Podcasts about chris yeah

  • 50PODCASTS
  • 173EPISODES
  • 34mAVG DURATION
  • 1WEEKLY EPISODE
  • Sep 19, 2022LATEST

POPULARITY

20152016201720182019202020212022


Best podcasts about chris yeah

Latest podcast episodes about chris yeah

Law Firm Marketing Catalyst
Episode 105: How Your Firm's Address Affects Your Online Rankings with Chris Dreyer CEO and Founder of Rankings.io

Law Firm Marketing Catalyst

Play Episode Listen Later Sep 19, 2022 41:40


What you'll learn in this episode: How your location affects SEO, and why firms in major metros need to market differently than rural or suburban firms How traditional advertising and brand building can complement SEO What end-to-end SEO is, and why Chris' company does nothing but SEO How long you can expect to work with an SEO firm before seeing results Why it's better to not do SEO at all than do it halfheartedly About Chris Dreyer Chris Dreyer is the CEO and Founder of Rankings.io, an SEO agency that helps elite personal injury law firms land serious injury and auto accident cases through Google's organic search results. His company has the distinction of making the Inc. 5000 list four years in a row. Chris's journey in legal marketing has been a saga, to say the least. A world-ranked collectible card game player in his youth, Chris began his “grown up” career with a History Education degree and landed a job out of college as a detention room supervisor. The surplus of free time in that job allowed him to develop a side hustle in affiliate marketing, where (at his apex) he managed over 100 affiliate sites simultaneously, allowing him to turn his side gig into a full-time one. When his time in affiliate marketing came to an end, he segued into SEO for attorneys, while also having time to become a top-ranked online poker player. Today, Chris is the CEO and founder of Rankings.io, an SEO agency specializing in elite personal injury law firms and 4x consecutive member of the Inc. 5000. In addition to owning and operating Rankings, Chris is a real estate investor and podcast host, as well as a member of the Forbes Agency Council, the Rolling Stone Culture Council, Business Journals Leadership Trust, Fast Company Executive Board, and Newsweek Expert Forum. Chris's first book, Niching Up: The Narrower the Market, the Bigger the Prize, is slated for release in late 2022. Additional Resources Chris Dreyer LinkedIn Rankings.io Twitter Rankings.io Facebook Rankings.io Instagram Transcript: SEO is a complicated beast. If you want to conquer it, you have to go in ready to swing, according to Chris Dreyer. As CEO of Rankings.io, Chris specializes in working with personal injury lawyers and law firms to get them on the first page of Google in competitive markets. He joined the Law Firm Marketing Catalyst Podcast to talk about how the “proximity factor” affects Google rankings; why your content is the first area to target if you want to improve your rankings; and how SEO, digital marketing and traditional advertising all work together to build your brand. Read the episode transcript here. Sharon: Welcome to The Law Firm Marketing Catalyst Podcast. Today, my guest is Chris Dreyer, CEO of Rankings.io. His firm specializes in working with elite personal injury firms, helping them to generate auto accident and other cases involving serious personal injury. He does this through Google's organic keyword search rankings which, to me, is quite a challenge. This is a very competitive market, and it's one that requires a very healthy budget if you're going to be successful. Today, Chris is going to tell us about his journey and some of what he's learned along the way. Chris, welcome to the program. Chris: Sharon, thanks so much for having me. Sharon: Great to have you. Tell us about your career path. You weren't five years old saying this is what you wanted to do. Chris: I've always been an entrepreneur. I saw my uncle. My uncle's a very successful business CEO for many organizations. He's had a really interesting career path. I told my parents before I went to college that no matter what I got a degree in, I was going to start and own my business at one point, and they were on the same page. I ended up getting a history education degree. I was a teacher, and I was working in a detention room when I typed in “how to make money online,” probably the worst query you could possibly type in. But I found a basic course that taught me the fundamentals of digital marketing and I pursued that. By the end of my second year teaching, I was making about four times the amount from that than I got from teaching. So, I went all in and did some affiliate marketing. I had some ups and downs with that. Then I went and worked for another agency and rose to their lead consultant. Then I had an epiphany and thought, “I think I can do this myself. I think I can do it better,” and that's what I did. That's when I started. At the time, it was attorney rankings. Sharon: Wow! Had you played around with attorney rankings before, when you were a teacher and just typing away? Chris: When I worked for this digital agency that's no longer in business, they were a generalist agency, but they worked with many law firms and attorneys. I was their lead account manager. I just enjoyed working with them. I enjoyed the competition and the satisfaction I would get from ranking a site in a more competitive vertical. That's how I chose legal. I wanted to look for something that had a longstanding business. I didn't want to jump into something fast or tech-related that could be changing all the time; I wanted something with a little bit more longevity. Sharon: Did you ever want to be a lawyer yourself? Chris: I ask that to myself all the time. I think about it now, mainly because of all the relationships I have, how easy it could be for a referral practice. We have our own agency and I know how to generate leads now. So, I ask myself that a lot. That's a 2½ to 3-year commitment. You never know; I may end up getting my degree. Sharon: There are a lot of history majors who went into law and then probably decided they wanted to do something else, so that's a great combination you have. It's Rankings.io. What's the .io? Chris: There are these new top-level domain extensions. There are .org, .net, .com. Now you see stuff like .lawyer or .red. There are all kinds of different categories of those domains. Tech companies frequently use .io, standing for “input” and “output.”  How I look at it, or how I make the justification for it, is that if you invest in us, you get cases—input/output. Sharon: Can you make up your own top level or is there a list somewhere? Chris: There's a big list. GoDaddy and NameSheet.com have many of them. In legal specifically, there's .law, there's . attorney, there's .lawyer, I believe even .legal. Most industries have their own top-level domain extension now. Sharon: I've seen .io, but I never knew what it stood for. You don't see it that often. I happened to be Googling somebody in Ireland the other day. Most of the places were using .com, but this was using .ie, and I thought, “What is .ie?” but it turns out it was Ireland. Tell us a little about your business. What kinds of clients do you have? Is there seasonality? Chris: We help personal injury attorneys. We primarily work with personal injury law firms that are midsize to large. Typically not solo practitioners and new firms, but more established firms trying to break into major markets in metropolitan areas, your Chicagos, your Philadelphias, your bigger cities that have a lot of competition. We've been around since 2013. We don't work with a high volume of clients because our investments are higher, because to rank in these big cities takes a lot of quantitative actions, a lot of production. We currently work with around 45 to 50 firms, and that's what we do. We do search engine optimization for personal injury law firms. Sharon: Search engine optimization for personal injury law firms. To me, that seems like a lot. It's great. Are these typically smaller firms that are in—I don't know—Podunk, Iowa, and they say, “I want to go to the big city”? Is that what happens? Chris: Typically, it's one of two things. It's either a TV, radio, traditional advertiser that wants to focus more on digital that has a larger investment. They have more capital to invest. Or, it's someone that wants to get creative and focus on digital to try to take market share away from the big TV advertisers. Most of the time it's individuals in big cities because there are tons of personal injury attorneys. Right now, I'm in Marion, Illinois. There's a handful of attorneys. Most of them aren't focused on marketing. Just by the nature of having a practice, they typically show up in the Map Pack. That's not the case in Chicago. You actually have to aggressively market to show up on the first page of Google. Sharon: If somebody's already spending a lot of money on TV or radio or billboards in Chicago, are your clients people who have turned around and said, “I can do better if I put this money all into digital and rankings.” Does that happen? Chris: I personally am not an “or.” I'm an “and.” You did TV? Well, let's also do SEO. Let's also do pay-per-click. I like the omnichannel approach. I think there are two types of marketing. There is lead generation and direct response. That's your pay-per-click, your SEO, things like that. Then there's demand generation and brand building. The thing about demand generation and brand building is they actually complement direct response, and you can get lower cost per acquisition. To give you an example, if you're a big TV advertiser and have an established brand, and someone types something into Google, you may capture that click because they recognize your company as opposed to someone that isn't as known. I think they all work together. Of course, we're always playing the attention arbitrage game. We want to go to the locations where our money can carry the most weight to get us the most attention. For example, right now, individuals are going to TikTok and Instagram Reels and YouTube Shorts because there isn't the same amount of competition there. That's where a lot of tension and competition are occurring. It's a constant game, and it's something to be apprised of and aware of what's going on. Sharon: Is that something you also do in terms of rankings? Do you do TikTok or Instagram or anything like that, or Google My Business? Is it all of those? Chris: We use that ourselves to market our business because we're omnichannel, but for our clients, we focus solely on design and SEO. That's simply because we have intense focus and expertise in those areas. We want to be the best in the world and really dialed in to all the fundamental changes that occur. But knowing that limitation, knowing that there is more effort and sacrifice if someone wants to come to us because we don't do everything, we like to be aware of who is providing services in those other areas. Who's the best at pay-per-click, who's the best at social media. We try to make it as easy as possible to get our clients help in those areas too. Sharon: How do you keep up with everything? There are so many different things. Chris: Obsession. I think of it as a game. I always tell people that running a digital agency is like a game that pays me. I truly believe that, because I enjoy what I do. I don't love the quote that if you love what you do, you never work a day in your life. I don't believe that's completely true, but I don't have the same stressors and I enjoy what I do. So, that's an obsession. Sharon: So that's dinner-table talk. Chris: Oh, yeah. Sharon: What keeps you attracted to attorneys? A lot of people say, “O.K., I've had it.” What keeps you attracted? Chris: I think they're providing a good service to the common individual and fighting against big insurance companies. Generally, they get a bad rap, particularly personal injury attorneys. They're referred to as ambulance chasers. Sometimes individuals get creative, and they refer to me and our agency as an ambulance-chaser chaser. But in general, they're the plaintiffs; they're trying to help individuals that have been injured. I think where they get a bad rap is sometimes people are banging down their doors and soliciting them right after they're injured or in the hospital bed. Other times, you'll see these big billboards where it's like, “How could you possibly put that up on a billboard?” There's a complete lack of EQ or empathy. It's like, “Congratulations. You just lost a leg. Contact us,” or “Congratulations. Someone's seriously hurt.” It's just the wrong messaging. That's where they get a bad rap, but the overwhelming majority are truly trying to provide value and help these injured victims. Sharon: Do you ever work with defense firms or law firms that aren't personal injury? Chris: That's a good question. Our focus and expertise is personal injury, and what I tell other businesses and my peers is that it gives us optionality. If I think we can help a law firm and we can serve them and continue to provide extreme value, we will selectively take those opportunities. Right now we have about 45 clients, and I think three of them aren't personal injury law firms. It just happened to be the perfect prospect for us. They were in competitive markets. They had these clearly defined goals and brands, and we wanted to help them. Sharon: How about other legal services, like—I forget; I think it's Legal Voice or something like that. If it's a graphics firm that does graphics for trials, do you work with that kind of firm? Chris: We've worked with some. I can't think of any specifically. I would say our business is more focused on the front end, the marketing and awareness side, and less on the sales intake or operations side. Operations would be your trials and customer service and things like that. At this point in time, we're focused solely on lead generation, and that's an issue upon itself. Our job is to overwhelm the sales department. Intake is a whole different ballgame. Sometimes intake has to be addressed, but it's not us. We have referrals that we give for that. Sharon: Do you work with only lawyers, or do you work with marketing directors at these firms? Who are you typically working with? Chris: Most of the time it's the lead attorney. There are some firms that have a CMO or a marketing manager, but I would say that's the minority. When they get a CMO, typically it's at your higher eight-figure or nine-figure firms, and they will start to bring these services in-house. So, most of the time it's still the lead attorney. Sharon: You used a term I hadn't heard before, end-to-end SEO. What does that mean? Chris: It's a great question. A lot of digital agencies that are full-service, they'll offer design and social and PPC. They have a very narrow span of control, meaning you get assigned a SEO specialist, and that SEO specialist is supposed to be able to write content, optimize your site, do your local SEO, do your link building. Look, I don't believe in unicorns. I don't think people have the skillset to do all of those. So, when I say end-to-end, we have a dedicated content department with writers; we have a dedicated, on-site SEO and technical department to optimize your site; we have a dedicated local department that only works with local maps and helps you on the Map Pack; we have a dedicated link-building department. It's the full spectrum of SEO as opposed to getting these generalists, where maybe they're good at one thing and not good at the other things. Sharon: Do you think your market understands the term end-to-end SEO? Chris: Probably not. I probably should work on the copyrighting a little bit, but I do like to make that distinction. Even though we're specialists and do only SEO, you can take it a step farther. If you look at how we staff, everybody's a SEO specialist, as opposed to it being an add-on or backend service. Sharon: The Map Pack, is that where you have the top three local firms on a map near you, when you search “Starbucks near me” or “Personal injury firm near me”? I say Starbucks because we did that last weekend. I know things are always changing, but if it's a one- or two-person personal injury firm and they don't have the budget you're talking about, can they do anything themselves? What do you recommend? Chris: That's a good question. If you don't have a budget, try to scrape your budget together and get a website made the easiest way you can, whether it's a WordPress site or a template. That's your main conversion point. Try to get your practice area pages and your sales pages created as an outlet for conversions. If you don't have a big budget and you're in a metropolitan area, I would encourage you to look at other opportunities to generate business, potentially on-the-ground, grassroots business development practices where you're making relationships with other attorneys. That can carry a lot of weight and get you started. SEO is a zero-sum game. Either you rank in the top positions or you don't, and if you don't, you're not going to get the clicks. If you're on the second page of Google, you might as well be on the 90th page. No one goes to page two. So, if you're going to do SEO, you can't just dip your toe into it. You've got to go in ready to swing and ready to do the quantitative actions to get results. Otherwise, you might as well not do it at all. You might as well choose a different channel. Sharon: That's interesting. So, if you Google your firm and find you're on the second page, should you just give it up and say, “O.K., I'm not going to do anything in this area”? Chris: If you're working with an SEO agency and you're on the second page of Google, I would tell you to—well, first of all, depending upon the length of time you've been with them, if you've given them sufficient time, then I would say you probably need a different SEO agency. If you are on the second page of Google and you're not doing SEO, that's O.K. You could still rank for your brand, your firm name, particularly some of the attorney names, the name of their company. There are probably not going to be many of those. You're probably going to rank for that. I would find a different way to generate leads. It may even mean working for someone else to generate revenue before you go in and start your own practice. Sharon: So, being a lawyer in a law firm first and getting your feet wet that way. You mentioned something about the length of time. How long should you give a firm before you say, “O.K., thanks”? Chris: I'm going to give the lawyer answer here. It depends. If you've been doing SEO for a long time and you have a tremendous amount of links and content, it could be a technical SEO coding issue, maybe a site architecture issue. Maybe you need as little as 90 days to truly make a huge impact. We just took on a client in Florida that had a tremendous amount of links, a tremendous amount of content. We