Operations is More Than Just Systems Administration
Operations is not a mere synonym for sysadmin. Learn about service management, strategy, and more to see what ops really entails.
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I think one of the patterns of the last few years has been the democratization of systems administration, especially for web applications. Whether that's Heroku or Docker, or Chef or Puppet, more and more traditional developers are doing work that would have been somebody else's problem only a few years ago. But running in parallel to that thread is another less positive trend, that of conflating operations with just systems administation. The story seems to go that now we know Ansible (or some other tool) we just need developers to run the show.
In this post I'm going to try and introduce some of the other operational disciplines, especially for developers who maybe have come to operations via the above resurgence in infrastructure tooling over the past few years.
Note that this post has a slight bias towards more normalorganisations. That is to say if you're in a 5 person software startup you probably don't have operational problems to worry too much about yet. I'm also not playing down the practice of systems administration, most experienced sysadmins I know are also quite rounded operations pros as well.
If you've worked in operations, or in many large organisations you'll have come across the term Service Management. This tends to be linked to various service management frameworks; like ITIL or MOF (Microsoft Operations Framework). The framework will describe, often in great detail, activities and processes for things like incident response, configuration management, change management, capacity planning and more.
While I was at The Government I wrote what I think is a reasonable introduction to Service Management albeit from a specific point-of-view. This was based on my experience of trying, and likely sometimes failing, to encourage teams to think about how the products they we're working on would be run. Each of the topics touched on in the overview is worthy of it's own stack of books, but I will repeat the ITIL service list here as (whatever you might think of the framework or a specific implementation) I'd found it a useful starting point for conversations - in particular stressing the breadth of topics under service management.
- IT service management
- Service portfolio management
- Financial management for IT services
- Demand management
- Business relationship management
- Design coordination
- Service Catalogue management
- Service level management
- Availability management
- Capacity Management
- IT service continuity management
- Information security management system
- Supplier management
- Transition planning and support
- Change management
- Service asset and configuration management
- Release and deployment management
- Service validation and testing
- Change evaluation
- Knowledge management
- Event management
- Incident management
- Request fulfillment
- Problem management
- Identity management
- Continual Service Improvement
For each of the above points, whether you are using ITIL or not, it's useful to have a conversation. Some of these areas do provide ample opportunity for automation and for using tooling to minimise the effort required. But much of this is about designinghow you are going to operate a service throughout it's lifetime.
Operations User Stories
One of the other things I published while at The Government was a set of user stories for a web operations team. These grew out of work on launching GOV.UK and have had input from various past colleagues. In hindsight I'd probably do somethings here differently, the stories assume a certain context which isn't explicitly spelled out for instance. But they have a couple of things going for them in that they demonstrate how traditional operations activities can be planned out as part of a more developer-friendly planning approach, and also they are public and have been tested by more than a single team.
Not Everything is a Programming Problem
The main point I think is that not everything can be turned into a programming problem to solve. Automation has it's place, and many manual processes and practices can benefit from automation. But the wide range of activities involved in running a non-trivial and often non-ideal system in production tend to mean making trade-offs and prioritization decisions frequently. This is where softer skills like arguing for funding or additional head count, or building a business case for further work, come into play. Operations management is much more than systems administration.
This is little more than a plea for people to think more about operations, separate to the more technical aspects of systems administration. If you're interested in learning more however I would recommend some good reading material:
- Visible Ops Handbook - still an excellent and pragmatic introduction to many of the topics noted above.
- Designig Delivery - a bang up-to-date tome covering a range of service design topics.
- Basic Service Management - a 50 page starter book covering the fundamentals of service management as generally discussed in more detail elsewhere. A great starting point.
Published at DZone with permission of Gareth Rushgrove, DZone MVB. See the original article here.
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