Professional Development

#DevOps – Starting the path

Last week, I had the pleasure of attending my first DevOps conference (DevOpsDays Nashville), and the first conference that had absolutely nothing to do with SQL Server since graduate school. The conference was great; I met some new folks, and had some great moments of insight early on. The DevOps community is a very welcoming community, but as a relatively new explorer, I quickly got lost. The sessions ranged from culture to technology, and somewhere in between; the speakers were very casual, and to be honest, a little unstructured. It was very different than my previous experiences at tech conferences, where even professional development talks were goal-focused.

One the last day of the event, during one of the keynotes, I encountered the following tweet:

Paul Reed’s piece is interesting, because it helped me begin to form a schema around all that is DevOps; he defines the following frameworks underneath the umbrella of DevOps:

Automation and Application Lifecycle Management – basically, the tools needed to insure micro-deployments and increased time-to-market. The focus here is on Continuous IntegrationDeploymentDelivery, and Configuration Management.

Cultural Issues – Reed breaks these out into a relatively fine grain in a manner that he didn’t do with technology, but he defines three subsections of culture: Organizational Culture, Workflow, and Diversity. Each of these areas has a slightly different area of focus, but they all deal with the “soft, fuzzy, human interactions that lie just beyond the technology.” Organizational Culture can refer to breaking down silos, restructuring, and/or management & leadership. Workflow refers to the application lifecycle methodology, such as the conjunction of Agile and Lean methods.  Diversity is a focus on bringing different voices into technology, including feminist, LGBTQ, and minority perspectives.

The Indescribable – finally, Reed finishes with basically an “everything else” definition. Some organizations which have pioneered DevOps practices don’t really call them that; they’ve just organically grown their own processes to focus on efficiency, including minimizing silos and rapid delivery.

I have to admit, it helped me to reframe my perspective on various lectures using this structure; that may not be true to the spirit of DevOps itself (which de-emphasizes artificial constraints), but it’s given me some room for thought in terms of the areas I want to study and learn. The technology is interesting, but I don’t see myself working in those areas anytime soon; my real focus will be on organizational culture and workflow. As a manager, I want to increase my efficiency by building a team, and I think the path I’m on is to figure out how to push my team of system engineers and database administrators to prepare for continuous integration.

More to come.

Getting my #DevOps learn on…

On Thursday (Nov 10), I’m going to be going to DevOpsDays Nashville; I’m excited.  This will be the first conference in several years that I’ve attended where I wasn’t either an organizer or a speaker.  Hoping to meet some new folks and learn a lot; I’m really pushing myself to get out my comfort zone (databases), and soak up some new knowledge regarding IT culture, automation, and agile operations.

If you’re around and want to say hi, follow me on Twitter: @codegumbo

 

Oh, The Places You’ll Go! – #SQLSeuss #SQLPASS

Last week, I had the privilege to speak at the annual PASS Summit; I got to present two different sessions, but the one I’m the most proud of was my Lightning Talk: Oh, the Places You’ll Go! A Seussian Guide to the Data Platform. I bungled the presentation a bit (sorry for those of you who want to listen to it), but I feel pretty good about the content. I’ve presented it below, with the slides that I used for the talk.

The goal of this presentation was to explore the Microsoft Data Platform from the perspective of a SQL Server professional; I found this great conceptual diagram of the platform from this website a while back, and wanted to use it as a framework. I figured the best way to teach a subject was the same way I teach my 3-year-old: a little bit of whimsy.

Enjoy.

You have brains in your head

And SQL Skills to boot

You’ll soar to great heights

On the Data Platform too

You’re on your own, and you know what you know,

And YOU are the one who’ll decide where to go.

You’ve mastered tables, columns and rows, OHHHHH MYYYY

You may even have dabbled in a little B.I.

You’re a data professional, full of zest,

But now you’re wondering “What comes next?”

Data! It’s more than just SQL,

And there’s a slew of it coming, measured without equal.

Zettabytes, YotaBytes, XenoBytes and more

All coming our way, faster than ever before.

So what should we do? How should we act?

