just wrote a 3k word article on why this (really good, i mean really exceptionally awesome) serverless parody of Hamilton has a chorus that i hate a lot.
"i'm gonna reduce your ops..
yeah i'm gonna reduce your ops"
yo, **ops is not a synonym for toil**.
operational engineering is the constellation of all your organizational skills, habits, best practices, defaults, tools, and aspirations around delivering software to users swiftly, efficiently and humanely.
"less ops" isn't necessarily better ops, any more than fewer lines of code necessarily means better software.
in either case, you need ... as much engineering as it takes to do the job well, and not a whit more. why is this hard?
oh oops lol here is the url -- medium.com/@jeremydaly/la…?
it's very well done; seriously, kudos.
i have mad respect for the serverless folks. but they seem to persistently misunderstand the reason for their own success, which is weird and frustrating.
the value of serverless isn't found in "less ops". the value of serverless is unlocked by **clear and powerful abstractions** that let you delegate large portions of your infrastructure to be run and managed by other people who can do it better (and more cheaply) than you can
to be clear, there's just as much ops going on as before. possibly more.
just _not by you_.
this isn't a reason to shit on ops and call for #NoOps bullshit, it's a reason to reevaluate your lingering wobbles around outsourcing higher-level services and abstractions.
because yes, operations is a cost center. if your mission doesn't involve solving infrastructure category problems, operational costs are a thing to be managed for efficiency.
doing this well is extremely difficult and takes a lot of experience and expertise.
what's the difference between automatically shipping 10x/day, rarely getting paged, and swiftly restoring service when you do,
vs shipping 1x/week (by hand, consuming days of engineering-time), getting paged 20x/day, and always escalating to the same person in a panic?
(ops)
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