literally just unclogged the sink, so to speak, and they're skyrocketing in a short amount of time. If you're in a major market and you just got your website built and you don't have links, it's going to take some time. All of these SEO specialists will say it takes six months. That's completely untrue. It's based upon the gap. What are you benchmarking against? What does the data show? It could be nine months; it could be 14 months based upon the quantitative actions you're taking. If you don't take the correct quantitative actions, you could be treading water, too. So, it really depends. You can see results quickly. It just depends on where you're at in your state for your firm. Sharon: Since you work with attorneys, I'm sure more than once you've heard, “Chris, I've waited three months. What's going on? How long do I have to wait? We're pouring money into this.” What's your response? Chris: That's a great question. We try to set those expectations on the front end before we even sign them as a client, but occasionally those situations will slip through. Maybe we didn't have those conversations enough or they weren't clear enough. We have a series in our onboarding called “Teach Our Clients Not to Be Crazy.” I'm being really transparent here. Clients become crazy when expectations were not set. If they're set in the front end when we sign them and it's part of our onboarding processes, we say, “This is how long it's going to take to get results.” We're not three months down the road getting that, because we already told them on the front end this is how long it will take. The same for your operation processes like content or reporting. You report our meeting cadences, your communication preferences, all these things. We do that in our “Teach Our Clients Not to Be Crazy.” That's the biggest issue. Most individuals don't have those expectations set well enough on the front end. Sharon: So, you basically say, “It depends. I don't know. We'll have to see. We have to look at your website.” Do you start usually by looking at the site architecture? Do you change—I forget what you call it—the headings at the top of the page, things that are searchable? Chris: We have a very thorough diagnostic that uses a lot of data from different APIs, Ahrefs, and other tools that help us with benchmarking and setting these goals and KPIs. We look at three primary pillars. We'll look at their content to see if it's targeting keywords properly, if it's well-written, if they're missing content. We'll look at their architecture, like you said, to see if the information is easily accessible, if they can Google the website and the consumer can find the information they're looking for, if it loads quickly. Then we will look at their backlink profile to see if they have enough endorsements. If you're trying to win an election, you want to get as many votes as possible. If you're trying to win the first page of Google, you want to get as many high-quality links as possible. So, we'll take a look at that too. There are a lot of subcategories to those, but those are the big, top-level things we look at. Sharon: Of course, we're a PR firm and we do a lot of PR, a lot of article writing for the media. We've had SEO companies say, “I want to see the article before you post it. I want to pump it up, add words, delete words.” Do you do things like that, or is that more on the PR side? Chris: I'll be transparent. I don't love it because it hurts things from a throughput perspective and getting it to the end. It's a bottleneck. It delays things. We do heavy, up-front analysis of the content to try to identify voice and their style. We go through a style guide and try to identify their taglines. It's very cumbersome up front. Then we try to get their permission to not do the approval process. Not everyone will allow us to do that, but we like to say it delays us. If we're an SEO agency and we write 40 articles a month, and if the client takes a month to approve them, we don't have any content to market. So, we try to avoid that when we can. Sharon: Yeah, lawyers didn't go to law school for SEO; they went to be lawyers. Chris: And I think there's this perception where they think everybody in the world is going to see the content. We can publish the content then make edits post-production. I know that's a bit different from what you do, Sharon, with PR, but for us, we can control and make changes. You see something you don't like, we'll just change it. Sharon: How important is money? You emphasize that in your own marketing. There's always a debate with personal injury firms. Do people care about warm fuzzies, or do they care about your wins? What do you look at? Chris:   That's a deep question. I'm a big fan of Naval Ravikant, and he talks about— Sharon: I'm sorry, who? Chris: Naval Ravikant. He talks about people's motivations based upon status or wealth. Status is a zero-sum game; there's a winner and a loser. A lot of attorneys love trial because there's a winner and a loser. Sports is a zero-sum game. So, there's status orientation. Then there's wealth. Wealth is not a zero-sum game. Many individuals can be wealthy. So, it depends on their demeanor. I think some of them are more status-oriented and want to be the heavy-hitting trial attorneys and peacock and be the man, but then there are others that don't care. They'll let the other individuals shine and they're more wealth oriented. You see this a lot in society. Individuals will choose to go against common things, but they're doing it because it's a status play. It brings them status to be against the big billionaires or whoever. That's a whole different conversation we'll probably want to avoid, but that's the way I see it. Sharon: Do you basically stick with the marketing they have? If they call you in to do SEO and you look at their website and messaging, do you stick with that or do you recommend a change? Chris: We absolutely will make recommendations if we see an opportunity to help them. Ultimately, if they're signing more cases, it helps us; we have more opportunities to do different SEO for different locations, for retention, for security. Individuals that are living and dying by each lead are the ones that are emailing you every single day, “Where are my leads? Where are my leads?” We just try to do the best. If we think we have excellent rankings, and maybe they don't have the correct copywriting or positioning conversion points, we'll absolutely make recommendations for branding or anything that can help them. Sharon: Have you ever let a client go because they were too anxious or they wouldn't listen to you, or you thought, “This is not going to work”? Chris: Yeah, I wouldn't say very frequently, but absolutely. We've done it a couple of times this year under different circumstances. At the end of the day, your team has to feel welcome and hungry and motivated to work on your client. I want to have a culture where people enjoy their work. Sometimes we've had individuals that weren't respectful or the best from the culture perspective. Look, at the end of the day, it's not worth it. I know our employees really appreciate that we have their back when those situations occur. When you take care of your employees, they're going to take care of your clients. Sharon: Another question, one that's important to me. I'm not sure I understand it, but how can you work with a client in more than one market? Can you only work with one law firm that wants auto cases in Philadelphia? If client B comes and says, “I want auto cases in Philadelphia,” can you do that? What do you do? Chris: That's a great question that has been debated on and on in the SEO community. What I'll tell you is that radio and TV own the distribution rights. They already own the distribution. For SEO, it's determined based upon proximity. I'll give you an example, and then I'm going to circle this around. If you go on vacation to St. Louis and you type “best restaurants near me” in your phone, you're going to see restaurants nearest your proximity. You're not going to see them 10 miles away or 20 miles away. In some situations, if you have a big market, let's say Houston, you could, in theory, have multiple clients in Houston. You could have one downtown, one in the northeast, and there will not be a true conflict because of the proximity factor. Having said that, I personally have given up on trying to educate our clients on this because, at the end of the day, it's what they feel. So, we only take one per market now. In the past, I was very resistant to it because of the proximity. We've done our own data studies, but the SEO industry itself, it's perceived as a snake oil salesman. Any time I would try to educate about proximity, it's like they have earmuffs, and they're like, “Oh, another snake oil salesman.” So, I've basically given up. It's what they want; it's their perception, so we just take one per market. Sharon: Let me make sure I understand. Are you saying you think it could be done, but your client doesn't want that? Chris: Yes, that was what I was circling around to. Because the Map Pack, which is the best virtual real estate we talk about, after about one mile, your rankings start to deplete based upon your physical location. One of the biggest things I see attorneys do wrong is they'll have an office in Orlando or Houston, and they'll think about going to an entirely different city. They don't understand there's a big portion of their market that's not covered just because of the location where their office is. It may be better to actually open a second office in the same city than to go to an entirely new city based upon proximity. Sharon: Physical offices may not be the same today as it was a few years ago, but the law firms that advertise will advertise 20 different locations. What location do you use? The main location? Chris: First, I'll say all attorney listings are supposed to follow Google's guidelines. Google's guidelines state that the office has to have staff during your regularly stated hours. That's the big one that most don't do. It has to have signage. It has to be an actual brick-and-mortar with an office space. It can't be a shared office. You'll see a lot of fake satellite offices. Technically, they're violating Google's guidelines. So, when we say they should expand, we tell them to follow the book. Get a lease. Make sure it's staffed. Have proof of that. Have signage. Have business cards so if there's any question, here's the proof. That's the way to do it by the book. There are many firms that do not do it by the book, but again, we can educate them as to the best ways to do things. Then it's their choice on how they proceed. Sharon: I can see them saying, “That's nice, Chris. O.K., thanks.” There are people listening today who are going to get off the phone and go look at their website and say, “What am I doing right? What am I doing wrong?” What are the things they should look at right away, the top three things to evaluate whether this is going to work for SEO? Chris: I would say read your content first. Does the content answer consumer intent? Do you think it would answer your customer's pains? Is it well-written? Is it formatted well? Can they find the information they're looking for? That's where I would start. Looking at things like links, you need to use diagnostic tools. You need third-party assistance or someone that really understands that. So, I would pay close attention to your website, to your content. Read it and make sure everything's covered thoroughly. That's where I would start. Sharon: Can you set SEO and then leave it for a few months? If you get things up and running, can you just— Chris: In major metros, typically, you cannot. In most of the major metros, all SEO agencies are an in-house team that is constantly foot on the pedal, doing more content, more links, more Google reviews, or eventually you'll lose market share. In smaller markets, you may be able to create a big enough gap where you don't have to touch it as frequently. Maybe there are only a few firms. You can get a big runway ahead of them. But in most markets, it's a constant game. It's not set and forget it. Sharon: Do people ask you, “Should I add YouTube?” or “Should I link my YouTube? Should I link my podcast or blog?” I know you have a blog. Should those all be linked, and does that help? Chris: Yes and no. I'm trying not to get too confusing for the audience. In general, I would tell the audience to create a link if it can serve the consumer, if you're trying to transition or build brand awareness. I know you're aware of this, Sharon, because of what you do for PR. A lot of times, the links are not followed, and they won't contribute or pass equity. A lot of press release sites, a lot of media news sites, don't pass authority back to your site. Is it still a good reason to include a link? Yes, because you could transition a consumer to your website. It could still convert. Is it going to help SEO? Maybe. The traffic might help, but will the link pass authority? Maybe not. Should you link your social assets and directories and things like this? Absolutely. Are they going help improve your rankings? Maybe. Maybe they will; maybe they won't. Sharon: Is your team constantly Googling your clients? Is it constantly evaluating them? When you say diagnostics, what are you looking for? Are they doing Google Analytics? I don't know exactly what it is. Chris: Yeah, we do. We have several tools that track rankings. Rankings are one of those leading indicators. Just because you have great rankings doesn't mean it's going to generate cases. It's more predictive. So, we look at leading indicators. There's one we look at as an agency. I'm not aware of another agency that does. It's referred to as Ahrefs traffic value, and basically this number shows the amount of money you'd have to spend on pay-per-click to get the same amount for organic. We measure that on a weekly basis. If we see it increase, great. Our rankings and visibility are improving. If we see a decrease, them something happened. It allows us to take action more quickly on a weekly basis than by looking at your Google Analytics traffic or goals and conversions on a monthly basis, which is more a lagging indicator. We look at a lot of KPIs. We look at leading end lagging. Sharon: You mentioned pay-per-click and social before. You don't do social. Do you do pay-per-click? Do you incorporate that, or is that totally separate? Chris: That would be a situation where we have a few strategic partners we can highly recommend. We work very well with them from a communications standpoint. We feel we're the best in the world of SEO. We try to find the best in the world of pay-per-click and these other services and let our clients work with those individuals. Sharon: That's interesting to me, because I always think of pay-per-click as part of SEO in a sense. There are so many perspectives on SEO. Should you focus on this? Should you focus on linking everything? Should you focus on YouTube? That's why it's always changing. What are your thoughts about something like that? Chris: Again, I'm a big omnichannel person, so I think there are a lot of different places where individuals congregate and hang out. They could hang out on Facebook; now that audience is depleted, so let's go to Instagram. Now that audience is depleted and it's going to TikTok or YouTube. I think you need to do it all. The difference between pay-per-click and SEO in my eyes is with pay-per-click, you're leasing visibility. The moment you quit bidding, you're gone. It's great. You can get that visibility immediately. With SEO, you're creating a library so people can pull these books from the shelves when they have a certain query. The more content and queries and keywords you target, the bigger your library is, the more opportunities there are for consumers to find you. I look at it more as an asset as opposed to a leasing situation or a liability perspective. That's the way I look at it for SEO. It just gets better with time. Still today, even though there are all these different mediums, it's still one of the best costs per conversion, costs per acquisition. With pay-per-click, the amount per click has exponentially increased. Now, we're looking at $300, $600 per click. Facebook ads have gotten more expensive, and you're not seeing yourself on the organic feed as much as you used to. It's more pay to play, but we still see a lot of value in SEO. Sharon: I would think it would be foundational in the long term. No matter what else is coming, you are still going to need that. Do you work with your clients on the intake process? What if you're generating these leads and they're blowing it when somebody calls? Chris: We secret shop them. We secret shop our clients. We listen to calls. There's nothing worse than when we generate leads and the phone's not answered or calls aren't returned. It's our job to overwhelm the sales department. The moment we get any insights to where sales could be improved, we make those recommendations because it impacts us. We can generate a thousand leads, but if they're not getting assigned, we're going to get fired because they're not making money. Sharon: How are you tracking that? Do you work with people inside for that to work? Chris: Yes. There are certain CRMs we recommend. There are a few consultants we recommend. There are even outsourced intake services we recommend for all those scenarios. It depends based upon the type of firm. There are some firms that are settlement firms, so they don't do a lot of litigation. They're really high-volume. Then there are litigating firms, where maybe their case criteria are super high and they don't do volume. The way you staff those sales teams is different, so it depends based upon our recommendations. Sharon: Going to back to what you were saying before about working only with personal injury firms, I would think they're not scared off by big marketing budgets or the big numbers you might be throwing around. When you read the Wall Street Journal, they're spending millions of dollars on stuff like this. I don't know if you find that. Chris: They're not afraid to spend money; I'll say that. It is definitely increasing in most major markets. You're not going to do TV in most markets for less than $50,000 a month. Pay-per-click, you're not doing that for less than $10,000 typically. There's big money in personal injury because there's a lot of opportunity. There are a lot of different insurances and big insurance companies. It's a behemoth that takes advantage of a lot of consumers, so they definitely invest a lot. Sharon: Chris, I really appreciate your being here today because this is, to me, foundational. It's not going away no matter what comes. Thank you so much for sharing all your expertise with us. If things ever change with SEO, we'll have you back. Thank you so much. Chris: Awesome. Sharon, thanks so much for having me.