Should we rest on our laurels? Should we lie on our backs?

Do we sit idly by, while the going gets tough?

No… no, we step up our game and start learning new stuff!

 

Oh, the places you’ll go!

ARCHITECTURE

Let’s start with the Theories,

The things you should know

Designing systems as services,

Are the route you might go.

Distributed, scalable

Compute on Demand

The Internet of Things

And all that it commands.

Infrastructure is base,

Platform is in line

Software and data

Rest on top of design

Once you’ve grasped this

Once you’ve settled in

You’ve embraced cloud thinking

Even while staying on-prem.

But beyond the cloud, there’s data itself.

Structured, polyschematic, binary, and log

Centralized or on the edge,

Some might say “in the fog”

Big Data, Fast Data, Dark, New and Lost

All of it needs management, all at some cost

There’s opportunity there to discover something new

But it will take somebody, somebody with skills like you.

Beyond relational, moving deep into insight

We must embrace new directions, and bring data to life

And there’s so many directions to go!

ADMINISTRATORS

For those of you who prefer administration

System engineering and server calibration

You need to acknowledge, and you probably do

You’ll manage more systems, with resources few.

Automation and scripting are the tools of the trade

Learn powershell to step up your game.

Take what you know about managing SQL

And apply it to more tech; you’ll be without equal

Besides the familiar, disk memory CPU

There’s virtualization and networking too

In the future you might even manage a zoo,

Clustering elephants, and a penguin or two.

 

But it all hinges on answering things

Making servers reliable and performance tuning,

Monitoring, maintenance, backup strategies

All of these things you do with some ease.

And it doesn’t matter if the data is relational

Your strategies and skills will make you sensational

All it takes is some get up, and little bit of go

And you’re on your way, ready to know.

So start building a server, and try something new

SQL Server is free, Hadoop is too.

Tinker and learn in your spare time

Let your passions drive you and you’ll be just fine

DEVELOPERS

But maybe you’re a T-SQL kind of geek,

And it’s the languages of data that you want to speak

There’s lots of different directions for you

Too many to cover, but I’ll try a few

You could talk like a pirate

And learn to speak R

Statistics, and Science!

I’m sure you’ll go far

Additional queries for XML and JSON

Built in SQL Server, the latest edition.

You can learn HiveQL, if Big Data’s your thing

And interface with Tez, Spark, or just MapReducing

U_SQL is the language of the Azure Data Lake

A full-functioned dialect; what progress you could make!

There’s LINQ and C-Sharp, and so many more

Ways to write your code against the datastores

You could write streaming queries against Streaminsight

And answer questions against data in flight.

And lest I overlook, or lest I forget,

There’s products and processes still to mention yet.

SSIS, SSAS, In-memory design

SSRS, DataZen, and Power BI

All of these things, all of these tools

Are waiting to be used, are waiting for you.

You just start down the path, a direction you know

And soon you’ll be learning, your brain all aglow

And, oh, the places you’ll go.

And once you get there, wherever you go.

Don’t forget to write, and let somebody know.

Blog, tweet, present what you’ve mastered

And help someone else get there a little faster.

Feel free to leave a comment if you like, or follow me on Twitter: @codegumbo

One (Last) Trip to the Emerald City for #SQLPASS

On Monday, I’m flying out to the Emerald City (Seattle, WA) for the annual gathering of Microsoft database geeks known as the PASS Summit; as always, I’m excited to see friends and learn new stuff. However, this will probably be my last Summit. Over the last few years, my career trajectory has taken me away from database development and administration, and it’s time that I start investing in the things that now interest me (technology management, and operational culture). My goals for the next year are to attend conferences like the DevOps Enterprise Summit and the SRECon; I want and need to learn more about making IT efficient, and managing large-scale applications.

I’m not entirely disconnecting from the SQL community; I still plan to stay active and involved in our local chapter (AtlantaMDF), and part of the organizing committee for our SQL Saturdays. I still want to be a data-driven professional; I’m just not a data professional. That’s a subtle distinction, but it’s important to me. I’ll still sling code part-time and for hobbies, but I’m really trying to hone in on what I enjoy these days, and it’s process, procedures, management, and cultural change in IT (all IT, not just SQL Server).

