I don't say it, then it's not embarrassing. . .
Let life be filled with love and don't be the person you hate. . . Technology is only a means, not an end. . . Dreaming back to the past, time is ticking, thank you for having you.