Charity Majors Profile picture
Aug 13, 2019 9 tweets 2 min read Read on X
A good question! Monitoring checks and unit tests perform exactly the same function: they regularly and automatedly check that the code or system is operating within "normal" bounds.

A laundry list of known unknowns, in other words.
So do we still need all these tests and checks, in a post-o11y world? The answer is yes...and no.

Yes, you still want to write tests and monitoring checks: to catch regressions, to catch or rule out all the dumb problems before you waste your precious curiosity on them.
But here's where tests and monitoring diverge. Tests don't (usually) wake you up when they fail, whereas the whole raison d'etre of monitoring is alerts, those every-alert-must-be-actionable fucking alerts.

So there's a cost to be borne. Is it worth it? 🤔
Here is where I would argue that in the absence of o11y tooling, team have been horribly overloading their usage of monitoring tools and alerts.

Instead of just a few top level service and e2e alerts that clearly reflect user pain, many shops have accumulated decades of
sedimentary layers of warnings and alerts and monitoring notifications. Not just to alert a human to investigate, but to *try to debug for them.*

They don't have tools to follow the bread crumbs. So they set off fireworks and town criers shouting clues on every affected block.
In a densely interconnected system, it's nearly impossible to issue a single, clean alert that is also correct about the root cause. (First of all, there is rarely "a root cause").

Instead what you get is a few hundred things squalling about getting slower --
none of which are the cause. However, your experienced sysadmin will roll over in bed, groan, skim a handful of the alerts at random; pronounce "redis again" and go back to sleep.

These squalling alerts -- that tell you details about the things you shouldn't have to care about,
but you leave them up because it's the only heuristic you have for diagnosing complex system states -- these monitoring checks can and should die off once you have observability.

With extreme prejudice. They burn you out, make you reactive, and they make you a worse engineer.
Use o11y for what it's great at -- swiftly understanding and diagnosing complex systems, from the perspective of your users.

Use monitoring for what it's great at -- errors, latency, req/sec, and e2e checks.

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More from @mipsytipsy

Apr 28
In 2023 we saw several rounds of quality conversation around engineering productivity, thanks to McKinsey, @GergelyOrosz and @KentBeck and others.

It moved the industry forwards. 🙌 But it also felt fairly inside baseball to me. Deeply technical, lots of metrics.
It felt, to me, like those participating were stepping very cautiously around a few of the third rails Jaana just tripped over. (💜)

"Work-life balance"
"Working hard vs working smart"
"Meritocracy"

The intersection of company tech cultures and expectations and performance.
These are hard, complicated topics, and there are some very good reasons for speaking carefully. People can pick up a sentence and run in the wrong direction with it, and do a lot of damage.

I have abandoned god only knows how many drafts on this topic, for that reason.
Read 26 tweets
Apr 22
The question is, how can you interview and screen for engineers who care about the business and want to help build it, engineers who respect sales, marketing and other functions as their peers and equals?

It's a great question!! I have ideas, but would love to hear from others.
I said "question", but there are actually two: 1) how to hire engineers who are motivated by solving business problems and 2) aren't engineering supremacists.

They are not *unrelated*, but they are different things.charity.wtf/2022/01/20/how…
Some things you can ask to tease out these attitudes are,

* when was the last time you paired with someone outside engineering? Outside R&D?

* what did you learn? How did it change your perspective or the way you do your job, or did it?
Read 12 tweets
Apr 11
Say you want to modernize your org and introduce progressive deploys, feature flags, switch o11y vendors, etc. You could:

* roll each change out, one at a time
* change all at once, Big Bang style, migrating one service at a time

Has the Big Bang style EVER worked? For anyone?
I can think of lots of examples of engineering orgs who *tried* the Big Bang style, but got wedged halfway through, or 20% of the way through.

I can think of lots of examples of orgs who are successfully bringing up *new* services on a new stack.
I can't think of any examples of folks who have successfully migrated *off* an old stack, tool chain, and workflow.

Surely they exist. How did they do it, and what do they credit their success to? I would love to hear from y'all!
Read 12 tweets
Mar 22
Ooooohhh boy, this is a terrific question. I have written two closely related pieces,

* for engineers interviewing at a new company, on how to sniff out bad management culture:

* how to tell if the co is rotten on the inside: charity.wtf/2021/02/19/que…
charity.wtf/2022/01/29/how…
But both of those were written from the perspective of the engineer/interviewee, not the interviewer. The dynamic is different, for sure. 🤔

I would probably start by asking them why they became a manager, why they enjoy the job (if they do). (Softballs)
* what was the most demoralizing week of your management career to date, and why? What would it take for you to give up management entirely?

* I would probe their familiarity with our tech stack, and ask what they do to stay sharp and up to date technically.
Read 7 tweets
Feb 14
Pro tip: any time you see someone confidently opining on what all good CTOs know or do, it is ✨bullshit✨

There is no stock template for CTO, or default set of expectations or responsibilities. It stands alone among the C-levels in that good ones are all over the freaking map.
This may not hold true for publicly traded companies. But in my experience, a good CTO can be:

* over all of R&D
* over engineering, like a VP eng
* like a principal eng or architect
* team lead for special projects
* a great senior programmer

(continued... 👉)
A CTO can also be:

* a great communicator and popularizer
* on the road as a devrel
* a field CTO, whose authority opens doors to big customers
* a product visionary who sweats the details
* more of a cofounder than technical contributor, sharing "company-running" duties w/CEO
Read 12 tweets
Jan 22
Yeah, this is a fair caveat. If you're already a decent senior engineer and manager, it's kind of possible to split your attention between managing a small team and writing code.

But you aren't going to improve at either skill set. Those cycles get devoured by context switching.
Tech lead managers ("TLMs") are a mistake we make over and over in this industry. I've written about this a bit, but the definitive post was written by @Lethain.



Instead of being the best of both worlds, TLMs are poorly equipped to do either.lethain.com/tech-lead-mana…
(I will now brace for complaints. 🙃)

This is one of those topics that people really get worked up about. There are roughly two groups:

1) TLMs, or EMs whose identity is tied up in also being TL

2) Engineers who only respect their EM to the extent that they write great code
Read 7 tweets

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