So, this year will be different for me; instead of trying to network and schmooze and elevate my own SQL skillset, I’m going to hang out in sessions like “Overcoming a Culture of FearOps by Adopting DevOps” ,Agile Development Fundamentals: Continuous Integration with SSDT“, and
Fundamentals of Tech Team Leadership“. I may visit some courses on Cloud development and Analytics, but mostly, I want to enjoy spending some time with folks that I may not see again for a while.

I truly hope to see you there; I owe a lot to all of you, so I’m probably going to have a huge bar tab after buying rounds. Should be an exciting week.

Where’s your slack?

I’ve been rereading the book Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency recently.  As I alluded to in my last post, my life has been rough for the last few months.  My nephew’s passing took the wind out of an already saggy sail; I’ve spent a great deal of time just trying to balance work, family, and life in general.  Some people turn to counselors; I turn to project management books.

The premise of the book is that change requires free time, and that free time (slack) is the natural enemy of efficiency.  This is a good thing; if you are 100% efficient, you have no room to affect change.  Zero change means zero growth.  I’ve been a proponent of slack for a while (less successfully than I’d like); it makes sense to allow people some down time to grow.  Just to be clear, slack isn’t wasted time; it’s an investment in growth.  Slack tasks include:

  • Research into interesting projects.  Lab work allows you to experience the unexpected, which gives you time to prepare for the unexpected in production
  • Building relationships. Teams are built on trust, and trust is earned through building relationships.  Teams that like each other are more likely to be successful when it comes to problem solving.
  • Shadow training.  Allow team members to work in other teams for a while; learn how the rest of the company operates.

In short, slack is necessary in order to promote growth; if you want your organization to stay ahead of it’s competition, cutting resources in the name of efficiency is sure-fire plan for losing.  The best advice for slack time is the 80/20 rule; run your team at 80% capacity, and leave 20% for slack.  In the case of emergency, slack time can be temporarily alleviated, but it’s the responsibility of management to return to normal work levels as soon as possible.

So what does this mean for me personally?  In the name of efficiency, I let slack time go.  I work a full time job, a couple of different consulting gigs, act as a chapter leader for AtlantaMDF, and am an active father.  I have no hobbies, and suck at exercise.  I love to travel, but trips are planning exercises in and of themselves.  In short, I have zero slack to deal with emergencies.  When something goes wrong and time gets compromised, I immediately feel guilty because I’ve robbed Peter to pay Paul in terms of time.  That’s not living,

I’m done with that.

Change is incremental, so I’m not planning on upsetting the apple cart just yet, but I am trying to figure out ways to make my slack time more of a recharge time.  Don’t get me wrong; I waste time.  I sit and stare at Facebook like the rest of the modern world; I binge on Netflix when new series drop.  That’s not slack, and it doesn’t recharge me. Slack is using free time to grow, to change.  My goal is to find an hour a week for growth-promoting free time.  I’ll let you know how I’m doing.

 

#BigData is coming; what should SQL Server people do about it?

I’ve been presenting a lot on Big Data (specifically Hadoop) from the perspective of a SQL Server DBA, and I’ve made a couple of recent observations.  I think most people are aware of the fact that data generation is growing at a staggering rate, with some estimates as high as 44 zettabytes by the year 2020; what I think is lacking in the SQL Server community is a rapid movement among database professionals to expand their skills to highly scalable Big Data platforms (like Hadoop) or streaming technologies.  Don’t get me wrong; I think there’s people out there who have made the transition (like Michelle Ufford; SQLFool, now Hadoopsie), and are willing to share their knowledge, but by and large, I think most SQL Server professionals are accustomed to working with our precious relational system.