The Bike Shed
350: 21 Bell Salute

The Bike Shed

Play Episode Listen Later Aug 16, 2022 52:09


It's Steph and Chris' last show. Steph found a game, and if you've been following the journey, all of the Test::Unit test files are now live in RSpec. JWTs really grind Chris' gears. They wrap up with things they've learned, takeaways they've had, and their proudest podcasting moments. They also thank all the folks who've helped make The Bike Shed happen. This episode is brought to you by Airbrake (https://airbrake.io/?utm_campaign=Q3_2022%3A%20Bike%20Shed%20Podcast%20Ad&utm_source=Bike%20Shed&utm_medium=website). Visit Frictionless error monitoring and performance insight for your app stack. Microservices (https://www.youtube.com/watch?v=y8OnoxKotPQ) Transcript: CHRIS: One more round of golden roads, our golden. So here we go. STEPH: Oh, one more round of golden roads. Okay, maybe that's going to get to me today. [laughs] CHRIS: [singing] Golden roads take me home to the place. STEPH: [singing] I belong. CHRIS: Yeah, there you go. Hello and welcome to another episode of The Bike Shed, a weekly podcast from your friends at thoughtbot about developing great software. I'm Chris Toomey. STEPH: And I'm Steph Viccari. CHRIS: And together we're here to share a bit of what we've learned along the way, at least one more time. So with that [chuckles] as an intro, Steph, what would you say is new in your world? STEPH: Hey, Chris. Well, today is the big day. It is the day that you and I are recording our final Bike Shed episode, which we have all the feels about, and we will definitely dive into. But to ignore some of that for now, I have another small fun update I can provide about a new game that I found. So one of the things that's new in my world is I started playing a new board game with Tim; it's called Ticket to Ride. Have you heard of that? CHRIS: I have. I don't know if I've played it. I feel like it's a particularly popular one now. But I don't know if I've ever had the pleasure. STEPH: It's a very cute game, so we have the smaller version of it. For anyone that's not familiar, it's essentially a map. And then there's a bunch of spots where you can build trains and connect them, and then you get tickets. So your goal is that you're going to connect one location to another location. And then you get points and yada yada, but it's so much fun and especially the two-player version. It's like this perfect 20, maybe 30-minute game. I'll be honest; I'm not really a board game person. I always enjoy it. Once I get into it, then I'm like, this is great. I don't know why I was resistant to this. But every time someone's like, "Do you want to play a board game?" I'm like, "Not really." [laughs] I first have to get into it. But I have really enjoyed Ticket to Ride. That's been a really fun game to play. And it's been a nice way to, like, even during the day, we'll break for lunch and squeeze in a game. CHRIS: Well, I love good two-player games. They're hard to find. But when you find a good one, and it's got that easy pickup and play...I believe I'm going to now purchase this. And thank you for the tip. STEPH: Yeah, this is definitely one of those where it's easy to pick up, and then you can get the expanded board. So there's a two-player version, but then yeah, you can get one that's a map of the U.S. or a map of Europe. And I think it accommodates up to five players as the maximum, so not a huge group but definitely more than two. On a slightly more technical note, I have something that I'm very excited to share. It is a journey that you have been on with me, that everybody listening has been on this journey with me. And I'm very excited. I see you nodding your head, so I'm guessing that you're going to know where I'm headed with this. But I'm very excited to announce that all of the Test::Unit test files now live in RSpec. So that is a big win. I'm very, very excited for that to be a previous state of life and not an ongoing state of life. Because I have certainly developed too much niche knowledge around migrating these tests, and that became apparent to me when I was pairing with another developer that works with the client because they had offered...they had some time. They're like, "Hey, do you want help migrating a test file?" And I was like, "Sure." I was like, "But this is wonky enough, like, we should pair and work on this together because I just know some ins and outs. And I don't want you to have to learn a lot of the hard lessons that I've learned." And the test that we happened to pick up was very gnarly. It had a lot of mystery guests. And we spent, I think it was a good two hours. And we only migrated one of the tests, so not even a full file but one of the tests. And at the end of it, I was like, I know way too much about some of the oddities and quirkiness of this. And we got through it, but we decided that wasn't a good use of their time for them to go at this alone. So that's why I'm extra excited and relieved because I didn't want this task to carry on to someone else. So, hooray, we did it. CHRIS: Hooray. Just in time. You're Indiana Jones grabbing your hat right as you roll out and off to [laughs] be away from the project for a bit. So you stuck the landing. Well done, Steph. STEPH: Thank you. Thank you. So that's some great news. And then also, everything else in life is pretty much focused around getting ready for maternity leave. That's about to happen soon, and I am so ready. I have thoroughly enjoyed a lot of the things that I'm doing, [laughs] but goodness, being pregnant is hard. And I am very much ready for that leave. So also, a lot of the things that I'm doing right now are very focused on making sure everything's transitioned and communicated and that I just feel really good about that day of departure. That covers all the newness in my world other than the big thing that we're just not talking about yet. How about you? What's new in your world? CHRIS: Well, continuing to skirt the bigger topic that we will certainly get to in the episode, what is new in my world? I'm actually quite excited workwise right now. We have a much larger body of work that finally we got the clarity. All the pieces fell into place, and now we're sort of everybody rowing in the same direction. There's interesting, I think, really impactful code that we're writing for Sagewell right now. So that's really fantastic. We've got the whole team back together on the engineering side. And so we're, I think, in the strongest and most interesting point that I have experienced thus far. So that's all really fantastic. On a slight technical deep dive, you know what really grinds my gears? It's JWTs. JSON Web Tokens and I have never gotten along. It's never been a match made in heaven. And we have a webhook that comes from Plaid. Plaid is a vendor for connecting bank accounts and whatnot. And they have webhooks like many people do. So they can inform us when things change, lovely feature of how we build web apps these days. But often, there's a signature that says, "This is definitively from us, and you can trust us." And usually, it's some calculated signature, HMAC, or something like that. For some reason, Plaid's uses JWTs, and more than that, they use JWKs. So there's JWT which is the signature. That JWT itself is signed with a JWK. You have to fetch the JWK from their server based on the key ID in the header of the JWT. But how do you know if you can trust the JWT before you've gotten the JWK? All of this broke in a recent upgrade. We went from Heroku-20 to Heroku-22 to the new platform with Heroku, which bumped us to OpenSSL 3.0, and it turns out JWT doesn't work with it. And so that's sad. It's a no. It's going to be a no. It turns out the way that OpenSSL 3.0 works is incompatible with some of the code paths in JWT. And so I was like, wait, we just can't do this? And it's low-level cryptographic primitive stuff that I'm not comfortable messing around with. I'm not going to hop in there and roll up my sleeves. And even just getting to the point that I understood what was broken about this took like an hour and a half just to sort of like, wait, which is okay...so the JWT signs and encodes. And this will be a theme that we come back to later, but I think web development should be simpler. I think we should strive for simplicity. And this is a perfect example where I'm guessing Plaid uses JWTs and that approach to communicating security things often, but I've not seen it used much for signing webhooks. And, oof, it led to a complicated day. And it's unfixable now as far as I can tell. There is a commit on the JWT Ruby repo as of five days ago, but it doesn't build in our system. And it's not released. And it's just a mess. So yeah, engineering is complicated. I'm both wildly excited about what we're doing at Sagewell, and then today was this local minimum of like, oh, JWTs again. Again, we find ourselves battling. And you won today, but hopefully not for too long. STEPH: Oof, how did this manifest that you first noticed? So is it because a webhook suddenly stopped working, and that was like the error that rose up, and that's what helped you dive into it? CHRIS: Yeah, we have a little bit of code in the controller for where Plaid events come in. We calculate and verify the signature of the webhook to make sure that it's valid, and we reject it otherwise. And we alert ourselves via Sentry, and then we also have a Datadog scan that can show what's the status code of the response. Because these are incoming HTTP payloads or requests, and so we can see there were 200 up until this magical day when suddenly everything changed. And that was when we switched Heroku stacks. And then we can see it also in Sentry. So we're able to look at it, and we're like, why are none of the Plaid webhooks able to verify the signature anymore? That seems weird. And so then Datadog confirmed that it consistently was broken from this point in time. And then we were able to track that back. It was also pretty easy to guess because the error was "pkeys are immutable in OpenSSL 3.0," and that was the data. And I was like, oh, cool, that sounds fun. Let me go figure out what that means. STEPH: [laughs] Well, it's a nice use of Datadog. I remember in the past you were talking about adding it. And I was excited because I've never been at that point where a team has just introduced it; either a team doesn't have it, and they wish they had more insights, or they have it and don't use it. And nobody ever checks the board. So that's a nice anecdote for Datadog helping you out. Yeah, I'm not envious of your situation, friend. CHRIS: I do love the cup half full take [laughs] that you have on the overall situation, but that's nice how Datadog worked out for you. And you know what? It was. Thank you, Steph, for once again being that voice of positivity. STEPH: I appreciate that you enjoy it because there are times that when someone points it out to me that I do that, I have to be like, "I'm sorry, I'm not trying to be toxic positivity over here. [chuckles] That's just how my brain works." CHRIS: Oh, you are definitively not toxic positivity. That's a different thing. Because you ended with but also, I feel bad for you, and I'm glad that I'm not in your shoes. So you are the right level of positivity. I don't think I could have talked to you for three and a half years as co-host on a podcast if I didn't appreciate the level of positivity or the general approach that you bring to thinking about stuff. STEPH: Okay. Well, to borrow a phrase from Matt Sumner, who has been a guest on the show, cool, cool, cool, cool. I'm glad my positivity has been well calibrated. And I was about to say I'm interested to hear how this turns out for the team. [laughs] But we're in an awkward spot where I mean, you and I, we can still totally chat. But listeners won't get to hear the rest of that particular saga. I mean, you can share. I mean, you do you. I'm setting all sorts of boundaries for you right now. Okay. And now I'm just rambling, and I'm getting weird with it. Because the truth is that, you know, we won't be back. And this is our final episode together. So I think let's just go ahead and rip off the Band-Aid. Let's dive into it. Let's talk about it. Given that it's our last episode that we are recording, we thought of a couple of things that we'd like to talk about. You brought up a great idea that I'm excited to dive into. Do you want to lead us in? CHRIS: Sure. Well, if we go back all the way to Episode 172, that is the first episode that you came on as a guest. I actually continue to really love the title of that episode, which is What I Believe About Software. And it both captured that conversation really well, but also, more generally, it's actually become the tagline of the show when we do our little introduction. What do we believe about building great software? Et cetera. And I think that's been the throughline of the conversations that we've had is what remains true. What are the themes? Not necessarily the specific technologies, although we certainly talk about that. But what do we believe about building great software? And so today, I thought it would be fun for us to talk about what do we still believe about building great software? It's roughly three and a half years or so that we've been doing this. What's still true? STEPH: Oh, well, I have the first unequivocal one, the thing that I still believe about building great software, and that's you should hire thoughtbot. That's definitely the way to go. We'll help you get it done, not that I'm biased in any way. CHRIS: No. I'd say collectively between us; there's zero bias with regard to thoughtbot or any other web development shop out there. But thoughtbot is the best. STEPH: All right, perfect. So we've got the first one, the clutch one of hire thoughtbot. And then I also really like this topic. And I still think back to that first episode that I recorded with you and how much fun that was and how that really got me to start thinking about this. Because it was something that, at the time, I didn't really reflect on a lot in terms of what does it take to build great software? I was often just doing the day-to-day actions but then not really going high-level think about it. So I'm excited this is one of the topics that we're revisiting. So for the next one, this one is, I don't know, maybe it's a little cutesy, but I was trying to think of an alliteration that I enjoyed. And so this one is be an assumption assassin. So what assumptions are you making? And then how can you validate or disprove them? And that is something that I find myself doing constantly. And it always yields better work, better questions, better software, better code, better code reviews. And that's my first one is be an assumption assassin and identify what assumptions you have. And I had a really good example come up today while I was having a conversation with Joël about something that I was looking to merge. But I was a little hesitant about it because there are some oddities that I won't dig in too deeply. But essentially, there's a test that I migrated that highlights an existing concern in the code. And I was like, should I go ahead and merge this test that documents it, or should I wait to fix that concern and address it? And he brought up a good point. And he's like, "Well, we're assuming it's a bug and an issue, but it may not actually be depending on how the software is being used." And so then he was encouraging me to reevaluate that assumption that I had where I'm like, oh, this is definitely a problem to, like, I don't know, is it a problem? Let's ask somebody. CHRIS: First off, I love that as a theme, as one of the things that you still believe about software. Second, I believe you correctly said that you were looking for an alliteration, but my brain heard acronym. STEPH: [laughs] CHRIS: And so then I was like, B-A-A-A. Is it BAAA? What are you going for there? Oh, you just wanted a bunch of As. Okay, I got it now. Secondly or thirdly, I think I'm on my third now. Apparently, within Sagewell team culture, one of the things that I'm most known for is... there are two phrases: one is just to name it, and the other is to be clear. And these are the two things that I do apparently constantly so much that it's become a meme within the team. It's just like, okay, everybody's been talking. But I just want to make sure we're on the same page here. So just to be clear, or just to name it, here's what I'm seeing. But I agree; I think taking those things...what are the implicit bits? What are the assumptions? And making them more explicit. Our job as developers is just to yell at computers all the time and make them try and do human stuff. And there's so much room for lossy conversions at every point in that conversation chain. And so yeah, being very clear, getting rid of assumptions, love it. It's all great stuff. Actually, in a very related note, the first on my list is that code is for humans to read. This is one of the things that I believe most deeply and most impacts the way that I write software. Any given piece of functionality that we want to author in our code feels like 10, 20, 50, frankly, almost infinite different versions of the code that would produce nearly identical functionality. So at the end of the day, the actual symbols and strings of text that we bring together to write the code is all about other humans, other people on your team, you five months from now, you a week from now, frankly, or me. I'm going to say me, me a week from now. I want to do future me and everyone else on the team a solid and spend that extra 10% of okay, I have something that works now, but let me try and push it around and try and massage it into a shape that is a little more representative of how we're actually thinking about the code, how we talk about it as an organization. Is that the word that we use to describe that domain concept? Maybe we could change that just a little bit. Can I push more of this into the private API? What actually needs to be known here? And I think that's where I'm happiest is in those moments because that's where all of the parts of the job come together, the bit where I trick a computer into doing what I want and simultaneously making it so that that code is revisitable, clear, expressive, all of those things. So yeah, code is for humans. And that's true across every language, and framework, and domain that I have worked in. And I've only believed it more and more so over time. So yeah, that's mine. STEPH: Yeah, I love that one. That's one of the things that comes to mind when people talk about disliking code reviews. And I can imagine there are a number of reasons that people may have had a poor experience with a code review process. But at the end of the day, if you're not getting that feedback or validation from fellow humans, then how do you know that you've been successful, that you've written something that other people can follow up on? Which goes back to the assumptions in terms of like, you're assuming that you have written something that your future self or that other people are going to be able to read and maintain down the road. So yeah, I love that one. One of the other things that I still hold really true to building great software is prioritize early and often. So always be checking in to understand with your users, with your tech concerns, with data that you may have, new insights, and then just confirm that yes, you and the team are constantly working on the thing that has been prioritized and that is the most important. And also, be ready to let go. That can be really hard. I have definitely had those moments in my career where I've spent two weeks working really hard on something. And then we've realized that the thing that we were pursuing isn't that valuable, or it's something that users don't need or actually want. And so it was better to let go of it than to pursue it and ship it anyways. So that's one of my other mantras that I have adopted now is prioritize, prioritize, prioritize. CHRIS: Unsurprisingly, I agree wholeheartedly with all of that. We're still searching for that thing, that core thing that we disagree on other than Pop-Tarts and IPAs. But I don't know that today is the episode that we're