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Culture and the Games People Play

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Video and slides synchronized, mp3 and slide download available at URL http://bit.ly/1SUVxKa.

Roy Rapoport demonstrates the power of alignment (or lack thereof) using real-world examples from previous and current employer, with specific emphasis on his experience introducing Python to production use within Netflix, the organizational structures he interacted with through that process, and the way they tie into Netflix's formal culture. Filmed at qconsf.com.

Roy Rapoport manages the Insight Engineering group at Netflix, responsible for building Netflix's Operational Insight platforms, including cloud telemetry, alerting, and real-time analytics". Roy has been in tech for about 20 years with positions in IT engineering and operations, software development, and software quality engineering, but his passion remains with operations and automation.

Publié dans : Technologie
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Culture and the Games People Play

  1. 1. Culture and the Games People Play Roy Rapoport rsr@netflix.com @royrapoport November 18, 2015
  2. 2. InfoQ.com: News & Community Site • 750,000 unique visitors/month • Published in 4 languages (English, Chinese, Japanese and Brazilian Portuguese) • Post content from our QCon conferences • News 15-20 / week • Articles 3-4 / week • Presentations (videos) 12-15 / week • Interviews 2-3 / week • Books 1 / month Watch the video with slide synchronization on InfoQ.com! http://www.infoq.com/presentations /culture-games
  3. 3. Purpose of QCon - to empower software development by facilitating the spread of knowledge and innovation Strategy - practitioner-driven conference designed for YOU: influencers of change and innovation in your teams - speakers and topics driving the evolution and innovation - connecting and catalyzing the influencers and innovators Highlights - attended by more than 12,000 delegates since 2007 - held in 9 cities worldwide Presented at QCon San Francisco www.qconsf.com
  4. 4. SHALL WE PLAY A GAME?
  5. 5. What We Want (And How We Get It) Outcomes ActionsDecisions What
 environment
 says What environment does
  6. 6. What We Want (And How We Get It) Outcomes ActionsDecisions What
 environment
 says What environment does
  7. 7. What We Want (And How We Get It) Decisions What
 environment
 says What environment does
  8. 8. What We Want (And How We Don’t Get It)
  9. 9. What We Want (And How We Don’t Get It)
  10. 10. Test #1 Attendance Award
  11. 11. A Word About Netflix … • Clear Priorities 1. Innovation 2. Availability 3. Cost • Hire smart, experienced, people • Get out of the way • Anti-process bias Culture
  12. 12. In Practice …
  13. 13. Dozens of SSL Certificates Decentralized Kept Expiring Hilarity would ensue Amazon Resources “No Preset Limit” You know when you hit it Hilarity would ensue The Before Time
  14. 14. Well-developed Developer Ecosystem Service Discovery DB Client Credentials Management Memory Object Cache Server Infrastructure Telemetry You wanted that for Java, right? The Before Time
  15. 15. Just moved from IT/Ops Formally tasked with SSL cert issue as quarterly goal Limits issue “tacked” on “Effective” in Python Didn’t know Java Presenter Selfie The Before Time
  16. 16. Ported necessary libraries to Python Boss was dubious. Really dubious. Ran into security problem Introducing Jay No Problem!
  17. 17. Democratized Innovation What would you say you do around here? Story Time: Shark Tank
  18. 18. Conceived by Reliability Engineer Remote Telemetry Network Teams involved: Reliability Engineering Insight Engineering Performance Engineering Some others … Surprise! “Proof-of-concept work on Ansible configuration management for Gulo and Hammerhead.”
  19. 19. Avoid Zero-Sum Games Stack ranking Fixed bonus / raise pools No ranking/quantifying Reviews != raises Decentralize collaboration Align goals I want: Collaboration and Selflessness
  20. 20. Act In Netflix’s Best Interests