Why is that?  I think it boils down to three reasons:

  1.  The SQL Server platform is a complex product, with ever increasing opportunities to learn something new.  SQL 2016 is about to drop, and it’s a BIG release; I expect most SQL Server people to wrap themselves up in new features and learn something new soon.  There’s always going to be a need for deep expertise, and as the product continues to mature and grow, it requires deeper knowledge.
  2. Big Data tools are vast, untamed, and very organic.  Those of us accustomed to the Microsoft development cycle are used to having a single official product drop every couple of years; Big Data tools (like Hadoop) are open-source, prone to various forks, and very rapidly developed.  It’s like drinking from a firehose.
  3. It’s not quite clear how it all fits together.  We know that Microsoft has presented some interesting data technologies as of late, but it’s not quite clear how the pieces all work together; should SQL Server pros learn Azure, HDInsight, Hadoop?  What’s this about U-SQL?  StreamInsight, Spark, Cortana Analytics?

The first two reasons aren’t easily solved; they require a willingness to learn and a commitment to study (both of which are difficult resources to commit).  The third issue, however, can be easily addressed by the following graphic.

This is Microsoft’s generic vision of a complete end-to-end analytics platform; for the data professional, it’s a roadmap of skills to learn.  Note that relational engines (and their BI cousins) remain a part of the vision, but they’re only small pieces in an ever-increasing ecosystem of database tools.

So here’s the question for you; what should SQL Server people do about it?  Do we continue to focus on a very specific tool set, or do we push ourselves (and each other) to learn more about the broader opportunities?  Either choice is equally valid, but even if you choose to become an expert on a single platform in lieu of transitioning to something new, you should understand how other tools interact with the relational system.

What are you going to learn today?

#SQLPass #Summit15 Gear: My KarmaGo

Just a quick post as I’m packing up for the Professional Association for SQL Server Summit 2015; this year, I’m carrying a mobile hotspot with me: my Karma Go.  Just to state the obvious, yes, I am aware that the Washington State Conference Center has free wifi. I also know that wifi gets horribly overloaded in certain areas (like the keynote rooms) when thousands of device-carrying database people begin tweeting at once.  I also know that most people have hotspots on their phone, but I don’t (corporate phone; unlimited data, no sharing).

So why the Go?  Besides the fact that I want to stay connected with more than just my phone, I also like the fact that it offers a reward for sharing.  You see, Karma’s data plan consists of two parts:

  1. Pay-as-you-go data.  I filled up with a bunch of data (mostly to use when my home internet goes down), and I refill when I run out.  No monthly subscription,  so I’m not paying twice for unused Internet.
  2. Sharing earns data.  If a new user connects to my hotspot, they get 100MB of free data, and I get 100MB of data added to my account.  Easy-peasy (my SSID is “Free Karma By @codegumbo”) .

Checking the coverage maps (Karma runs on Sprint LTE), it looks like I’ll have great coverage.   Let’s see if I can stay connected through the keynote this year 🙂

Coding naked.

Me, circa 1992. This is not the most embarrassing picture of that time period.

Me, circa 1992. This is not the most embarrassing picture of me from that time period.

True story: when I was in college, I was the lead singer (if you can call it that) for a goth rock Christian rave band called Sandi’s Nightmare.  I had zero musical talent, and relied solely on the strengths of my band-mate (Brad; you still rock); however, while my singing ability was dubious at best, I was pretty theatrical.  We had a total of 3 awesome shows before we moved on to other things, but it was a lot of fun while it lasted.  Our biggest hit was a cover of Lust Control’s Dancing Naked, a fantastic little number about David’s celebration of the ark returning; his passion and excitement overwhelmed his embarrassment.

I promise, I’m not making this stuff up; it was pretty edgy for the Bible belt of  Northeast Louisiana in the early 90’s.  I mean, I had an earring and everything.   The point of this post (besides reveling in my musical abilities and tastes of 25 years ago) is that sometimes we just need to be naked.

Let me explain; I made choices that in hindsight are difficult to defend (like my haircut). However, there was a reason for the choice at the time, and even though it may not have been the greatest idea, I’ve learned something from every experience I had.  While there are things that I would do differently if given the choice and knowledge I have today, I don’t regret many things.  That’s what the metaphor of nakedness is all about; being open and honest about not only your successes, but your choices along the way.  You can’t change the past, but you can learn from it.