actually going to find that. But yeah, prioritizing is such a critical activity. And it is this interesting collaboration point. It gets different groups together. It's this trade-off. It's this balance. And it's a way to focus on and make explicit the choices that we're making. And we're always making choices. We're always making trade-offs. And so being more explicit, being more connected and collaborative around those I believe in so, so, so much. So love that that was something on your list. Let's see, next up on my list is reduce complexity, just sort of as an adage, just always be reducing complexity. It is amazing to me in my time, particularly as a consultant, but even now, this is something that I hold very true is just it's so easy to grow a system in anticipation of future complexity or imagine that the performance concerns that we're going to run into will be so large that we must switch from Postgres and a nice, simple atomic database into a sharded, clustered Kafka queue adventure. And there are absolutely cases that make sense for that sort of thing. But at a minimum, I beg of you, anyone starting a new system, don't start with microservices. Don't start with an event queue-based system. These are wildly complex versions of what often can be done with so much simpler of an application. And this scales through to everything. What's the complexity of an API? Do we need caching in that API layer? Or can we just be a little bit inefficient for a little while and avoid the complexity and the overhead of caching? Turns out caching is a tricky thing to get right, just as an aside. And so the idea of like, oh, let's just sprinkle in a little bit of caching. It'll be easy, and then we'll get better performance, like, yeah, but did you get it right? Or did you introduce a subtle bug into your program that's going to be really hard to debug later? Because do you cache in development? Well, maybe, I'm not sure, could be. So over time, this is something that I've sort of always felt, but I've only ratcheted it up. It's only something that I've come to believe in more and to hold more firmly to. I think earlier in my career, it was something that I felt, but I would more easily be swayed by aspirational ideas of the staggering amounts of traffic that we would be getting soon or the nine different ways that the data model will expand. And so, we should code the current version in anticipation of that. And I have become somewhat the old man on his lawn yelling at the clouds like, "Nah, we don't need it yet. We can grow to that." And there's a certain category of things that are useful to try and get out in front of and don't introduce additional complexity, but they're a tiny, tiny list. And so, for most things, my stance is what's the simplest thing that we can get away with right now, that still provides a meaningful experience to our users, that doesn't compromise on security or robustness or correctness but just solves the problem we have right now? And over and over and over again, that has served me incredibly well. So yeah, keep that complexity at bay. STEPH: That is one that I've definitely struggled with. And frankly, it works in my favor, that idea of keeping things simple. Because I'm terrible when it comes to predicting the future or trying to build things in a way that I just don't have enough information to really drive the architecture or the application that I'm building. So anytime I'm trying to then stretch and reach for the future in those ways unless I really have a concrete understanding of I am building for these particular scenarios, it's really hard to do. So I very much like keeping it simple and not optimizing before you need to. And it reminds me of I think it's Mark Twain, who has a quote, "Worrying is like paying a debt that you don't owe." And that's something that comes to mind for me when also writing code and building features and software is that I tend to be someone who will worry about stuff. And I'm like, oh, is this going to be easy to extend? Is it going to be what it needs to be six months from now if we need to add more features to this and build on top of it? And I have to remind myself it's like, well, let's just wait. Let's wait till we get there and we know more. One of my other ideas that couples nicely with the one that you just shared in regards to keeping things simple and then waiting for those needs to arise is that mistakes are going to happen. They are a part of the process. As we are learning and growing and we're stretching our skills and trying things out, things are going to go wrong. We're going to introduce bugs. And to take those opportunities, that's when we start to use that feedback to then improve things like observability, like capturing logs, and how we handle error reporting or having a plan for emergencies. So maybe that's the part of worrying that can pay off is thinking through, all right, if something does break, or if something gets shipped that shouldn't, then what is our plan in how we handle that? How do we roll back? Or how do we get things back to a stable build? CHRIS: It's funny. I was actually visiting with a friend this past weekend, and we were chatting more generally about life things but the idea of worrying and anticipation and trying to prepare for every bad outcome. And there's the adage of an ounce of prevention is worth a pound of cure. But increasingly, both in life, depending on the context, and in code, I've found that I've shifted to the opposite of it's impossible to stop everything. There are going to be bugs that are going to get out there. There are going to be places where we code things incorrectly. And I would rather...I still want to try as hard as I can to get things right, to be clear. I'm not giving up on trying. But I'm all the more focused on how do we know and how do we recover when those things happen? So it's interesting that you just described exactly that, which, again, is a very human life conversation, and yet it applies to the code. STEPH: I love that rephrasing of it. Instead of the mistakes are going to happen, it's, like, how do we know, and how do we recover? I think that's perfect. I've also found that by answering the how do we know and how do we recover, that really helps you build trust with clients as well. Because again, things are going to happen, things are going to break. And the more prepared you are for that and then the better plan that you have, and then they can watch how you execute that plan, and it's going to establish a lot of deep trust with other engineers and also the team that you're working with, that you have been thoughtful and that you have ideas on how are we going to address this? Instead of waiting for that moment to happen. That's going to happen too. You're going to make decisions in the heat of the moment. But I have found that to be a really useful way to establish yourself with a team in terms of I care about this team and these processes and this application. So how do we handle the bad times, not just the good times? I do want to circle back because you alluded to the fact that you and I, we've tried to find things that we disagree on. And so far, Pop-Tarts and beer have been the two things that we disagree on. But I do have a question for you that maybe I will disagree with you on. But I need to know some more about it first. You have alluded to there's the Brussels snack, (Oh, I'm going to get this wrong.) Brussels sprout snack hour or working lunch, something combination of those words. [laughs] And it's the working lunch that has stuck out to me, and I've wanted to ask you about it. So here I am. I'm asking you about it. What's a working lunch? What's the Brussels snack happy hour, snackariffic working lunch look like? CHRIS: This is fantastic. I love that you waited until the last episode that this was rolling around in the back of your head. And you're like, are you making the team work through lunch? And now, on this final episode, we get to address the controversy that has been brewing in the back of your head. Spoiler alert, no, this is just ridiculous nomenclature. These are two meetings that we have that are more like, let's get the dev team together and talk about stuff that's in our platform sort of developer experience. Or stuff in observability often is talked about in this context because it doesn't quite impact users, but it's how we think about the work. And so there are two different meetings that alternate every other week. So every Friday afternoon, we do this, but it's one of two meetings depending on the day. So there's a crispy Brussels snack hour that was the first one that was named, which was named purely for nonsense reasons because we don't have anything else that's named nonsensically in our organization. And so I was like, oh when we name this meeting, we should make it nonsense because we don't have any other...We don't have, you know, an SOA microservices fleet with Barbie doll and Galactus and all of the other wonderful names. Those are references to the greatest video ever about microservices; if you've not seen it, that will be in the show notes. It's required reading. But anyway, we don't have that. And so we thought, let's be funny with the name of this. So the crispy Brussels snack hour is one, and the crispy Brussels we wanted something that was...the first one is a planning meeting. The second is like, let's actually sort of ensemble program. Let's get the four of us together, and we'll work on some of the stuff that we're talking about here but as a group. And so I wanted the idea of we're working, and so I was like, oh, this will be the crispy Brussels work lunch. But it's purely a name. It's the same time slot. It's 3:00 o'clock on a Friday afternoon. [laughs] So it is not at all us working through lunch. I don't think we should work through lunch. I'm concerned that you thought that for a while, and you were just like, I'm a little worried, but I'm not going to bring it up. But I'm glad we got to cover this before we wrapped up this whole Bike Shed co-hosting adventure together. STEPH: I feel relieved and also a little robbed of an opportunity for us to have something that we disagree on because I thought this might be a thing. [laughs] CHRIS: We can continue searching for that thing. But maybe it's okay that we agreed on most stuff for the run [laughs] of this fun, little show that we did together. STEPH: Yeah, that's gone on quite a time. We've got like three years together that we have managed to really only find two, I mean, very important of course, two things. But yeah, it's been pretty limited to those two areas. And each time that you'd mentioned the work lunch, I was like, huh, I need to ask about that because I have feelings about it. But then, you always would dive into very interesting stories of things that came out of it, and I quickly forgot about it. So this feels good. This feels like very good important closure. I'm glad that this finally surfaced. But circling back, since I took us on a detour for a little bit, what are some other things that you still hold deeply about building great software? CHRIS: I've really got one last thing on the list. It's interesting, there's not a ton technically in this list, which I think represents broadly how I feel about software, and I think how you feel about software. It's like, it's actually mostly about how the people interact at the end of the day. And you can program in any language or framework, and you can get the job done. We certainly have our preferences and things that we enjoy. But the last one really rounds us out, which is think about the users. I always want to be anchoring the conversations that we're having, the approach that we're taking to building the software in what do the users think? Who are our users? What do we know about them? What do they care about? How are they using this technology? How is it impacting their lives? We've talked a number of times about potentially actually watching the sales demo as an engineering team, trying to understand what's the messaging that we're putting out into the world for this piece of software that we're building? Or write along with customer support and understand what are the pain points that people are hitting? And really, like, real humans, what are they experiencing? Potentially with a name attached. And that just changes the way that you think about the software. There's also even the lower-level version of it. As we're building classes or modules, what are the public facets of that, and what are the private API? What's the stuff that we're hiding away? And what's the shape that we are exposing to the outside world for varying definitions of outside? And how can we just bring in a little bit of empathy to try and think about, again, in the case of like the API for a class, it's probably you on the other side of it, but it's future you in a slightly different mindset with a little bit less information and context on the current problem that you're working on. And so, how can we make things easier for ourselves in the code, for our users at the end of the day? How can we deliver real value that is not mired in the minutiae of technical complexity and whatnot but really is trying to help people live better lives? That's a little too fancy as I say it out loud. But it is kind of the core of what I believe, so I'm not going to take it back. STEPH: I love how you've expanded users where more traditionally, it's people that are then using the software. But then you've expanded it to include developers because that is something that is often on my mind and something that I just agree with wholeheartedly in terms of when you're writing software; as you mentioned before, software is for people. And so we want to include others. And it does improve people's lives. People show up to work every day, and if you've been thoughtful if your past you has been thoughtful, it's either going to give you your future self a better day, or it's going to give other people a better day. So I think that's a very fair statement, improving lives by being thoughtful in regards to focusing on the users, people consuming software, and working in the codebase. CHRIS: I know we've talked about this before, but I was having a conversation with one of the developers on the team at Sagewell just last week, and they were mentioning how they really loved working on admin features. And I was like, oh, that's interesting. Let's talk more about that. And it was really it's that same thing that I think you and I have discussed of like there's that immediacy. There's that connection. These are actually colleagues, but you can build software to make their day better. You can understand in detail what the pain points are. What's the workflow that as you watch it, you're like, oh, I could put a button up in the corner of the screen that would automate almost all of this and your day would be that much faster? Oh, let me do that. That's exciting. And so I love that as another variation of it, like, yeah, there's for other developers. There's also for the admin team or other users in the organization of the software. There are so many different versions of users, but I think I think we build a better thing if we think about them more. STEPH: I have definitely worked with teams where I can tell that certain people are demoralized, and it comes down to they feel frustrated and often disconnected from the people that they are building for. And so then you really feel isolated. I'm pushing code around, but I don't really see the benefit or the purpose of it. And I think that's very hard for developers who typically want to build something that's going to be useful and not feel like it's just going to be thrown away. So connecting your team to those users, I certainly understand. Getting to build something for your colleagues and then they get to say how much they like it is an incredible, rewarding experience. You also touched on something that I really appreciate, where you highlighted that a lot of the technical decisions that we make are important, but they're not at the center of the things that we believe when it comes to building great software. And that's something that I will often reflect on. Like, as we were thinking through these particular ideas that we still hold true today, how mine are more people and process-focused and rarely deep in the technical weeds. And there are times that I think, well, shouldn't there be something that's more technical, something that's very concrete? Yes, you should build your code this way or build your application or use a specific technology. But after all the projects and teams that I've been a part of, that's just usually not the most important part. And so I appreciate that you highlighted that because sometimes I have to remind myself that, yes, those things can be challenging, but it's often with people and process. That's where the heart of great software lies. CHRIS: That's a fantastic phrase, I think, that really encapsulates all of the conversations that we're having here. MID-ROLL AD: Debugging errors can be a developer's worst nightmare...but it doesn't have to be. Airbrake is an award-winning error monitoring, performance, and deployment tracking tool created by developers for developers that can actually help you cut your debugging time in half. So why do developers love Airbrake? Well, it has all of the information that web developers need to monitor their application - including error management, performance insights, and deploy tracking! Airbrake's debugging tool catches all your project errors, intelligently groups them, and points you to the issue in the code so you can quickly fix the bug before customers are impacted. In addition to stellar error monitoring, Airbrake's lightweight APM enables developers to track the performance and availability of their application through metrics like HTTP requests, response times, error occurrences, and user satisfaction. Finally, Airbrake Deploy Tracking helps developers track trends, fix bad deploys, and improve code quality. Since 2008, Airbrake has been a staple in the Ruby community and has grown to cover all major programming languages. Airbrake seamlessly integrates with your favorite apps and includes modern features like single sign-on and SDK-based installation. From testing to production, Airbrake notifiers have your back. Your time is valuable, so why waste it combing through logs, waiting for user reports, or retrofitting other tools to monitor your application? You literally have nothing to lose. So head on over to airbrake.io/try/bikeshed to create your FREE developer account today! CHRIS: Actually shifting gears a little bit, so we've just talked about what we still believe about building great software. I'm intrigued. We've been chatting for a number of years here on this microphone, these microphones. We have separate ones because we're in different states. But I'm interested; what have we changed our minds about? What have you changed your mind about, Steph? I got a couple of ideas, but I'm intrigued to hear yours. STEPH: Nothing. I've never been wrong. I've stuck to everything that I've ever thought. CHRIS: That must be boring. STEPH: [laughs] Yeah, that's totally not true there. There are definitely things that I've changed my mind about. One of the things that I've changed my mind about is that people who know the most will ask the fewest questions. That's something that I used to consider the trademark of someone who is a more experienced senior developer in terms of you really know what you're doing. And so you typically don't ask for help or need help very often. And so, I'm going way back in terms of things that I have changed my mind about. But I have definitely changed my mind where people who know the most are actually the ones that do a really great job of constantly asking questions and asking for feedback. And I think that is still a misconception that people still carry forward. The idea that if you're asking a lot of questions or asking for help that you are not as skilled in your work, and I view it as quite the opposite, that you are very good at what you do and that you know precisely the value of your time. And then also reaching