At the "day job" I use a Windows laptop. It was essential for a project I might have started, but didn't. So now I'm stuck with it until the budgetary gods deem that it's been paid for and I can request something more useful. Mostly, however, Windows is fine. It doesn't behave too badly and most of the awful "features" are concealed by Python's libraries.
This is context for a strange interaction today. It seems to exemplify DevOps and the cruddy laptop problem.
The goofy Microsoft Office Communicator – the one that's so often used instead of a good chat program like Slack or HipChat – pinged. The message went something like this.
"I sent you an email just now. Can you read it and reply?"
I was stunned. Too stunned to save the text. This is either someone being aggressive almost to a point that hints at rudeness, or someone vague on how email works. Let's assume the second option. I can only reply, "I agree with you, that is how email works."
The email was a kind of vague question about server provisioning. It was something along the lines of:
"Do we provision our own server with Ansible or Chef? Or is there a team to provision servers for us? ..."
It went on to describe details of a fantasy world where someone would write Chef scripts for them. The rest of the email mostly ignored the first question entirely.
The Real Question
If you're familiar with DevOps as a concept, then server provisioning is -- like most problems -- something that the developers need to solve. Technical Support folks may provide tools (Ansible, for example) to help build the server, but there aren't a room full of support people waiting for your story ("make me a server") to appear on their Kanban board.
Indeed, there was never the kind of support implied in the email, even in non-DevOps organizations. In a "traditional" Dev vs. Ops organization, the folks that built servers were (a) overbooked, (b) uninterested in the details of our particular problem, or (c) only grudgingly let us use an existing server that doesn't quite fit our requirements. They rarely built servers for us.
Reason A, of course, is business as usual. Unless we're the Hippo (Highest Paid Person in the Organization,) there's always some other project that's somehow more important than whatever foolishness we're engaged in. How many times have we been told that "The STARS Project is tying up all our resources. It will be 90 days before..."? Gotcha. The bad part about this situation is when the person paying the bills says to me "You need to make them respond." How -- precisely -- do you propose that I change the internal reward system of the ops people?
We could label this as a passive-aggressive approach. They're waiting for us establish a schedule so that they can shoot it down. Or maybe that's reading way too much into the situation. Maybe they're really just overbooked.
Regarding reason B. Years ago, I had a hilarious interaction where we sent a stream of emails explaining our server requirements. The emails were not exactly ignored, but when we asked about the status of our servers, the person responsible for the team brought a yellow pad and wrote down the requirements. I read the email to them. Without a trace of embarrassment, they wrote down what I was reading from an email. (It was long enough ago that we didn't have laptops, and I had a hard-copy of the email. They refused the hard-copy. I had to read it. Really.)
Were they clueless about how email works? Or was this a kind of passive-aggressive approach to architecture where our input was discounted to zero because it didn't count until they wrote it on their yellow pad? The behavior was bizarre.
Something similar happened with another organization. We made server recommendations. They didn't like the server recommendations. Not because the recommendations seemed wrong, but because we didn't have a formal sciency-seeming methodology for fantasizing about servers that were required to support the fantasy software which hadn't been written yet. They felt it necessary to complain. And when we talked with hardware vendors, they felt it necessary to customize the cheap commodity servers.
It got weirder. They were convinced that a server farm needed to be designed from the bottom up. I endured a lecture on how a properly sciency-seeming methodology started by deciding on L1 and L2 cache sizing, bus timing, and worked through memory allocation and then I slowly grew to see that they had no clue what they were talking about when buying commodity servers by the rack-full for software that doesn't exist yet.
We all know about reason C. The reason for DevOps is to avoid being stuffed into a kind of random server where there are upgrades that we all have to agree on. Or -- worse -- a server that can't be upgraded because no one will agree. A single app team vetos all changes.
"We can't install Anaconda 3 because we know that Python 3 is incompatible with Python 2"...
I stopped understanding at that point. It seemed like the rest of the answer amounted to "having the second Anaconda on a separate path could lead to problems. It can't be proven that no problems will arise, so we'll assume that -- somehow -- PATH settings will get altered randomly and a Python 2 job will crash because it accidentally had the wrong PATH and accidentally ran with Python 3."
It was impossible to explain that this is a non-problem. Their response was "But we can't be sure." That's the last resort of someone who refuses to change. And it's the final answer. Even if you do a proof-of-concept, they'll find reasons to doubt the POC's results because they can't be sure the POC mirrors production.
The Real Answer
The answer to the original ping and the email was "You're going to do this yourself." I included links to four or five corporate missives on Chef, Ansible, DevOps, and how to fill in the form for a cloud server.
I have my doubts – though – that this would be seen as helpful.
They may not be happy because they don't get to use Communicator and Email and someone else's Kanban board to get this done. They don't get to ask someone else what they're doing and why they're not getting it done on time. They don't get to second-guess their technical decisions. They actually have to do it. And that may not work out well.
The truly passive-aggressive don't seem to do things by themselves. It appears to me that they spend a lot of time looking for reasons to stall. Either they need to get more information or get organized or they need to have some kind more official "permission" to proceed. Lacking any further information, I chalk it up to them only feeling successful when they've found the flaws in what someone else did.
It's challenging sometimes to make it clear that a rambling email asking for someone else to help is going nowhere. A Communicator ping followed by an email isn't actually getting anything done. It's essentially stalling, waiting for more information, getting organized, or waiting for permission. Overcommunication can become a stalling tactic or maybe a way to avoid responsibility.
I'm stuck with a cruddy laptop because the budget gods have laid down some laws that don't make a lick of technical sense. I think that the short-sighted "use it until it physically wears out" might be more costly than "find the right tool, we'll recycle the old one appropriately." In the same way, the shared server world view is clearly costly. We shouldn't share a server "because it's there."
The move to DevOps allows us to build a server rather than discuss building a server.
I want a DevOps parallel for my developer workstation. I don't want permission or authorization. I don't want to overcommunicate with the budget gods. I want a workstation unencumbered by permission-seeking.