In case there was any confusion: I do not, do not speak for my employer or anyone else. So there.
Received: by jumbo.dec.com (5.54.3/4.7.34) id AA09105; Thu, 28 May 87 12:23:29 PDT
Date: Thu, 28 May 87 12:23:29 PDT
From: lamport (Leslie Lamport)
There has been considerable debate over the years about what
constitutes a distributed system. It would appear that the following
definition has been adopted at SRC:
A distributed system is one in which the failure of a computer you didn’t even know existed can render your own computer unusable.
“ Use of multiple methods (Agile, Lean, Six Sigma) in a single system at the same time is appropriate. Hint: you can co-ordinate a mass of different components using different methods (agile, six sigma and lean) through a scheduling system such as a Kanban board. „
“ The premier venture capital firms know the best investments have high technical risk and low market risk. Market risk causes companies to fail. In other words, you want companies that are highly likely to succeed if they can really deliver what they say they will. Unfortunately, consumer Internet companies don’t follow that pattern. They usually have low technical risk and high market risk. There is very little chance they can’t deliver their product. The big issue is whether the startup’s product is of value to a large enough audience. „
“ Adrian: Going back to the speed of development: like I said, there isn’t any executive that wants his company to be slower at product development. So if you look at how you really speed things up you have to take the hand-offs out of the process. So every time you get a team giving something to another team – Development to QA to Ops to whatever – every one of those is a synchronization point that slows everything down. If you can avoid that then you’ve saved yourself a lot. So speed matters. Taking those steps out for big companies means you re-org really, because that’s what DevOps is about. If adopting DevOps doesn’t involve a re-org, then you’re not doing it right. So that’s why it’s one of the reasons it’s hard to adopt. But, once you get your head around it, you realize what you’re doing is streamlining things and you have to smash the groups together so that developers do their own operations, and Operations people and Development and QA… You get rid of the artificial barriers, and in operations you get rid of the stove-piped fiefdoms of the storage guys and network guys and the database guys and sysadmins. So you have to kind of mash this stuff back together again to make it efficient, and that’s to make the speed of delivery efficient. They got siloed for optimizing for cost rather than for speed. So this is kind of a cost-versus-speed thing. And the pendulum is swinging back away from cost to speed. Because the cost of infrastructure is so low that now the time it takes to develop something is the biggest problem, so you’ve got to speed things up. So that is causing people to think about things in different ways, and different products are appearing, and the scale that people are dealing with things, and the “software eating the world” kind of ideas where every company now has to be a software company. You can’t not be a software company because every product somewhere has software in it. And everything you do, if it’s marketing or sales, you’re doing real-time bidding for ads. „
“ Lowering the price expands the addressable market, as well. The cheaper it is to do it in the cloud, the more difficult it is to make a business case to do an on-premises solution, especially a private cloud. Many of Gartner’s clients tell us that even if they have a financially viable case to build a private cloud right now, their costs will be essentially static over the amortization period of 3 to 5 years — versus their expectation that the major IaaS providers will drop prices 30% every year. Time-to-value for private cloud is generally 18 to 24 months, and it typically delivers a much more limited set of features, especially where developer enablement is concerned. It’s tough for internal IT to compete, especially when the major IT vendors aren’t delivering software that allows IT to create equivalent capabilities at the speed of an AWS, Microsoft, or Google. „
“ Working with sketches on paper is powerful because it allows you to go fast. It is probably the only medium where you can record ideas as fast as they happen. It allows you to present yourself with visual options instead of just things in your head, and then to make better informed design decisions. Often putting two options on paper, even in the most rough form, will make it obvious which one is better. „
“ The idea of it being that the qualities (or maybe the qualia) of the programming language Lisp—its simplicity and its approach to processing lists of things in the memory of a computer—are so fundamental that they are emergent. If you write a big program, you’ll reinvent Lisp. If you write a big program, it will read email. If you are a programmer, you will find yourself drawn to to-do lists. And then you will talk about these things, because they are the touchstones of our shared culture of technology, with attendant rituals. Nothing says “I reject everyone else’s way of seeing the world in favor of my own” more clearly than declaring email bankruptcy; it’s the digital equivalent of baptism into a new faith. „
Yesterday I read a tweet that said something about “engaging with brands”. That statement struck me as odd. I hypothesized that a brand isn’t something you can do anything to or with; nor can it do anything to or with you. Instead, I thought, a brand…