out to others for help, and then also just getting validation on things that you may have concerns around. So that's one I've changed my mind on is that I think the more experienced you are, the more questions you tend to ask. CHRIS: Oh, I love that one. It's a behavior that I know...I think we've talked about this before. But as consultants, we try and model it just the like; it's totally fine to ask questions. And because we often come in with less context, it makes sense for us to be asking questions, but I will definitely intentionally lean into it in those contexts to be like, everybody keeps throwing around this acronym. I don't actually know what that is. Let me raise my hand. And my favorite moment is when people disagree on what the acronym or what the particular word or what the particular project is. Like, I ask the question, and people are like, "Oh, it's this," and someone across the room is like, "Wait, that's what it means? I thought it was this totally other thing." I'm like, cool, glad that we sorted that out. Glad that we got that one up in the air. But I actually remember many, many, many years ago, at this point, there was a video series of...PeepCode was the company, and there was the Play by Play series. And so there were particular prominent developers, particularly in the Ruby community. And they would come and sort of be interviewed and pair program. And it was amazing getting to watch these big names that you had heard of, like Yehuda Katz is the one that stands out in my mind. He was one of the authors of merb, which was a framework that was merged with Rails, I want to say around the 3.0 time. And just an absolute, very big name in this world and someone that I looked up to and respected. And watching this video, they had to Google for particular API signatures and Rails methods. They were like, "Oh, how does that work? Is it link to and then you pass the name?" I forget what it was specifically. But it was just this very human normalizing moment of this person who has demonstrably done incredible work in our community and produced very complex software still needs to Google for the order of arguments to a particular method within Rails. I was like, oh, okay, that's good to know. And with complete humility in the moment, I was just like, yeah, this is normal. Like, it's impossible to hold all of that in your head. And seeing that early on shook me off the idea that that's the thing to do is just memorize everything. It's like no, no, get good at asking the questions. Get good at debugging. Get good, yeah, asking questions. It's a core skill rather than a thing that you grow out of. But I definitely shared early on I was like, not allowed to ask questions, that'll be scary. STEPH: I love that example. Because counterintuitively, to me, it demonstrates confidence when someone can say, "Oh, I don't remember how this works," or "Let me go look it up." And so I just very much appreciate when I see someone demonstrating that level of confidence of let's keep going. Let's keep making progress. I'm going to ask for help because that is totally fine, and we are in a safe space. Or I'm going to create a safe space for us to do that. One of my favorite versions of this where you shared like if you ask about an acronym and then people disagree, one of my favorite versions is to ask about a particular area of the codebase and be like, what would you say this code is doing here? What do you think users do here? Like, what is the purpose? What's the point of this? [chuckles] And then having people be able to say, "Oh, yeah, this definitively does this thing." Or people are like, "You know, I'm not sure. I don't even know if that code is getting run." That's one of my favorite outcomes of asking questions. How about you? What's something you've changed your mind about? CHRIS: I made a list of a couple of things like remote is on there. I didn't know if I'd like remote. I wanted to try it for a while. Tried it, turns out I like it a lot. It's complex. You got to manage it, whatever. But that I think everybody's talked about that a bunch. I think probably the most interesting one is deadlines. Initially, in my career, I didn't really feel anything about them. And then I experienced the badness of deadlines. Deadlines are bad. Deadlines are things that come down from on high and then you fail to hit them, and then you're sad. And maybe along the way, you're very stressed and work long hours to try and get there. But they're perhaps arbitrary. And what do they even mean? And also, we have this fixed scope, and they're just bad. And then there was a period of my time where, like, deadlines are bad. The only thing that we do is we show up, and we make the software as quickly as we can. But in reality, there are times that we need that constraint. And in fact, I have found a ton of value in deadlines when used intentionally. So we can draw a line in the sand, and we can say, at this point in time, we will have a version of the software. We have a marketing campaign that we need to align with this. So we got to have something at that point. And critically, if you're going to have a deadline, you've now fixed a point in time. You need to flex other things. And critically, I think the thing to flex is the scope. So we need to have team management. We have user accounts right now, but now we need to organize them into teams. That is like a category of functionality. It's not a singular feature. And so yeah, we can ship teams in the next quarter. What exactly that means is up in the air. And as long as we're able to have conversations essentially on a day-to-day at least weekly cadence as to what will make it in by that deadline and what won't, and we're able to have sometimes the hardest conversations but the very necessary conversations of the trade-offs that we have to make as we're building that software, then I find deadlines are absolutely fantastic tools for focusing and for actually reducing scope but in a really useful way. And getting something out there in the hands of users so that you start to get real feedback so that you start to learn, is this useful? What are the ways that people are using this? What should we lean into and do more of? What maybe should we roll back, actually? So yeah, deadlines. First, I didn't know them, then I feared them. Now I love them but only under the right circumstances. It's a double-edged sword, definitely. STEPH: I, too, have felt the terribleness of deadlines and railed against them pretty hard because I had gone through a negative experience with them but have also shifted my feelings about them where they can be incredibly useful. So I really liked that's one of the things that you've changed your mind about. It also reminds me of one of the other things...I'm going to circle back for a moment to one of the things that I believe about creating great software is to not wait for perfection, and deadlines are a really good tool that helps you not wait for perfection. Because I have also seen teams really struggle or sometimes fail because they waited until there was something perfect to present, and then you realize that you've built the wrong thing. So I do want to transition and talk a bit about the show because it's our last episode, and we should talk about it, and the fun adventures that we've had and some of the things that we've learned or things that we're feeling in the moment. So given that it's been a wonderful three years for me, it's been four years for you since you've been a host on the show. How are you feeling? CHRIS: I'm feeling a bunch of different things sort of all at once. I am definitely going to miss this immensely. Particularly, I loved when I started, and I got to interview a bunch of thoughtboters and other people from the community. But frankly, three-plus years of getting to chat with you has been just such a delight. There's been an ease to it. We kind of just show up and talk about what we're doing. And yet there are these themes that have run through it. And it has definitely helped me hone and shape my thinking and my ability to communicate about what I'm thinking. I've learned that you have a literal superpower to remember the last thing that you were talking about. Listeners, you may not know this, but we are not quite the put-together folks that we may sound like in these recordings. We have a wonderful editor, Mandy Moore, who makes us sound so much better than we are. But we'll often pause and stop and then discuss what we want to talk about next. And Steph always knows the exact phrase that she or I left off on. And it has been so valuable to the team. But really, it's been just such a pleasure getting to have these conversations. It's also been something that has just gently been in the back of my mind at all times. And so, I'm observing the work in any given week as I'm doing it. It's almost like meditation in a certain way, whereas I'm working on something, like, oh, this is actually really cool. I want to take a note about this and talk about it on The Bike Shed with Steph. And having this outlet, having this platform to be able to have those conversations and knowing that there are people out there is fantastic, although it's very weird because really, every one of these recordings is just you and I on a video call. And so there is an audience, I'm pretty sure. I think people listen to the show; I don't know, occasionally they write in, so it seems like they do. But at the end of the day, this really just feels like a conversation with a friend, and that has been so valuable to have. And yeah, I'm definitely going to miss that. It's been a wonderful run, you know, four years is a long time. It's about as long as I've done most things in my career. And so I'm very happy with what we have done here. And there's a trite saying that isn't...yeah, whatever; I'll just say it, which is, "Don't be sad that it's over. Be glad that it happened." And I guess I'm still going to be sad that it's over. But I am so glad that I got the opportunity to do this, that you joined in this adventure and that we got to chat each week. It's been really delightful. STEPH: I really liked how you refer to this as being a meditative state. And that is something that I have certainly picked up from you and thoroughly enjoyed that I have this space that I get to show up and bring these ideas and topics and then get to talk them out with you. And that has been such a nice way to either end the week or start a week. I mean, it doesn't matter. Anytime that we record, it's this very nice moment of the week where we get to come together and talk through some of the difficulties and share our stories. And that's been one of my favorite moments is because you and I get to show up and share everything that's going on. But then when someone writes into the show or if they send a tweet or something and they share their story or their version of something that happened, or if they said that we made them laugh, that was one of my favorite accomplishments is the idea that something that we have done was silly enough or fun enough that it has brought them joy and made them laugh. So I, too, I'm very, very much going to miss this. It has been a wonderful adventure. And I thank you for encouraging me to come on this adventure because I was quite nervous in the beginning. And this has definitely been an aspect of my life that started out as something that was very challenging and stretching my limits, and now it has become this very fun aspect and something that I get to show up and do and then get to share with everyone. And I do feel very proud of it, very much in part to Thom Obarski, who was our initial producer and helped us have that safe space to chat about things. And now Mandy, who keeps the show running smoothly and helps us sound our best week to week. So it's been a wonderful adventure. This is going to be hard to let go. And I think it's going to hit me most. Like, this was one of those things as we're talking about it, it's, like, I'll see you next week. This will be fine. But I think it's going to hit me when there's something that I want to talk about where I'm like, oh, this would be great to talk about, and I'll add it to The Bike Shed Trello board. And I'll be like, oh yeah, that's not a thing anymore, at least not quite in the same way that it was. CHRIS: So what I'm taking away from this is that you're immediately going to delete my phone number the minute we hang up this call and stop recording. [laughs] STEPH: Oh yeah. I preemptively deleted. So that's already done. Friendship is over at this point. CHRIS: That's smart. Yeah, because you might forget otherwise in the heat of the moment as we're wrapping this whole thing up. STEPH: [laughs] CHRIS: But actually, on that note, in a slightly more serious vein, again, there's this weird aspect where the audience is out there. But we're very sort of disconnected, particularly at the moment in time where we're recording. But it has been so wonderful getting various notes from listeners, listener questions, but also just commentary and the occasional thanks and focusing; oh, you pointed me in the direction, or you helped me think through a complicated piece of work or process a problem that we were having. And so that has been just so, so rewarding. And one of the facets of this that has been so interesting to me is being able to connect to people and basically put out there what we believe about software, and for the folks that resonate with it and be able to have that connection instantly. And meeting people, and they're like, "Oh, I've listened to The Bike Shed. I like all these things." I'm like, oh, cool, we get to skip way further into the conversation because I've already said a bunch, and you say you like that thing. So, cool, we're halfway through our introductory chat. And I know that we agree about a bunch of things, and that's really wonderful. And frankly, I'm going to miss that immensely. So for anyone out there who's found something valuable in this, who's enjoyed listening week to week, or perhaps even back to Upcase for things, I would love to hear from you. I'd love to connect to folks. Send me an email, Twitter. I'm on all the places. I'm Chris Toomey in various spots or ctoomey.com on the internet. Chris Toomey on GitHub. I'm findable, I think. Chris Toomey developer will probably get you there. But I would really love to hear from folks, to connect to folks, you know, someday down the road; I think I'll be hiring again. And that'll be fun. I would love to work with some of the folks that have listened to this show or meet you at a conference, or if I happen to be traveling to a city or you're traveling to Boston. Really for me, so much of what this show is about is connecting with people around how we think about building great software. And so, I would love to continue that forward into the future. So yeah, say hi, if you're interested. STEPH: I agree. That's been one of the most fun aspects of being co-host of the show. And I'll be honest, you are welcome to contact me, but I am going to be off-grid for probably six months. [laughs] So just know that there will be a bit of a delay before you hear back from me. But I would definitely love to hear from you. I also want to say a very heartfelt thanks to a couple of people, just folks that have made this journey incredible and have made it so much fun. One, in particular, is everyone at thoughtbot for their continuous stream of knowledge. I mean, frankly, my software opinions wouldn't be half as interesting if it wasn't for everyone at thoughtbot constantly sharing their knowledge and being a source of inspiration. So I deeply appreciate everyone that has contributed to topics and ideas and just constantly churning out blog posts because those are phenomenal. And I also want to give a shout-out to my husband, Tim, because he has listened to The Bike Shed for many years and even helped out with a number of show notes when that was something that you and I used to do before Mandy made our life so much easier and took that over for us. And has intervened a number of times when Utah mid-recording would decide it's time to play. So I want to give a very special thank you to him because he has been a very big supporter of the show and frankly helped me manage through a lot of the recordings for when I had an 80-pound dog that was demanding my attention. CHRIS: I think continuing on the note of thanks; similarly, I'm so grateful to thoughtbot as an organization for everything that is represented in my career. It's a decade-plus that I have been following and then listening to the podcasts and then joining the organization, and then getting so many wonderful opportunities to learn about this thing called web development. And then, even after I left the organization, I was able to stay on here on The Bike Shed and hang out and still chat with you, Steph, which has been really wonderful. So thank you, thoughtbot, so much. Thank you to Joël Quenneville, who will be the continuing host of the show. This show is not going anywhere. And, Steph, you and I aren't really going anywhere, but we won't be around anymore. But we are leaving it in the very, very capable hands of Joël, and I'm super excited to hear the direction that he takes it and Joel's incredibly thoughtful and nuanced approach to thinking about programming and communicating. So I think that will be really wonderful. And lastly, I definitely want to thank Derek Prior and Sage Griffin, the two original hosts of this show, who really produced something wonderful, and for many years, I think it was about four years that they hosted together. I was an avid listener despite actually working at the company the whole time and really loved the thing that they produced and was so grateful that they entrusted me with continuing it forward. And hopefully myself and then with the help of you along the way, we've...I think we've done an okay job, but now it is time to pass the torch or the green lantern. That's the adage I've been going with. Gotta pass the lantern, pass the mantle on to the next one. So, Joël, it's going to be in your hands now. STEPH: Yeah, I'm so looking forward to future episodes with Joël Quenneville. They are going to be fabulous. So I've been thinking in terms of this being our finale episode and then a fun ending for it, so there's a thing called the 21-gun salute, which is the military honor that's performed by firing cannons or artillery. Not to be confused with the three-volley salute, which I definitely confused earlier that is reserved and used at funerals, which this is not. So using the 21-gun salute, I was like, hmm, it is The Bike Shed, and we have this cute ring ring that goes. So I think for our finale, we should have a 21-bell salute as we exit the shed and right off into the sunset. CHRIS: I love it. I couldn't imagine a more perfect send-off. So with that, what do you think? Should we wrap up? STEPH: Yes, but I have one more silly thing to add. I've thought of a new software idiom that I'm excited about. And so, this may be my final send-off into glory that I'd like to share with you. And I think that we should make like a shard and split. CHRIS: [laughs] I so appreciate that in this moment, this final moment that we have together, you choose to go with a punny joke. It is so on brand for the show. It is absolutely perfect. And I think with that note, shall we wrap up? STEPH: Let's wrap up. CHRIS: The show notes for this episode can be found at bikeshed.fm. STEPH: This show is produced and edited by Mandy Moore. CHRIS: If you enjoyed listening, one really easy way to support the show is to leave us a quick rating or even a review on iTunes, as it really helps other folks find the show. STEPH: If you have any feedback for this or any of our other episodes, you can reach us at @_bikeshed or reach me on Twitter @SViccari. CHRIS: And I'm @christoomey. STEPH: Or you can reach us at hosts@bikeshed.fm via email. CHRIS: Thanks so much for listening to The Bike Shed, and we'll see you next week. ALL: Byeeeeeeeeee!!!!!!!! ANNOUNCER: This podcast was brought to you by thoughtbot. thoughtbot is your expert design and development partner. Let's make your product and team a success.