  21. 21. Test #2 Early Birds, Late Worms
  22. 22. I want: Decentralized Innovation Autonomy and Independence Bets and Risk Tolerance: a Story of Failures
  23. 23. Losing Bets 18 month report card (estimated) Security Monkey Success Howler Monkey Success Exploit Monkey Failure Python Success Service SLA Dashboard Failure Alert Outsourcing Success Alert Response Analytics Failure Alert Gateway Success Alerting GUI Success Latency Monkey Adoption Fizzle Stateful Alerting Failure Open Application Alerting Failure 50% Failure Rate
  24. 24. I want: Decentralized Innovation Autonomy and Independence An Engineering Manager Walks Into an Override Bar …
  25. 25. The Override Bar Asgard: Full-fledged cloud orchestration GUI-driven Region-and-account specific
  26. 26. The Override Bar Four regions Eight accounts Hundreds of clusters
  27. 27. The Override Bar A Bold Proposal Totally duplicates functionality Customized fit Failed the override bar: Am I sure this is the wrong thing? If I’m right, will this be very expensive for us?
  28. 28. The Override Bar Accomplished predicted results Massively simplified operational processes Improved resiliency and velocity Unpredictable results Used by other teams Inspiration Will retire
  29. 29. I want: Decentralized Innovation Autonomy and Independence Spheres of Autonomy: Staying DRI
  30. 30. Yury’s SoAYury’s SoAYury’s SoAJosh’s SoA Roy’s Sphere of autonomy Concentric Spheres of Autonomy Fang’s Sphere of autonomy
  31. 31. Reed’s Sphere of Autonomy Neil’s Sphere of Autonomy Yury’s Sphere of Autonomy Josh’s Sphere of Autonomy Roy’s Sphere of autonomy Spheres of Autonomy: A New Model Fang’s sphere of autonomy
  32. 32. Spheres of Autonomy: A New Model Set context. Not control.
  33. 33. Spheres of Autonomy: A New Model Keeping Peers DRI
  34. 34. Test #3 Lucy and the Ball
  35. 35. Literally* no downsides! * For very non-literal definitions of the word “literally” Predictability tradeoffs Locality optimization Duplication Duplication
  36. 36. Agility vs Predictability Neither is bad Probably need some of both Do you know how much you want? Do you have it? Agility Predictability
  37. 37. Agility vs Predictability Optimize for agility Constrain predictability Some things are important to predict Public KPIs Big product plans Fewer are important than you may think Agility Predictability
  38. 38. If a Thing can be built anywhere Not always in the best place Extra work Locality Optimization Or lack thereof
  39. 39. Locality Optimization Or lack thereof Story Time: Scryer
  40. 40. Scryer: Start State Real-Time Telemetry System 2 weeks of data
  41. 41. Scryer: Goal Real-Time Telemetry System 2 weeks of data Predictor Signal Predictions Today Product Value-add Process
  42. 42. Scryer Architecture, v1 Real-Time Telemetry System 2 weeks of data Telemetry Extractor Telemetry Persistence 4 weeks of data Predictor Signal Predictions Today Product Value-add Process Waste of Time Pain the [REDACTED]
  43. 43. The Thing Is … Real-Time Telemetry System 2 weeks of data Cloud Storage All telemetry, forever ETL
  44. 44. Scryer Architecture, v2 Real-Time Telemetry System 2 weeks of data Predicted Signal Today Predictor Product Value-add Process Cloud Storage All telemetry, forever ETL
  45. 45. Test #4 Making Friends $100 At a Time
  46. 46. "I only want to ride the wind and walk the waves, slay the big whales of the Eastern sea, clean up frontiers, and save the people from drowning. Why should I imitate others, bow my head, stoop over and be a slave?” - Lady Triệu
  47. 47. rsr@netflix.com @royrapoport Attributions: https://www.flickr.com/photos/cseeman/ http://www.flickr.com/photos/watchsmart http://www.flickr.com/photos/yaketyyakyak/ https://www.flickr.com/photos/gfreeman23/ https://www.flickr.com/photos/dotcode https://www.flickr.com/photos/tlindfors And the Rands Leadership Slack
  48. 48. Watch the video with slide synchronization on InfoQ.com! http://www.infoq.com/presentations/culture- games

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