Tag: cross-skills

  • Our Infrastructure is Still Expanding

    Our Infrastructure is Still Expanding

    You would think that sooner or later, marketers and early adopters would take a rest, but it seems that if one group slows down for a bit, another picks up. Our infrastructure is expanding in almost every possible way, and this creates more of a burden on every aspect of DevOps, specifically in IT.

    We have more security needs because we have a larger footprint, for example. We have long had APIs, but now we have massive API groups that are used and re-used, and while standard code scanning works with the source, the companies doing “API security” start with security of the interface, not the code. That is slowly changing, but API management is also impacted, and organizations that determined they didn’t need API management because adjacent markets were serving enough of their needs are slowly discovering that with proliferation comes the need to look at API management again.

    I stay up to date on most new technology because, as an industry analyst, what is coming can inform my discussions of what a given technology space looks like today. But even for me—someone who is not spending a huge chunk of my day coding or working on the toolchain or perfecting the new deployment platform—it can be hard to stay abreast of everything. While one of the foundational tenets of DevOps was no specialization and a shared workload, I think everyone now agrees with what a few of us were saying from day one: Some specialized skills are still needed, except in corner cases. But we certainly are sharing workloads more broadly and far more responsive, so DevOps is absolutely a massive success. Site reliability engineering (SRE) extends that success but focuses more on Ops. I’m really not a huge fan. I like that DevOps wanted to merge the processes and make the management of applications more holistic; I don’t think re-dividing it is the best idea out there. Like every title, “SRE” is interpreted pretty broadly. Some roles really involve DevOps (but SRE sounds cooler), and other organizations are just replacing ‘developer’ with DevOps and ‘operations’ with SRE. However, most are using SRE to manage the entire environment in which the app runs.

    Where are we going? Constant change. That’s the answer. I’ve waited for the breather for a couple of decades, but since VMs were popularized, it has been non-stop and will continue to be.

    This means a lot to you, to your viability as an employee, and to hiring. With the glut of people on the market, we’re seeing a resurgence of “must know every tool in our toolchain” type position postings. Of course, you must not, in a world where the combination of languages, frameworks, CI/CD tools, alerting, and monitoring tools would make a great college-level combinatorics equation. You add value by being adaptable. Both to your current employer and to future ones. The key thing you should seek to demonstrate is your ability to pick up and master new technologies when required. Do it on your current job to show worth, and keep a record of it for your next job. I’ve been a hiring manager off and on forever, and when the market is flooded with good candidates, that is the type of differentiator that gets the team’s attention. Do it; make it something worth doing and document that you did it. You won’t regret it.

    A group of us were helping a recent grad figure out what to do with their career a couple weeks ago, and the consensus was “avoid AI until it shakes out.” This is not the first time I’ve heard that advice—it’s not even the first group I was a part of giving that advice. And I agree in the general sense, but certainly in places where it is being implemented by all vendors in the space and it adds value, you do need to be aware of how it works and what you can do with it, and a project is one way to get that knowledge.

    It is still a rolling opportunity, and you are still keeping the lights on. I’ve seen people who worry they’re not doing enough. Any employer worth working for wants you to keep the systems running first, and everything else after—so if you’re doing that, you’re doing enough. Now go beyond. And keep rocking it. This new technology hasn’t implemented itself, and it isn’t self-maintaining (yet) … That’s all you.

  • DevOps Institute Upskilling the Enterprise

    DevOps Institute Upskilling the Enterprise

    DevOps Institute released its annual Upskilling the Enterprise survey and the results are as interesting as last year. The organization of DevOps teams and its interaction with speed/success was one area that intrigued me, and sent me off looking for more information on the topic. This led me to this interesting site that does a great job of delving deeper than “We’ve all heard of Conway’s law.”  Good descriptions there on what works and why that will be useful to many organizations. The only true weakness in the content that I found was the “vacuum syndrome” that doesn’t delve deeply enough into what’s right for your organization, which certainly impacts your choices.

    DevOps Institute’s discussion of soft skills and DevOps roles being hybrid is also interesting. It creates a bit of a conundrum. We all wish the technical genius was also a charming personality, but often that is not the case. In the end, our job is technical, and we need to deliver technical solutions. There is a balance between making the genius more personable and finding personable people capable of achieving the goals. Considering that hiring is currently a struggle, we often do not get to choose. Training can help a lot, and in the end, finding a balance that works for a given organization is going to be a bit of work for management.

