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Making the business case for solid disaster recovery and continuity of business (along with resources for regularly testing it) can be quite a challenge. In an
by bhawks 4y ago
Making the business case for solid disaster recovery and continuity of business (along with resources for regularly testing it) can be quite a challenge. In an immature or unhealthy culture this is something that can always be pushed to next quarter and if disaster strikes more effort will be put into political spin versus engineers doing preventative work.
At some point a company needs to adopt practices like Netflix's chaos monkey or Google's DiRT (disaster readiness testing) to purposefully excerise continuation of business plans as well as recognize the effort that is required to keep things running. Otherwise other incentives will drown out any intrinsic motivations individuals may have to improve reliability.
- robertlagrant 4y agoI think if the right people don't put processes in place and people following processes then it won't work - it is ultimately about people.
- hulitu 4y ago> it is ultimately about people. ... and tailoring. And "agile" when some people are aleeady working on a new version when the old one is not even tested. It seems that with processes is like with deaths: a disaster needs to strike for people to implement a working process.
- robertlagrant 4y agoProcesses sometimes exist in dysfunctional orgs because a disaster strikes (possibly that a process wouldn't have prevented) and people who've been waiting for a chance at some more power jump in to create a process. Then in the future when it happens again the process is to blame, but no one ever questions why they have the process if it doesn't work. And the bureaucracy expands to meet the needs of the expanding bureaucracy (-:
- bhawks 4y agoSet the iron law of bureaucracy. https://www.jerrypournelle.com/reports/jerryp/iron.html https://www.jerrypournelle.com/reports/jerryp/iron.html