Path to Well-Being in Law
Path to Well-Being in Law - Episode 24: Kori Carew

Path to Well-Being in Law

Play Episode Listen Later Aug 10, 2022 57:12


CHRIS NEWBOLD: Hello, wellbeing friends. Welcome to the Path To Well-Being In Law Podcast, an initiative of the Institute for Well-Being in Law. As you know, my name is Chris Newbold. I serve as executive vice president of ALPS Malpractice Insurance. You know, our goal here on the podcast is to introduce you to thought leaders doing meaningful work in the wellbeing space within the legal profession, and in the process, build and nurture a national network of wellbeing advocates intent on creating a culture shift within the profession. As always, I am joined by my co-host, Bree Buchanan. Bree, how are you doing today? BREE BUCHANAN: I'm doing great, Chris. Great to be here. CHRIS: Good, good. As you all know, Bree is the president of the Institute for Well-Being in Law. Bree, we have some really exciting news to share about the institute and the journey that we're on to engineer this culture shift. Would you maybe give us a clue as to the breaking news that I think that we were so excited about? BREE: Nobody could be more excited than me because you said, you know, Bree is the board president. Well, up until this news, I had two jobs. I was the acting executive director, so I am just delighted to let people know we have hired our first full-time staff person and that is our inaugural executive director. Her name is Jennifer DiSanza. She comes to us with a whole host of experience in wellbeing issues and particularly with the law students. For many reasons, we wanted to bring Jennifer on board, but also strategically, we really realized that's where she's coming from is the future of our profession. And also, aside of where we know there's a lot of behavioral health distress and stress on the youngest members of our profession and the law students. So we're just thrilled to have Jennifer on board. CHRIS: Yeah. See, I had the privilege of serving with you Bree on the hiring committee. Boy, we have a dynamic leader now that will be working day-to-day to think about advancing wellbeing in our profession. You know, there's so much work to be done as you well know. We're actually planning on having Jennifer as our next podcast guest, which will be awesome to be able to just talk about the vision, why she's passionate about this work. It will also happen to be after the conclusion of some strategic planning that we as a board will be doing. So things are just really aligning well with both what has transpired, where we're going, and then focusing on what lies ahead in terms of some big issues that we have to tackle as we think about the wellbeing of lawyers and legal professionals in the profession. With that, today we're going to circle back to, we've spent considerable time in the area of diversity, equity, and inclusion. You know, we had anticipated a three part series on this, but sometimes you extend an offer and you get somebody who's so awesome that you sit there and go, we have to expand this even further. Right? BREE: Along came Kori. Yeah. CHRIS: That's right. Along came Kori. And when Kori came along, we're like, okay, we're breaking the rules. We're totally bringing Kori into the mix. And so we were really excited to welcome Kori Carew to the podcast. Bree, would you be so kind to introduce Kori? And again, this is I know a podcast that we've been very excited and looking forward to. BREE: Absolutely. So Kori is a people inclusion strategist, an advocate, a speaker, a writer, a status quo disruptor. Got to love that. Child of God, wife and mother of two curly-haired, wise, energetic, fierce, spitfire daughters. Her family is multi-ethnic, multi-racial, multi-religious and spans multiple nationalities. She brings a fierce love of community and belonging that transcends differences to work, ministry and life. She loves to sing, cook, entertain, dance in the hallways at work, we need a video component of that, and read. Equipping leaders to be inclusive, to interrupt bias and disrupt the status quo. At her day job, she focuses on developing and implementing strategies for individual career and diversity and inclusion success, and helps organizations build bridges across differences and improve inclusion. BREE: When she's not working, she focuses her voice and talent on issues of gender equity and rights, inclusion, and human and civil rights, serving in her church and community, and cherishing her phenomenal tribe and community. She's energized by helping people live their very best lives. Kori was the Director of Strategic Diversity Initiatives for seven years at Shook, Hardy. And then she came over to Seyfarth and is now the Chief Inclusion and Diversity Officer there and oversees their really spectacular wellbeing program, Seyfarth Life, and a whole host of other initiatives we're going to hear about. So Kori, welcome to the podcast. CHRIS: Yay. KORI CAREW: Thank you. I appreciate you inviting me to be on this podcast and also very much the work that you are doing. This conversation of wellbeing for attorneys is such an important conversation. It's one that we probably started having too late, and it's one where diversity and inclusion, there's more work to be done than time. I'm super thankful for all that you do and all that you do to help our profession be better, so thank you very much. BREE: You bet. Kori, I'm going to start off. We ask all of our guests a variation of this question. What experiences in your life are drivers behind your passion for work around diversity, equity, and inclusion and belonging and wellbeing? KORI: Thank you for that question. And of course, you're causing me to go down a bit of memory lane. You would think this is an easy question, but it actually is not. It's not as easy because it forces you to look in the rear view mirror and try to understand where the dots connected to where you are. Before I do that, I do want to make one small correction. Seyfarth Life is an incredible initiative at Seyfarth that I am super proud of and one of the things that energized me about joining the firm. It has a steering committee that leads it. It's four partners at the firm, all of whom have a connection to wellbeing and mindfulness. My department and my role actually does not oversee Seyfarth Life, but we do work very closely with them. Because as one of the founding members, Laura Maechtlen noted from the very beginning, there's that intersection between inclusion and diversity and belonging and wellbeing, and the two work very closely together. But my department does not oversee Seyfarth Life. So just wanted to make sure I give credit to the right people. BREE: Absolutely, give credit where it's due. KORI: You know, because they're awesome and they do great work. In fact, if I may brag on them, out of the steering committee members, one of them is the chair of the largest department in the firm and an executive committee member and co-chair of the national diversity and inclusion action team. Oh, wait a minute. No, that's not right. Three are office managing partners. They're part of this steering committee, this leadership group, because they actually practice wellbeing and mindfulness and meditation in their own personal lives and allow it to influence how they lead. So I know Seyfarth didn't pay me to do a promotion, but I felt like I needed to shout some guys out. BREE: Absolutely. KORI: Our talent team helps them quite a bit in terms of organizing programs and handling the administrative and logistic things. Okay. So to answer your question, what are the experiences? I often say this and it is true that when I look at my life in the rear view mirror, how I ended up where I am makes a lot more sense as I connect the dots in ways that I probably couldn't have foreseen. For example, I never intended to be a diversity and inclusion professional. I actually never intended to go to law school. I started my university career as an electrical engineering major. When I came to the U.S., I wanted to build planes. That was my thing. I wanted to be an aeronautical engineer. I wanted to build planes. I loved science. I could spend hours in the lab. One of the best gifts I ever got was a lab coat. My dad had a custom drawing board built for me when I was a teenager that I carried with me everywhere because technical drawing, engineering drawing was one of my top subjects. KORI: So a lot of things make sense in hindsight. I look at my family composition and my sisters and I were all born in different countries. We have different passports. We grew up in Nigeria, a country with over 300 different ethnic groups with different languages and traditions and customs, so there's that. My family is multi-religious, multi-ethnic, multi-national, multi-racial and there's just so much diversity there. You know, in the family tree, there's a granduncle that's a Methodist church bishop, and one that's an Imam. And my grandfather's father was a teacher, was a teacher of the Quran. And so all of that diversity is there in the family, but it probably influenced how my parents raised my sisters and I and how even through childhood, I was always the person who was connecting the dots between similarities between people. And today we would call that cultural fluency, this ability to recognize cultural differences and not judge them but just adapt to them and be able to say, okay, you know what? KORI: It looks to me like person A is looking through a lens that's different than person B, but they're looking at the same thing. So how can I get these two people to be on the same page? So there's that family dynamic. But another thing that happened when I was growing up that I do think influenced me quite a bit. I grew up in Nigeria. Most of my childhood, we had one military dictator after another. So I grew up with coos happening more often than I would prefer. There were times that things broke out into religious violence. You're talking about incidents where a few people are killed or a lot of people are killed and everything goes to standstill, everybody's on edge. You don't leave your home. When the students go on riots because they're protesting something and things get out of hand, you're turning off the lights in your home and sort of huddled together, trying to make sure that you stay together as a family until everything passes over. So that was also something that I grew up around and experiencing. KORI: And then my parents are from Sierra Leone. Sierra Leone is actually my home country. If you ask me where I'm from, I will tell you I was born in Canada, grew up in Nigeria, but I'm from Sierra Leone. Because in my culture, you're where your father's from. So my entire identity has always been that I am from Sierra Leone. In the '90s, Sierra Leone began to experience a very brutal civil war, which calling it a civil war is actually inaccurate. You have a bunch of people with weapons who terrorize the population for 11 years. And it's been one of the most brutal wars that the world has seen at least in recent times. And that impacted my family in the sense that we lost people, in the sense that I hadn't been back to Sierra Leone for a long time. And it kind of started with my mom not feeling it was safe enough for us to go and visit, with grandparents living on the run and being sick and dying and me not seeing them in a long time because of just this state of chaos. KORI: And all of this fueled how I ended up going to law school, wanting to do human rights work, wanting to be a human rights lawyer, feeling as if I learned so much about the American system and the role that the legal profession played in terms of maintaining democracy and freedom and wanting to multiply that. Right. But then I go to law school. I graduate. I fall in love with a boy who I actually started dating in college, and I ended up in Kansas City because I followed a boy. You know, career took a different turn, ended up being a defense lawyer. And then you fast forward to doing an evaluation and me going through a process of saying, okay, I've done a lot of the things I wanted to do. I've achieved a lot of the things I wanted to achieve. I wanted to try cases. I wanted to build this reputation. I wanted to be successful in A, B, C, D. KORI: And I started taking inventory of the things I was passionate about, the skills I developed, the experiences I had and where I was losing time. You know, where was I given my time in community? What were the things that I could lose myself doing in such deep flow that I don't even recognize that time has gone by? And that journey ended up leading me to inclusion and diversity work and I haven't turned back since. There's some aspects of the legal profession I miss. I miss trying cases. I miss solving problems for clients. It may sound like the weirdest thing, but boy, playing around with evidence, rules, and figuring out how to get things in or keep things out is a nerdy love of mine. And so those are just some of the experiences that I would say led me to this love for helping people build bridges and I'm empower people to succeed despite the challenges, and being able to create just a level of cultural fluency amongst groups of people so that we understand how much better we are together as opposed to isolated from one another. So that's a long answer. BREE: Well, what an amazing life you've had to date and an incredible background that informs your work at a depth that I know Chris and I can't even begin to imagine. CHRIS: For sure. Kori, how long have you been more squarely centered on the inclusion and diversity side of things? KORI: I have been for 11 years now full-time diversity. What I realized, you know, somebody asked me a question similar to this, how long have you been doing diversity work, which is different from what I usually hear. I actually did the inventory and realized that, you know, 29 years ago, when I first came to the U.S., that was when I actually started doing presentations. At the time, we called them multiculturalism. We started doing presentations on bridging differences, on being able to understand different cultures and how you navigate it. And so I've been actually teaching on diversity, inclusion, cultural fluency leadership topics now for 29, 30 years. But it being my full-time job, that happened when I left litigation and moved over to Shook, Hardy & Bacon. CHRIS: Okay. I think a good point to maybe start the conversation is, you know, again, your perspective is so unique and informed. For diverse members of the profession, can you talk to our listeners about some of the more challenging aspects of the last couple of years? KORI: Yeah. So the last couple of years have been tough for everyone. This pandemic, it's been brutal and it's impacted us in so many different ways. We've lost our sense of certainty to the extent that we didn't had any. We've lost our ability to have some kind of predictability, something that is a core need, a core need for many of us. Well, not for many of us, for everyone. It's actually a core human need. And so we've been sort of thrown into this whirlwind of uncertainty with no deadline, right? We went from thinking, well, I'll speak for myself. You know, since I'm not a scientist, I foolishly thought, well, maybe in two weeks I'll go back to the office. And then it was a month. And then I thought six weeks. And then I thought for sure by summer 2020 we'd be able to go out and about and things would be quasi under control. And here we are, you know, some 28, 29 months later and we still have COVID. I'm sick right now recovering from COVID after avoiding it for almost 30 months, I get it. KORI: So you have that benchmark that is impacting everyone and the uncertainty that we've seen with everything going on around us. But as with everything, I think people from historically underrepresented and marginalized groups, what happens is the things that... There's this saying that the things, and I'm going to probably say it wrong. And it may be an African American saying, but it's this thing that what gives some people a cold will give others the flu. And so what you've seen then is populations that have been historically marginalized and underrepresented and haven't had access to full equity, had been impacted very differently by the same storm that we're all in. So we're all in the same storm, but we're not in the same boat. We're experiencing it differently. So communities of color, we know got hit by COVID much harder. KORI: And you have that intersection between race, between housing inequity, between education inequity, between healthcare inequity and healthcare access, all of those things coming together to adversely impact some groups more. So if you are someone who is Brown or Black, or from one of these historically marginalized communities, and you are going to work during the pandemic, or you're working from home, you are more likely to have family members who have been directly impacted by COVID, right? You are more likely to have lost family members. You also, generally speaking are more likely to be in a position where you are in an extended family situation where you are responsible for more people than just yourself. You know, one of the things that we know, for example, that impacts generational wealth is that those of us from communities of color oftentimes are responsible not just for ourselves, but for extended family members. KORI: So you have that dynamic playing, then you have the racial pandemic, which has been going on, but in the last two years have come to fevered pitch. And so the daily trauma of dealing with racism and microaggressions then gets compounded by all the incidents, George Floyd, Charles Cooper, and all the other incidents that have been bombarding us from our television screens, from the news reports, from articles. And so now all of a sudden everything is right in your face and you're dealing with all of it at the same time. And so those are some of the things that are professionals from "diverse communities," from underrepresented marginalized communities have been dealing with. And our reserves have been tapped into and overstretched to where for some of us, it feels like it's been just too much. BREE: Absolutely. It's unimaginable just how much to carry on in that space. All of the things that you just described, this litany of horrors is on top of just the day-to-day difficulty as been expressed to me, and reading in my friends of people of color, just the microaggressions and just how hard it is. Just take away pandemic and everything else and the racial reckoning, how hard it can be just to get through the day. I can't even imagine. It is absolutely just too, too much. Kori, there's so much to unpack here. I wanted to kind of pushing us along here talking about diversity, equity, and inclusion and talking about belonging and overlaying that. I mean, when I started looking in the legal profession, we talk about DEI, it was diversity then DEI, and now we're getting into some of the really, to me, needy and interesting stuff around belonging. I know that you created a belonging project at Seyfarth. Could you talk to us about the importance of that, and also about this project that you got started at Seyfarth? KORI: Sure. Let me separate them out. Belonging is a conversation that more and more of us are having, and it is fairly new to the conversation when you're talking about diversity and inclusion. It started with we talked about diversity, and then we started talking about diversity and inclusion, and now we've included equity and belonging. Belonging goes to that sense, that feeling that each of us have when we belong and we feel like we are part of a group and that we belong to something that is bigger than us. It is also a core human need. Brené Brown has this phrase that she says that we have three irreducible needs, and they are to be loved, to connect, and to belong. What we know from the research is that when we don't have belonging, it impacts us. It is wired into our DNA to belong to something. KORI: So we will either have healthy belonging, or we will seek a belonging that may not be healthy and may not be good. This is where you can queue in hate groups and cult because they will do anything to belong. We will also conform to fit in so that we have a quasi sense of belonging. The problem though is that when we don't have belonging, we actually see physiological, physical, spiritual, mental, psychological impact on our wellbeing. It impacts our sense of health. Forget our sense of health. It actually impacts our health, right? We know that exclusion and the lack of belonging actually results in increased depression, increased high blood pressure, increased diabetes. Incidentally, a lot of the same things that racial trauma and microaggressions also causes on the human body. And so if we don't have that sense of belonging, then we are not able to actually actualize that sense of inclusion where everyone is able to be leveraged and their differences and their strengths leveraged so that they can succeed as they want to succeed. KORI: And without belonging, you don't get wellbeing. But conversely, without wellbeing, you can't cultivate that sense of belonging. And so those two things are intertwined as well as this concept of engagement, which also is in the mix, right? You can't create engagement unless you have social connection and belonging. And so all of these things come together. Unfortunately, in many of our organizations, they're treated as separate, right? In many organizations, you have the wellbeing function being managed in a way that it doesn't speak to diversity, doesn't speak to belonging at all. So imagine now we just talked about COVID and we talked about how COVID has impacted everyone. Then imagine you're developing a wellness initiative or a wellbeing initiative and you're not stopping to think, oh, wait a minute, because of diversity, this pandemic has impacted people in different ways. KORI: And so I can't just trot out a wellbeing program without factoring in