    What comes as no surprise is the finding that CI/CD are the entry level required skills for DevOps. No matter how far along on your DevOps journey you are, CI and CD are core to the job at this point. Expect that to change over time as deployment and security become more core and commonplace. In the end, great CI/CD is not much help if deployment and monitoring are weak, so the tools that win these battles will rise in importance over time without taking away from CI/CD.

    Their idea of the E-shaped human is interesting, but in diagramming, some detail is lost in the abstraction.

    I once worked with a super-genius DBA that could do anything with the database. We (managers) met with him on issues and let him tell us how impossible it was and that we were destroying the enterprise’s data integrity. Then gave him a day and let him tell us how it would get done effectively without major disruptions. Only after we’d met with him the second time did we move forward with the project, talking to business owners. Essentially, we became the wall between him and anyone who would be put-off by his face going red and his angered declarations. It was an acceptable arrangement, and he never let us down. I worked with him on dozens of projects, and only once did I see him exposed to outside consultants (against the wishes of several of us), it was ugly, and they pegged him as a stone-waller. He wasn’t, just needed to vent first.

    This person was responsible for the stability of our data, for upping the volume of throughput when needed and for making sure SQL didn’t get past DBAs without being safe. Would we have liked him but with a sunny disposition? Sure, but given a choice, I for one was happy with him and an angry disposition. I worked other places I wished I had someone with his unparalleled skills on the DBA side. So, all of IT needs to get better at interpersonal communications in a DevOps world, but “better” is relative. I’d still keep him in the back, making sure our systems got what they needed.

    The survey head-nods to this reality where soft-skills came in third as important skills. Still high on the list because it is important, but it shows that technical skills are why we have the job. Soft skills are how we do the job with less friction.

    Considering that I am the communicator/negotiator, it might sound strange for me to stand for tech skills first, but that is who we are–technicians. Highly skilled and highly compensated, but technicians. There are few (as a percentage) people who can handle both technical and communications, but by the same token, there are few people who can be an absolute boss at their technical responsibilities and see each unexpected event as a challenge to be overcome. I love to learn new things, and at that job I learned a ton of Oracle stuff from our tech genius. But I would be foolish to believe I’d ever match him in both domain and tech knowledge when it came to databases and our employers’ needs.

    Anyway, I picked three of the points that interested me to expound upon. The entirety of the report is definitely worth a read to get a feel for where others are on their DevOps journey and offer some ideas for yours.

    Meanwhile, keep kicking it. We’re in the midst of COVID-19, and I hear you, some of you are simply buried in organizations that weren’t prepared, others are suddenly looking for work because your previous employer is suddenly not a viable business. Here’s hoping it gets better for each of you, while the rest of us struggle on.

    — Don Macvittie

  • Upskilling: The Enterprise DevOps Skills Survey and Report

    Upskilling: The Enterprise DevOps Skills Survey and Report

    There has been a lot of recent reference to “T-shaped” IT professionals—individuals whose core competence (the stem) is supplemented by a broad range of other knowledge including soft skills (top of the T). T-shaped talent is in such high demand with a limited supply that recruitment efforts have become very competitive for those with upskilled and cross-skilled transformational know-how.

    Unfortunately, the migration from a deeply skilled specialist to a T-shaped practitioner is leaving many confused about what skills they should be acquiring and hiring and when. That’s why DevOps Institute (DOI) recently launched the 2019 “Upskilling: Enterprise DevOps Skills Report” community survey to help individuals and enterprises better understand the current and future state of DevOps skilling across the global IT community. Using data science coupled with hiring manager interviews, DOI’s goal in fielding the report is to provide tangible insight into why and where IT practitioners, managers, leaders and business stakeholders should focus their efforts in growing personal and organizational skills portfolios.

    Eveline Oehrlich, a former vice president and research analyst at Forrester, is bringing her data science expertise as the lead analyst for the report. Founding Platinum sponsor Electric Cloud and founding Gold sponsor Cloudbees are also sponsoring this important project. The “Upskilling: Enterprise DevOps Skills Report” will be a year over year project, and the results will be published in Q1 2019.

    The global survey will remain open until Dec. 7 and can be accessed through the following link: https://www.research.net/r/K9WD2XC

    We encourage everyone in the DevOps community to complete the survey so that the data samples truly reflect the global state of DevOps skills.  Any organization that has at least 20 people complete the survey will get a personal snapshot of the data results. All respondents who complete the survey will be entered into a drawing for four $100 Amazon gift cards.

    — Jayne Groll