I had one difficult, but enlightening, discussion with a very experienced and thoughtful user.
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For those who work with complex, sociotechnical systems the action game doom 2 flexibility, the co-operative teamwork, the swifter movement and, above all, the realism of Devops offer greater promise.The first post was a reflection, based on personal experience, on the corporate preference for building bureaucracy rather than dealing with complex reality, Facing the dragons part 1 corporate bureaucracies.When a technical system surprises us, it is most often because our mental models of that system are flawed.A digital display isnt as valuable.In our massively complex insurance finance systems a constant threat was that the safeguards we introduced to make the systems resilient might result in the processing runs failing to complete in time and disrupting other essential applications.Fishbone cause and effect diagrams (like those used in Six Sigma ) illustrate traditional thinking, that it is possible to track back from an adverse event to find a root cause that was both necessary and sufficient us government m14 manual to bring it about.When I moved into internal audit I learned to appreciate the significance of all the important systems being inter-related.
If an object is struck or moved suddenly it will vibrate at its natural frequency.
This is actually very similar to the insurance finance applications space marine codex ebook diagram I drew up for Y2K (see part 1 corporate bureaucracies ).Developers dont have the right mindset to think about what real users will.Any factor that is present in a failure can equally be present in success.A stable system needs as much variety in the control mechanisms as there is in the system itself.That forced me to realise that I had very little idea what was happening out in the wild, in the system as found.My training and background meant I couldnt keep quiet when I saw problems, that were being ignored because no-one knew how to deal with them.Hollnagel argues that it is impossible to maximise both efficiency and thoroughness.We had to nurse those systems carefully.Remember the comments of Professor Michael McIntyre (in part six, Safety II, a new way of looking at safety ).Dekkers argument about drifting to failure should strike a chord with anyone who has worked in large organisations.So bridges could fall down.At the heart of Devops is the admission that no single actor can ever obtain a canonical view of an incident that took place during operations within an intractably complex sociotechnical system such as a software organization, hospital, airport or oil refinery (for instance).We dont think about the way people have been keeping systems running despite the problems, or how the culture has been taking them closer and closer to the edge.
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