diversity and how diversity has resulted in different people experiencing this pandemic differently. Similarly, we fail when we try to, for example, have a wellbeing initiative that doesn't stop and think, oh, wow, we're not talking about racial trauma. We're not talking about microaggressions. We're not talking about the impact of implicit bias and exclusion on the psychological and physical wellbeing of the people in our organization. And so what's happening is these concepts are tied together, but in our organizations and most of our organizations, we're not doing DEI and incorporating wellbeing and we're not doing wellbeing incorporating DEIB. Instead, we're acting as if they're completely separate and they're not. CHRIS: I mean, I think it goes without saying, we, I think as human beings, sometimes we compartmentalize of there's this and then there's that. I think that from the infancy of the institute, I think we've emphasized the importance of diversity, equity, and inclusion as part of, has to flow through everything, every lens that we look at from the wellbeing perspective. But I have to admit, it's been more challenging than I think, than we've appreciated because sometimes we look a little bit myopically at some of these issues without broadening our lens. That's the perspective that I think that you can bring our listeners that, again, this intersection of diversity, equity, inclusion, belonging with wellbeing, I guess I'd be curious on just, how can we merge? Right? Because again, even the fact that there's organizations that work over here and organizations that work over here, and we really should be just the coalition and the umbrella and the totality of how it all works together is something that I don't know that we appreciate the magnitude of. KORI: Well, and the only way we can appreciate the magnitude is if we have these honest conversations. But we also have to have the conversations around the structural and the cultural underpinnings, right? How do we have conversations about wellbeing that take into consideration differences? That take into consideration, okay, we're telling people, hey, we have therapy or we have EAP, or we have whatever the organization offers. But how do you do that and also acknowledge that for some communities that there is a stigma around maybe going to a therapist? How do you have that conversation with those communities? Or that racial bias and racial aggressions are having an impact on people, but you have an entire generation of Black people, for example, who have survived by plowing through all the challenges that the world has put in front of us. And to sit down and talk about the way in which racism has impacted us is asking us to put our shields down, which means opening up ourselves to attack, which means possibly being accused of playing the race card. Right? KORI: All of things that you may have grown up in a time where we just didn't talk about that in mixed company, we only talked about that with each other. And so there are all these layers, all these layers. I recently listened to a friend of mine, Ratu Basin, and she was talking about how it feels for her as someone of Indian heritage to see how much yoga, for example, has been whitewashed. There's so many conversations to be had even in the wellbeing space, even when we're talking to people about things like self-care. Well, what are you recommending? Because some of the things we tell people to do for self-care, go get a massage, who can afford that? What culture support that kind of self-care? And is that really self-care or is that treating a symptom? Should self-care and wellbeing be about a way of life and a way of working such that we don't need these emergency [inaudible 00:32:26] like solutions to fix the symptoms, right? KORI: And that's the big conversation and that's the conversation I'm hearing some lawyers begin to ask where they say, the organization says they care about wellbeing, but we're getting these other messages that say it's productivity and hours and billables that matter, right? How do we shift the culture and how we're embracing these topics in a way that makes it more meaningful? I just realized, I didn't even answer your second question about the belonging project, but yeah, this is the stuff that to me, I see a lot of potential for us to have really good conversations that can lead to solutions that are more inclusive of a diverse profession. BREE: Kori, you're clearly such a thought leader and a visionary in this space. Can you talk a little bit about how do we get change to occur in a profession, the legal profession that is so reluctant to change? Even more so than general society. Where do you see the bright points of really being able to make some change? KORI: Can you repeat that question? BREE: Yeah. Just about how do we get change to occur in the legal profession? You know, this is a profession that is just so stayed and slow and bound up in tradition. This is the way we do it, that sort of thing. And here you are with these fabulous ideas, working with a very large law firm, having come from another very large law firm so you're in this space. What are your ideas for actually getting real change to occur? Where are the pressure points, I guess? KORI: Well, I think some of the pressure points are actually external. You asked me a question earlier about the last two years, something that I didn't mention that has impacted a lot. It's impacting individuals from underrepresented groups, but it's also impacting our organizations. Is this fake cultural war that is also going on, you know, regardless of what political party you're in, I think we can acknowledge that for the last six years, there has been an attack on everything that we are trying to accomplish in diversity and inclusion. White is now Black, Black is now white. And if we are in a state of being, for example, where I'll use Florida as an example where someone can say, we want to ban any training if it makes someone uncomfortable. What you're essentially saying is let's keep the status quo the way it is, even if the status quo supports white supremacy. KORI: Even if the status quo is inequitable. You would rather keep the status quo than have an uncomfortable conversation. When it comes to the legal profession, in particular, law firms, because of how we are constructed. A law firm essentially has multiple owners. It's not like a corporation that has a board of directors and has shareholders. Let's say you have a law firm of a thousand people and 300 of them are partners. You have 300 people running around who think that everybody should have an equal say in every single decision. It's one of the reasons that law firms function so differently from other companies and why decision making is so different. Everything we do is different. You know, we put people in leadership positions not because they're leaders, but because they're great trial attorneys or they're great business generators or whatever, whatever the criteria is, but rarely is it because someone actually is a good leader. KORI: And so we have this culture that we have built that really makes it difficult for us to have real hard conversations on the things that really matter, on the things that really can make change. So imagine that law firm now sitting in the last six years and even more so in the last three years. I can tell you when it comes to diversity, inclusion, many of us are throwing our hands up and saying, so how in the hell are we supposed to have this conversation then? If you're saying, oh, we can't talk about white privilege because someone says, oh, that offends me. Or we can't talk about systemic racism because someone's going to say, oh, wait a minute, if you say systemic racism is real, then that's anti-American. So we are living in a time where the terms racism, the terms CRT have been completely redefined to where they mean nothing that even resembles what they actually mean. KORI: And then we're over here arguing about these fictitious decisions, these fictitious definitions, and we're not actually doing the hard work that needs to be done, right. Because if you won't even acknowledge that systemic racism is real, then how do we evaluate the systems to see where we may be having inequitable results and then changing those systems? Because if you deny a thing exists, then we can't even address it. BREE: Absolutely. KORI: And so that's probably one of the biggest challenges I see, but also the biggest opportunity. And if anything is going to change when it comes to diversity, we have got to get more courageous about having difficult conversations, but conversations that are worthwhile, they are important. Nothing about creating equity is comfortable and cozy and touchy-feely, it's hard work. It requires us to say some things that we maybe may not have faced before, but we don't get to change what we won't face, what we won't acknowledge, and what we won't be honest about. It's like, you can't write a new end into the story if you won't acknowledge the truth of the story. That's the whirlwind that I think we are in now, not just as a profession, but as a country and a society. BREE: Absolutely. What an incredibly difficult place to be? Yeah, go ahead, Chris. CHRIS: Well, I was just going to say, I want to unpack that more. Let's do this. Let's take a quick break and come back because I mean, my burning question and Kori began to sort of thinking about it, which is what's the pathway to better, more productive, honest conversations, right? Because I think that you're right. The question is, how do we create the environments for ultimately that societal discussion to occur in the most productive way? So let's take a quick break and we'll come right back. — ADVERTISEMENT: Meet VERA, your firm's Virtual Ethics Risk Assessment Guide developed by ALPS. VERA's purpose is to help you uncover risk management blind spots from client intake to calendaring, to cybersecurity, and more. VERA: I require only your honest input to my short series of questions. I will offer you a summary of recommendations to provide course corrections if needed, and to keep your firm on the right path. Generous and discreet, VERA is a free and anonymous risk management guide from ALPS to help firms like yours be their best. Visit VERA at alpsinsurance.com/vera.   — CHRIS: Okay. We are back with Kori Carew, our esteemed guests and the chief inclusion and diversity officer at Seyfarth Shaw. Kori, we were just getting into the, I think the discussion. I feel like we're going deeper than even I had thought we would in the conversation, which I love. You know, as we think now about we need to have the honest conversations, right. And so I would just be curious on your opinion as what's the pathway to get there. If we appreciate that there's a lot of noise and the volume levels are high, and there's a lot of yelling, frankly, on both sides of the equation. What's the pathway toward problem solving, thoughtful discussion, intentional discussion that ultimately advances the dialogue? KORI: Thank you very much for that question. Honestly, it's one I've been thinking a lot about. You know, I did do a TEDx in 2017 and the impetus for that TED really was that question that you just asked, which was, there's a lot of yelling and not enough dialogue that allows us to move into action. Since I gave that TED, I've sort of watched what's been going on in organizations and in the country. I don't think I would change anything about that TED, except that there are a few more things that I would emphasize. One of the first things that we have to do if we truly want to make progress, and I'm going to steal a Nigerian thing, tell the truth and shame the devil. We are avoiding being honest with ourself about so many things. Whether it is just being honest about the experiences people have in the organization, or being honest about where the gaps are, or being honest about what the failures are, or even individual honesty. KORI: That self-awareness to say, you know Kori, you talk a lot about wellbeing and you talk a lot about leadership, but the reason you talk about those things is because you were searching for something that you did not have in the leaders that you grew up under, right? So you were trying to create something for others that you didn't have, but you are also trying to create it for yourself. And there are many days that you totally suck. There are many days that you are making very bad wellbeing decisions. There are days that you are not as inclusive as you would want to be, but it's okay. And the only way you're going to get better is by acknowledging where you're not doing it right. Now, think about that when we're talking about gender or race or LGBT inclusion or disability inclusion. If we as individuals and we as organizations are not willing to be honest about our history, what has happened and what is happening, then we don't even have a starting point. KORI: And the way that we do that is very, very cliché. Getting comfortable with what is uncomfortable. I remember when I first started saying that, when I was at Shook, Hardy & Bacon and it wasn't even a thing many people were saying, and now people say it so often that it has lost its meaning. But it truly is the beginning point. And in too many of our organizations, we are shutting down any discussion or any movement in the name of trying to get consensus, or in trying to water things so much that they're meaningless, right? Or being so hyperworried about future possible hypothetical litigation that somebody may have over something that they don't like that they heard as opposed to possible litigation over people who do not feel like they are being treated equitably. You know, it's like we have to choose our heart. And so it's either the heart of sitting in the discomfort and learning things we may not want to learn, challenging ourselves, reaching deep to say, you know what? I don't really like that. KORI: When you talk to me about Christian privilege, this is a true story. Okay. True story. A [inaudible 00:46:22] of mine talked about Christian privilege. We're talking about something. She said, "Yeah, but there's also Christian privilege and people never talk about that." And can I admit to you that I was like, "Oh, is she for real? We're talking about racism and she's talking about Christian privilege." That was my initial reaction. But I sat with it. You know what? She was right. Because she was Pagan and I'm Christian. I've never had to use PTO for Christmas. My holidays are respected, they are recognized, they are centered, they are prioritized. But other people in this country who are not Christian do not have those privileges. Now that's a benign example because it's not one that makes people get as upset as some of the other topics. KORI: But the first step has to be a commitment to sit through the discomfort, sit through what may rub you wrong, and acknowledge that just because something is uncomfortable or just because something offends you does not mean the thing is wrong or it is offensive. And in many of our organizations, we haven't even gotten past that first part. Then the next part has to be a commitment to learn more. We have to operationalize being able to say to each other, tell me more, and not just, oh, I didn't like that training, or I didn't like what I was learning. But to say to yourself internally, okay, I didn't like that. But rather than projecting how I'm feeling it in this moment, I'm going to put myself in the position of saying, tell me more, help me understand why that bothered you, help me understand why you feel that way. Because until we're willing to do that, we're not going to learn. KORI: And without knowledge, we have no opportunity for growth. Growth comes with new knowledge. Growth comes with practicing new skill sets. Growth comes with trying things that you haven't done before. But if you're more invested in protecting the status quo than you are fighting for change, then the status quo will always win. And the status quo right now, it's not working for a lot of people from a lot of underrepresented and marginalized communities. Those are some of the things that have to happen. Oh, Chris, something else I want to add. Both sides. We got to talk about this both sides thing. Not every opinion and argument is equal, and that's something else that we're not willing to address head on. We've allowed inclusion to be so redefined that some people think it means anything and everything is of equal footing, right. KORI: But someone saying in the workplace, we need to be more inclusive of people with disabilities is not the same as someone saying, I don't think disabled people should have to work here. And sometimes what is crouching in is people want to hide behind inclusion to spew hate or bigotry or an excuse not to make the change and growth that is consistent with the so-called values of our organizations. I'll pause there because you're about [inaudible 00:50:05]. BREE: Yeah. I just want to comment to our listeners Kori's TED Talk, just in your browser, put in Kori Carew and TED Talk. I really encourage people to check it out. It is powerful and profound. So Kori, I'm going to ask you a question here that we also tend to ask this sometimes near the end, if you could look for, I don't know, five years or even a decade. If we can do a decent job around changing hearts and minds and attitudes around diversity, equity, inclusion, and belonging and wellbeing too, hopefully, how would the profession be different? What do you want to see? KORI: My goodness, my goodness, my goodness. Excuse me. That cough came up. If we could actually accomplish all these things that we've been talking about for 20 years, we would see leadership teams that are more humble in their approach, leadership teams that are people-centric, organizations that are listening to employees and actually care about what employees want. We would no longer be having conversations as if it's either you focus on the bottom line or you focus on employee happiness. Like we will understand that without happy employees who are engaged and doing fulfilling and meaningful work, we actually don't have a great bottom line to talk about. Right? Our organizations would look like inclusion and wellbeing and belonging, it's just part of the business strategy. It's not this separate siloed thing. It's not this thing that we talk about when we are worried about how the woman or the gays may react. Right. KORI: But it's just something that is operationalized into our values, into our competencies, into how we evaluate people, into how we promote people, and that we are constantly in humility, learning from each other. Right. So that even when somebody who's a chief inclusion and diversity officer, here's a phrase and someone says, "Did you realize that that was ableist?" That I would say, "I didn't. Tell me more." And once you tell me more, I changed my language, because we understand that we're always going to be moving. We're always going to be learning something new and there's always an opportunity to be better. And if we do that, we will also see different representation at all levels. We will actually have critical mass of diversity in our organizations. And then I would be unemployed. CHRIS: I was going to wrap up with this though, Kori, like if I was to serve up to you 500 managing partners, that were, again, I think one of the things that you've already mentioned is every individual in an organization is either additive or perhaps distracts from the culture that you're ultimately trying to create. A lot of the wellbeing discussion is about connecting and emphasizing wellbeing with decision makers and those who set the tone of organizations. And so my question to you is this, if I served up 500 managing partners of all sizes of firms around the country and they came and Kori was the keynote, what would be your message to them? KORI: My message to them would be that they are ridiculously in charge, that things happen in their organizations because they allow it, or they create it. And that by choosing to focus a hundred percent on their inclusive leadership skills and up in their ability to interrupt bias, to be culturally fluent, they could transform their organizations because where the leader goes, everyone else follows. BREE: Right. CHRIS: That's great. That's awesome. Well, again, Kori, you have certainly cultivated my curiosity, which I know is one of the things that you strongly advocate for. Couldn't be prouder to have you on the podcast and the sharing of your perspective. We got to get you more platforms for you to be able to shout loudly about these particular issues, because again, we got a lot of work to do, right. We know that there's a lot to be done in terms of realizing the potential of this profession, to realizing the potential of historically underrepresented and marginalized lawyers within our profession. Bree, I think that we all would agree that even as we pursue our wellbeing mission, that so much more has to be done on the diversity, equity, and inclusion perspective that integrates in the intersection there between those two that lanes need to merge in a much more substantive way. KORI: Thank you. CHRIS: Thank you, Kori. KORI: I appreciate it. I appreciate you having me. I appreciate you allowing Justin to come and hold my hand because she's my blinky today. I appreciate you inviting us to talk about what we're doing at Seyfarth and just my perspective as an individual separate from Seyfarth. Again, I've said this before, the work you're doing is so critically important. Thank you. Thank you. Thank you for everything that you do to promote wellbeing in the profession. So important. CHRIS: Awesome. Well, again, thanks for joining us. We will be back with the podcast probably in a couple weeks with our executive director, Jennifer DiSanza, which we are so excited to be having her join us as we talk about the future of where this movement is going. Thanks again, Kori. And to all our friends out there, we will be back in a couple weeks.

