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

Reason 1234 for attending #SQLPass: The stretch

I’ve done a lousy job of encapsulating my thoughts about the Professional Association for SQL Server’s Summits for the last few years, but here’s a quick thought about one of the reasons I love this conference: the stretch.

What do I mean by stretch?  It’s the exposure to new ideas, new concepts, things I may never use.  It’s easy for technical people to get obsessed about our struggles of the day; we invest a lot of mental energy into figuring out problems that require immediate solutions, so we often pick educational sessions that fit into our current solution requirements (i.e. I’m having issues with ETL, so let me go pick up a few sessions on BIML).  That’s satisfying, but it’s not a stretch.

The stretch is thinking about issues and problems which I don’t see ahead.  It’s the creative detours, the opportunities to explore ideas that are just, well, fun to think about.  There’s two benefits to this; first, by allowing the mind to wander, it actually gives me a chance to have an inspirational moment about my current issues (the “aha” moment).  Second, by learning a little bit about something foreign to me, it gives me an advantage if the situation ever arises that I may need to know something about that topic (i.e. we don’t use Azure now, but we might in the future).

What’s your stretch at Summit?  I’m going to squeeze in a class on R, and maybe some USQL.

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…

 

 

 

Managing a Technical Team: Act Like a Good Developer

This is one of my favorite pieces of advice from my Managing a Technical Team presentation that I’ve been doing at several SQLSaturdays and other conferences: act like a good developer, with a different focus.  Most new managers, especially if they’ve been promoted from within (the Best Operator) model don’t know how to improve their management skills.  However, if you were to ask managers what makes a good developer, you’ll probably get a series of answers that are similar to the following broad categories:

Good Developers have:

  • a desire to learn,
  • a desire to collaborate, and
  • a desire for efficiency.

I could probably say that this is true for all good employees, but as a former developer, I know that the culture in software development places a lot of focus on these traits; system administrators usually have different focus points.  However, all technical managers SHOULD emulate these three traits in order to be effective.  Let me explain.

Desire to Learn

Let’s imagine Stacy, a C# developer in your company; by most accounts, she’s successful at her job.  She always seems to be up on the latest technology, has great ideas, and always seems to have a new tool in her toolkit.  If you ask her how she got started programming, she’d tell you that she picked it up as hobby while in college, and then figured out how to make a career out of it.  She’s an active member of her user group, and frequently spends her weekends reading and polishing her craft; while not a workaholic, she does spend a great deal of her personal time improving her skills.  She’s on a fast track to managing a team, in part because of her desire to learn.

One day, she gets promoted, and is now managing the development team; she struggles with the corporate culture, the paperwork, laying out a vision, and can’t seem to figure out how to motivate her team to the same level of success that she was achieving as a developer.  The problem is that her desire to learn no longer syncs up with her career objectives;  Stacy needs to invest her educational energies into learning about management.

Ask a new IT manager what books they’re reading, and typically the response will be either none at all, or a book on the latest technology.  We tend to cling to that which is familiar, and if you’ve got a technical background, it’s easy and interesting to try and keep focusing on that background.  However, if you’re serious about being a manager, you need to commit to applying the same desire to learn that you had as an employee to learning more about management.  Sure, pick up a book on Big Data, but balance it out with a book on Relationship Development.  Podcasts?  There’s management ones out there that are just as fun as the development ones.  Webinars? Boom.

Desire to Collaborate

Bob’s a data architect.  Everybody loves Bob, because he really listens to your concerns, and tries to design solutions that meet those concerns; if he’s wrong about something, he’s quick to own up to the mistake, and moves on.  He works well with others, acknowledging their contributions and adapting to them.  In short, Bob is NOT a jerk; nobody wants to work with a jerk.

Bob gets promoted to a management position, and he too struggles; he’s still hanging out with his former teammates, and is still going to the same conferences.  Everybody still likes Bob, but he’s having trouble guiding his team in an effective manner.  He hasn’t really built relationships with his new peers (other managers that report to his director), and hasn’t found ways to manage more effectively.  He’s collaborating, but with the wrong people.

As a new manager, you should continue to maintain relationships with your directs, but you need to build a relationship with your new team of peers.  Understand their visions, and find ways to make your team valuable resources to them. Reach out to other managers at user groups and conferences; build a buddy system of people based on your management path, not just your technical one.

Desire for Efficiency

If you sat down and had a conversation with any development team that was effective and producing results and asked them about their methodology, it wouldn’t be long before they started talking about frameworks.  Efficiency in development is derived from reusable patterns and approaches to problems; they’re tough to implement at first, but the long term gain is enormous.

As you’ve probably guessed, there’s management frameworks that can be very effective in a technical environment; investing time in implementing them can yield great efficiencies when faced with making decisions.  In my current environment, I use three:

  1. MARS – my own self-rolled approach to system operations; it’s not perfect, but it helps focus efforts.
  2. Kanban – allows me to see what our WIP (Work In Progress) is, and helps queue up items for work
  3. ITIL – we’re just starting to adopt this, but we’re working on isolating Incident Management from root cause analysis, as well as implementing robust change control processes.

The challenge with management frameworks is similar to that of development frameworks: bloat.  It’s too easy to get bound up in process and procedures when lighter touches can be used, but in most cases, the efficiency gained by having a repeatable approach to decisions allows you to respond quickly to a changing environment.

Summary

Management is tough, but it’s especially tough if you continue to focus on your technical chops as opposed to your leadership abilities.  Act like a good developer, and apply those same basic principles to your team.