Becoming a Naked Developer

I’ve spent most of my professional career as a SQL developer working for one company (13 years in November);  I was the first developer hired by that company, and my job was to build an integration platform transforming syslog data into reports, all on a shoestring budget.  I strung something together in a couple of weeks, and in the first month, I took a process that normally took two weeks to do by hand down to a day; my boss threatened to kiss me (I was flattered, but declined).

Was it pretty (the code, not the boss)?  No.  Was it successful?  Yes.

Fast forward a couple of years to 2004: I’m a member of small team building a solution to analyze more data than I’ve ever seen in my life (terabytes of data from firewalls and Windows machines); we had to import and semantically normalize data in near-real-time.  We built a solution using DTS, and then moved it to .NET and MSMQ.

Was it pretty? No.  Was it successful?  Yes.  Part of that code is still being used today, and my company has thrived off of it.  We were acquired by a larger company 8 years ago, and we’ve kept moving forward.

Every few years, we’d talk about doing a rewrite, and we’d bring in some outside expertise to evaluate what we’ve done and help us come up with a migration plan.  Some consultant would come in, look at what we did, and shake their heads at us.  Each time, we (the remaining original developers) would attend meeting after meeting as our code was dissected and judged; we sat naked (metaphorically) in front of a team of experts who told us everything that was wrong with the choices that we made.  At the end of each visit, we’d regroup and complain about the agony of judgement. In all honesty, we would have done things differently, given our current experience (and modern technology).  However, the simple truth is: we won the day.  We continue to win the day.

During some of these initial code reviews, the consultants were jerks.  They’d spend a lot of time bemoaning how horrid everything was; I’d be embarrassed and try to explain what I would have done differently if only I had the time.  The consultants would eventually propose some complex solution that would cost hundreds of thousands of dollars to implement.  Our company would consider the offer, stick it in a file somewhere, and we’d keep on keeping on.   Clunky code that works is better than expensive code with the same outcome.

Over time, I learned to live with the embarrassment (as you can tell from this post); I started listening to what the consultants would say and could quickly figure out which ones had good advice, and which ones were there to just be seagulls.  People that focused on solving the immediate problems were much easier to talk to than the people who wanted to rip out everything and start over.  Don’t get me wrong; sometimes you need to start over, but there is  a cost associated with that decision.  It’s usually much easier to start where you are, rather than trying to reinvent the wheel.

What’s my point?

First and foremost, don’t dwell on your past mistakes.  If you can honestly say that you built something that worked within the constraints of the time period, no matter how clunky or silly it seems now, then it was the right decision.  Working software works.  Laugh at it, learn from it, and let it go; repair what you can, when you can, but keep moving forward.

Second, learn to code naked.  Whatever it is that you’re trying to do at the moment, share it.  Open yourself up to code review, to criticism; exposure brings experience.  Granted, you’ll meet some seagulls along the way, but eventually, you’ll figure out who’s there to help you grow as a developer.  Foster those relationships.

Third, encourage people to grow; recognize that the same grace you desire for your coding mistakes is applicable to others as well.  Be kind, be gentle, but be honest; seek to understand why they made the design choices they did, and be sensitive to the fact that if it works, it works.  Sometimes we get caught up on trying to figure out the right way to do something, and ultimately end up doing nothing because it’s too difficult to implement it according to the textbook.

Life is too short to not enjoy what you do; try to share that joy without embarrassment.

THIS is the most embarrassing picture of me from that time period.  I thought being an actor was the best way to meet girls… Yes, those are tights I am wearing…

 

 

 

Three Phrases I’m Eliminating From My Vocabulary

“A good man brings good things out of the good stored up in his heart, and an evil man brings evil things out of the evil stored up in his heart. For the mouth speaks what the heart is full of.” – Luke 6:45

Been doing a lot of reflecting lately on my goals in life, and I realized that I complain. A lot. Complaining is good when it leads to change (i.e. complaining about your sibling to your mom MAY cause their behavior to change), but complaints without action just lead to bitterness. I don’t want to be bitter, so I’ve recently started getting rid of these three phrases.

