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I don’t entirely disagree, but we do expect all surgeons to have gone through medical school and have a fairly general understanding of the human body. I think
by tuckerman 4y ago
I don’t entirely disagree, but we do expect all surgeons to have gone through medical school and have a fairly general understanding of the human body. I think what is being asked of devs and ops folks is actually in between these metaphors.
I agree that specialization is an amazing asset when used properly, which often means looking at your exact team composition and leveraging their strengths. Having some ops-minded devs leads to some amazingly scalable and simple systems, and having some very dev-minded ops folks can lead to faster incident resolution or amazing tools.
I think what shouldn’t come back is either the complete forgoing of any production responsibilities of a dev team (your software doesn’t work unless it works in prod and is maintainable and operable) or the return of large NOCs that tackle reliability with blood and sweat instead of code. Beyond that, I think it should be case by case.
- fatherzine 4y ago* YES: Having /some/ ops-minded devs leads to some amazingly scalable and simple systems * YES: Having /some/ very dev-minded ops folks can lead to faster incident resolution or amazing tools. IMHO the key is in recognizing "devs" and "ops" are disjunct skillsets, furthermore, as you noted in the first post, each of "dev" and "ops" has further skillset subdivisions. Don't expect all devs to wear all ops hats at once, at a moment's notice. NB, the converse doesn't happen in practice, I have never seen ops being expected to fix subtle bugs in prod code, against the clock. Encourage and recognize specialization, use the team, instead of individuals, to cover width times depth. Keep a eye for people who spread out themselves too thin, aka "heroes". At the very best "heroes" will burn out before time, usually leaving some half-baked tangle in their wake.