“I didn’t have enough time.”

Variants of this include “I didn’t get everything done I wanted to do”, “I’m not blogging enough”, “my career’s not as far along as it should be”, and “I didn’t make MVP again? Bummer”. Don’t get me wrong, I’m not making excuses for not completing things; I’m just trying to figure out ways to not complain about it. There’s never enough time in the day to do everything, and I completed what I spent time on. If I’m not satisfied with the outcome, it’s because I made the wrong choice, not that I didn’t have enough time. The trick is to figure out what I want and choose the right path.

“I’m fat.”

My clothes don’t fit right, and I’m sitting here at a table writing this blog and polishing off a bag of Doritos. To me, exercise is waddling my way from the fridge to my chair, and I wonder why I struggle with my weight? Again, complaints without action do nothing but make you bitter. I’m reading on Facebook about how several of my friends are turning to activity to drop weight and become healthy, happy, people. Maybe the first step is to quit reading Facebook.

“I’m tired.”

Variant of phrase two, but not quite the same thing. To me, fatigue has become a synonym for boredom. Instead of enjoying the moment, I spend 15 minutes complaining about how much work it was to get involved in the moment, and I miss half of the fun. It’s natural to be tired, but it should never stand in the way of getting the most out of life.

Summary

Again, I’m not necessarily to the point of taking action to correct all of the deficiencies in my life; I am, however, just about done with griping and moaning. Life is what you make of it, and I want to make more out of mine.

(Personal) Kanban Myths: The Myth of The Important Task

Continuing in my efforts to chronicle myths of kanban utilization, I thought I would tackle the second biggest misconception I see surrounding kanban boards.  As I discussed in my previous post, many people mistake kanban to be a process for task management, when in reality, it’s a visualization of some other process.  The key takeaway is that you should spend some time making your board match your process; a kanban board should emulate your workflow, not the other way around.

So you’ve invested the time, and you now have a complex board that accurately reflects how you do work.  You’re humming along, getting things done.  Life is good, right?

Almost.  If you’re just using a kanban board to visualize a process, there’s a temptation to accept the following:

Myth 2: Kanban is a visualization tool primarily focused on (important) task management.

This is partially true; in industrial kanban, workers may use a kanban board to keep track of individual issues as they move throughout the workflow.  Managers, however, should primarily use the tool to look for opportunities to continuously improve their processes.  Once your kanban board matches your process, it becomes easy to understand where bottlenecks occur (both resource allocation and/or unnecessary processes).   Tuning workflow is a critical part of kanban utilization.

For personal kanban, however, managing resource allocation becomes a bit of challenge; how do you manage yourself?  You’re already too busy working through your pile of stuff.  Unless you can recruit other friends or family members (the Tom Sawyer approach), it’s unlikely you’ll be able to adjust resource allocation.  You can, however, begin to look for opportunities to tune processes.  How?

This is where the conversation has to drift away from kanban a bit; as a tool, a board allows you to visualize workflow and primarily focus on improvement, but in and of itself the measure of improvement isn’t part of the board.  In other words, you can see how things work, but there’s no built in visualization for determining if something has room to improve.  You have to decide what that method of improvement will be.  To improve your processes, you must define the metrics for improvements.  Those metrics are known more commonly as goals.

Goals are a critical component of a successful kanban implementation.  For example, if you have a personal goal of “I want to lose 50 pounds in the next year”, that goal should influence your decision on which tasks to pursue (and what the priority of those tasks are).  In other words, if your kanban board shows that you’re getting a lot done, but no tasks are associated with the goal of losing weight, you’ve got some room to improve your processes.

So, in summary:

  1. Spend some time making your board match your processes (at least 30 days).
  2. Define your goals (metrics for improvements)
  3. Take some time to tweak your processes to align them with your goals.

Minor incremental adjustments are more likely to be adopted than sudden and swift changes (see my management notes about change curve).  Kanban is a long-term tool, but can be highly effective at improving workflow.