The Bike Shed
347: Tracking Velocity

The Bike Shed

Play Episode Listen Later Jul 26, 2022 38:50


Chris talks about a small toy app he maintains on the side and working with a project called capybara_table. Steph is getting ready for maternity leave and wonders how you track velocity and know if you're working quickly enough? They answer a listener's question about where to get started testing a legacy app. This episode is brought to you by Airbrake (https://airbrake.io/?utm_campaign=Q3_2022%3A%20Bike%20Shed%20Podcast%20Ad&utm_source=Bike%20Shed&utm_medium=website). Visit Frictionless error monitoring and performance insight for your app stack. jnicklas/capybara_table: (https://github.com/jnicklas/capybara_table) Capybara selectors and matchers for working with HTML tables Become a Sponsor (https://thoughtbot.com/sponsorship) of The Bike Shed! Transcript: CHRIS: Just gotta hold on. Fly this thing straight to the crash site. STEPH: Hello and welcome to another episode of The Bike Shed, a weekly podcast from your friends at thoughtbot about developing great software. I'm Chris Toomey. CHRIS: And I'm Steph Viccari. STEPH: And together, we're here to share a bit of what we've learned along the way. I love that you rolled with that. [laughs] CHRIS: No, actually, it was the only thing I could do. I [laughs] was frozen into action is a weird way to describe it, but there we are. STEPH: I mentioned to you a while back that I've always wanted to do that. Today was the day. It happened. CHRIS: Today was the day. It wasn't even that long ago that you told me. I feel like you could have waited another week or two. I feel like maybe I was too prepared. But yeah, for anyone listening, you may be surprised to find out that I am not, in fact, Steph Viccari. STEPH: And they'll be surprised to find out that I actually am Chris Toomey. This is just a solo monologue. And you've done a great job of two voices [laughs] this whole time and been tricking everybody. CHRIS: It has been a struggle. But I'm glad to now get the proper recognition for the fact that I have actually [laughs] been both sides of this thing the whole time. STEPH: It's been a very impressive talent in how you've run both sides of the conversation. Well, on that note, [laughs] switching gears just a bit, what's new in your world? CHRIS: What's new in my world? Answering now as Chris Toomey. Let's see; I got two small updates, one a very positive update, one a less positive update. As is the correct order, I'm going to lead with the less positive thing. So I have a small toy app that I maintain on the side. I used to have a bunch of these little purpose-built singular apps, typically Rails app sort of things where I would play with a new technology, but it was some sort of like, oh, it's a tracker. It's a counter. We talked about breakable toys in the past. These were those, for me, serve different purposes, productivity things, or whatever. But at some point, I was like, this is too much work, so I consolidated them all. And I kept like, there was a handful of features that I liked, smashed them all together into one Rails app that I maintain. And that's just like my Rails app. It turns out it's useful to be able to program the internet. So I was like, cool, I'll do that for myself. I have this little app that I maintain. It's got like a journal in it and other things. I think I've talked about the journal in the past. But I don't actually take that good care of it. I haven't added any features in a while. It mostly just does what it's supposed to, but it had...entropy had gotten the better of it. And so, I had a very small feature that I wanted to add. It was actually just a Rake task that should run in the background on a schedule. And if something is out of order, then it should send me an email. Basically, just an update of like, you need to do something. It seemed like such a simple task. And then, oh goodness, the failure modes that I fell into. First, I was on Heroku-18. Heroku is currently on their Heroku-22 stack. 18 being the year, so it was like 2018, and then there's a 2020 stack, and then the 2022. That's the current one. So I was two stacks behind, and they were yelling at me about that. So I was like, okay, but whatever. Can I ignore that for a little while? Turns out no, because I couldn't even get the app to boot locally, something about some gems or some I think Webpacker was broken locally. So I was trying to fix things, finally got that to work. But then I couldn't get it to build on CircleCI because Node needed Python, Python 2 specifically, not Python 3, in order to build Node dependencies, particularly LibSass, I want to say, or node-sass. So node-sass needed Python 2, which I believe is end of life-d, to build a CSS authoring tool. And I kind of took a step back at that moment, and I was like, what did we do, everybody? What is going on here? And thankfully, I feel like there was more sort of unification of tools and simplification of the build tool space and whatnot. But I patched it, and I fixed some things, then finally I got it working. But then Memcache wasn't working, and I had to de-provision that and reprovision something. The amount of little...like, each thing that I fixed broke something else. I was like, the only thing I can do at this point is just burn the entire app down and rebuild it. Thankfully, I found a working version of things. But I think at some point, I've got to roll up my sleeves some weekend and do the full Rails, Ruby, everything upgrade, just get back to fresh. But my goodness, it was rough. STEPH: I feel like this is one of those reasons where we've talked in the past about you want to do something, and you keep putting it off. And it's like, if I had just sat down and done it, I could have knocked it out. Like, oh, it only took me like 5-10 minutes. But then there's this where you get excited, and then you want to dive in. And then suddenly, you do spend an hour or however long, and you're just focused on trying to get to the point where you can break ground and start building. I think that's the resistance that we're often fighting when we think about, oh, I'm going to keep delaying this because I don't know how long it's going to take. CHRIS: There's something that I see in certain programming communities, which is sort of a beginner-friendliness or a beginner's mindset or a welcomingness to beginners. I see it, particularly in the Svelte world, where they have a strong focus on being able to pick something up and run with it immediately. The entire tutorial is built as there's the tutorial on the one side, like the text, and then on the right side is an interactive REPL. And you're just playing with the Svelte REPL and poking around. And it's so tangible and immediate. And they're working on a similar thing now for SvelteKit, which is the meta-framework that does server-side rendering and all the fancy stuff. But I love the idea that that is so core to how the Svelte community works. And I'll be honest that other times, I've looked at it, and I've been like, I don't care as much about the first run experience; I care much more about the long-term maintainability of something. But it turns out that I think those two are more coupled than I had initially...like, how easy is it for a beginner to get started is closely related to or is, you know, the flip side of how easy is it for me to maintain that over time, to find the documentation, to not have a weird builder that no one else has ever seen. There's that wonderful XKCD where it's like, what's the saddest thing on the internet? Seeing the question that you have asked by one other person on Stack Overflow and no answers four years ago. It's like, yeah, that's painful. You actually want to be part of the boring, mundane, everybody's getting the same errors, and we have solutions to them. So I really appreciate when frameworks and communities care a lot about both that first run experience but also the maintainability, the error messages, the how okay is it for this system to segfault? Because it turns out segfaults prints some funny characters to your terminal. And so, like the range from human-friendly error message all the way through to binary character dump, I'm interested in folks that care about that space. But yeah, so that's just a bit of griping. I got through it. I made things work. I appreciate, again, the efforts that people are putting in to make that sad situation that I experienced not as common. But to highlight something that's really great and wonderful that I've been working with, there is a project called capybaratable. capybaratable is the gem name. And it is just this delightful little set of matchers that you can use within a Capybara, particularly within feature spec. So if you have a table, you can now make an assertion that's like, expect the table to have table row. And then you can basically pass it a hash of the column name and the value, but you can pass it any of the columns that you want. And you can pass it...basically, it reads exactly like the user would read it. And then, if there's an error, if it actually doesn't find it, if it misses the assertion, it will actually print out a little ASCII table for you, which is so nice. It's like, here's the table row that I saw. It didn't have what you were looking for, friend, sorry about that. And it's just so expressive. It forces accessibility because it basically looks at the semantic structure of a table. And if your table is not properly semantically structured, if you're not using TDs and TRs, and all that kind of stuff, then it will not find it. And so it's another one of those cases where testing can be a really useful constraint from the usability and accessibility of your application. And so, just in every way, I found this project works so well. Error messages are great. It forces you into a better way of building applications. It is just a wonderful little tool that I found. STEPH: That's awesome. I've definitely seen other thoughtboters when working in codebases that then they'll add really nice helper methods around that for like checking does this data exist in the table? And so I'm used to seeing that type of approach or taking that type of approach myself. But the ASCII table printout is lovely. That's so...yeah, that's just a nice cherry on top. I will have to lock that one away and use that in the future. CHRIS: Yeah, really, just such a delightful thing. And again, in contrast to the troubles of my weekend, it was very nice to have this one tool that was just like, oh, here's an error, and it's so easy to follow, and yeah. So it's good that there are good things in the world. But speaking of good things, what's new in your world? I hope good things. And I hope you're not about to be like, everything's terrible. But what's up with you? [laughter] STEPH: Everything's on fire. No, I do have some good things. So the good thing is that I'm preparing for...I have maternity leave that's coming up. So I am going to take maternity leave in about four-ish weeks. I know the date, but I'm saying the ish because I don't know when people are listening. [laughs] So I'm taking maternity leave coming up soon. I'm very excited, a little panicked mostly about baby preparedness, because, oh my goodness, it is such an overwhelming world, and what everyone thinks you should or shouldn't have and things that you need to do. So I've been ramping up heavily in that area. And then also planning for when I'm gone and then what that's going to look like for the team, and for clients, and for making sure I've got work wrapped up nicely. So that's a big project. It's just something that's on my mind, something that I am working through and making plans for. On the weird side, I ran into something because I'm still in test migration world. That is one of like, this is my mountain. This is my Everest. I am determined to get all of these tests. Thank you to everyone who has listened to me, especially you, listen to me talk about this test migration path I've been on and the journey that it's been. This is the goal that I have in mind that I really want to get done. CHRIS: I know that when you said, "Especially you," you were talking to me, Chris Toomey. But I want to imagine that every listener out there is just like, aww, you're welcome, Steph. So I'm going to pretend for my own sake that that's what you meant by, especially you. It's especially every one of you out there in the audience. STEPH: Yes, I love either version. And good point, because you're right, I'm looking at you. So I can say especially you since you've been on this journey with me, but everybody listening has been on this journey with me. So I've got a number of files left that I'm working through. And one of the funky things that I ran into, well, it's really not funky; it was a little bit more of an educational rabbit hole for me because it's something that I hadn't considered. So migrating over a controller test over from Test::Unit to then RSpec, there are a number of controller tests that issue requests or they call the same controller method multiple times. And at first, I didn't think too much about it. I was like, okay, well, I'm just going to move this over to RSpec, and everything is going to be fine. But based on the way a lot of the information is getting set around logging in a user and then performing an action, and then trying to log in a different user, and then perform another action that was causing mayhem. Because then the second user was never getting logged in because the first user wasn't getting logged out. And it was causing enough problems that Joël and I both sat back, and we're like, this should really be a request back because that way, we're going through the full Rails routing. We're going through more of the sessions that get set, and then we can emulate that full request and response cycle. And that was something that I just hadn't, I guess, I hadn't done before. I've never written a controller spec where then I was making multiple calls. And so it took a little while for me to realize, like, oh, yeah, controller specs are really just unit test. And they're not going to emulate, give us the full lifecycle that a request spec does. And it's something that I've always known, but I've never actually felt that pain point to then push me over to like, hey, move this to a request spec. So that was kind of a nice reminder to go through to be like, this is why we have controller specs. You can unit test a specific action; it is just hitting that controller method. And then, if you want to do something that simulates more of a user flow, then go ahead and move over to the request spec land. CHRIS: I don't know what the current status is, but am I remembering correctly that the controller specs aren't really a thing anymore and that you're supposed to just use request specs? And then there's features specs. I feel like I'm conflating...there's like controller requests and feature, but feature maybe doesn't...no, system, that's what I'm thinking of. So request specs, I think, are supposed to be the way that you do controller-like things anymore. And the true controller spec unit level thing doesn't exist anymore. It can still be done but isn't recommended or common. Does that sound true to you, or am I making stuff up? STEPH: No, that sounds true to me. So I think controller specs are something that you can still do and still access. But they are very much at that unit layer focus of a test versus request specs are now more encouraged. Request specs have also been around for a while, but they used to be incredibly slow. I think it was more around Rails 5 that then they received a big increase in performance. And so that's when RSpec and Rails were like, hey, we've improved request specs. They test more of the framework. So if you're going to test these actions, we recommend going for request specs, but controller specs are still there. I think for smaller things that you may want to test, like perhaps you want to test that an endpoint returns a particular status that shows that you're not authorized or forbidden, something that's very specific, I think I would still reach for a controller spec in that case. CHRIS: I feel like I have that slight inclination to the unit spec level thing. But I've been caught enough by different things. Like, there was a case where CSRF wasn't working. Like, we made some switch in the application, and suddenly CSRF was broken, and I was like, well, that's bad. And the request spec would have caught it, but the controller spec wouldn't. And there's lots of the middleware stack and all of the before actions. There is so much hidden complexity in there that I think I'm increasingly of the opinion, although I was definitely resistant to it at first, but like, yeah, maybe just go the request spec route and just like, sure. And they'll be a little more costly, but I think it's worth that trade-off because it's the stuff that you're not thinking about that is probably the stuff that you're going to break. It's not the stuff that you're like, definitely, if true, then do that. Like, that's the easier stuff to get right. But it's the sneaky stuff that you want your tests to tell you when you did something wrong. And that's where they're going to sneak in. STEPH: I agree. And yeah, by going with the request specs, then you're really leaning into more of an integration test since you are testing more of that request/response lifecycle, and you're not as likely to get caught up on the sneaky stuff that you mentioned. So yeah, overall, it was just one of those nice reminders of I know I use request specs. I know there's a reason that I favor them. But it was one of those like; this is why we lean into request specs. And here's a really good use case of where something had been finagled to work as a controller test but really rightfully lived in more of an integration request spec. MIDROLL AD: Debugging errors can be a developer's worst nightmare...but it doesn't have to be. Airbrake is an award-winning error monitoring, performance, and deployment tracking tool created by developers for developers that can actually help you cut your debugging time in half. So why do developers love Airbrake? Well, it has all of the information that web developers need to monitor their application - including error management, performance insights, and deploy tracking! Airbrake's debugging tool catches all your project errors, intelligently groups them, and points you to the issue in the code so you can quickly fix the bug before customers are impacted. In addition to stellar error monitoring, Airbrake's lightweight APM enables developers to track the performance and availability of their application through metrics like HTTP requests, response times, error occurrences, and user satisfaction. Finally, Airbrake Deploy Tracking helps developers track trends, fix bad deploys, and improve code quality. Since 2008, Airbrake has been a staple in the Ruby community and has grown to cover all major programming languages. Airbrake seamlessly integrates with your favorite apps and includes modern features like single sign-on and SDK-based installation. From testing to production, Airbrake notifiers have your back. Your time is valuable, so why waste it combing through logs, waiting for user reports, or retrofitting other tools to monitor your application? You literally have nothing to lose. So head on over to airbrake.io/try/bikeshed to create your FREE developer account today! STEPH: Changing gears just a bit, I have something that I'd love to chat with you about. It came up while I was having a conversation with another thoughtboter as we were discussing how do you track velocity and know if you're working quickly enough? So since we often change projects about every six months, there's the question of how do I adapt to this team? Or maybe I'm still newish to thoughtbot or to a team; how do I know that I am producing the amount of work that the client or the team expects of me and then also still balancing that and making sure that I'm working at a sustainable pace? And I think that's such a wonderful, thoughtful question. And I have some initial thoughts around it as to how someone could track velocity. I also think there are two layers to this; there could be are we looking to track an individual's velocity, or are we looking to track team velocity? I think there are a couple of different ways to look at this question. But I'm curious, what are your thoughts around tracking velocity? CHRIS: Ooh, interesting. I have never found a formal method that worked in this space, no metric, no analysis, no tool, no technique that really could boil this down and tell a truth, a useful truth about, quote, unquote, "Velocity." I think the question of individual velocity is really interesting. There's the case of an individual who joins a team who's mostly working to try and support others on the team, so doing a lot of pairing, doing a lot of other things. And their individual velocity, the actual output of lines of code, let's say, is very low, but they are helping the overall team move faster. And so I think you'll see some of that. There was an episode a while back where we talked about heuristics of a team that's moving reasonably well. And I threw out the like; I don't know, like a pull request a day sort of thing feels like the only arbitrary number that I feel comfortable throwing out there in the world. And ideally, these pull requests are relatively small, individual deployable things. But any other version of it, like, are we thinking lines of code? That doesn't make sense. Is it tickets? Well, it depends on how you size your tickets. And I think it's really hard. And I think it does boil down to it's sort of a feeling. Do we feel like we're moving at a comfortable clip? Do I feel like I'm roughly keeping pace with the rest of the team, especially given seniority and who's been on the team longer? And all of those sorts of things. So I think it's incredibly difficult to ask about an individual. I have, I think, some more pointed thoughts around as a team how we would think about it and communicate about velocity. But I'm interested what came to mind for you when you thought about it, particularly for the individual side or for the team if you want to go in that direction. STEPH: Yeah, most of my initial thoughts were more around the individual because I think that's where this person was coming from because they were more interested in, like, how do I know that I'm producing as much as the team would expect of me? But I think there's also the really interesting element of tracking a team's velocity as well. For the individual, I think it depends a lot on that particular team and their goals and what pace they're moving at. So when I do join a new team, I will look around to see, okay, well, what's the cadence? What's the standard bar for when someone picks up a ticket and then is able to push it through? How much cruft are we working with in the codebase? Because then that will change the team's expectations of yes, we know that we have a lot of legacy code that we're working with, and so it does take us longer to get through things. And that is totally fine because we are looking more to optimize our sustainability and improving the code as we go versus just trying to get new features in. I think there's also an important cultural aspect. So some teams may, unfortunately, work a lot of extra hours. And that's something that I won't bend for. I'm still going to stick to my sustainable hours. But that's something that I keep in mind that just if some other people are working a lot of evenings or just working extra hours to keep that in mind that if they do have a higher velocity to not include that in my calculation as heavily. I also really liked how you highlighted that certain individuals often their velocity is unblocking others. So it's less about the specific code or features or tickets that they're producing, but it's how many people can they help? And then they're increasing the velocity of those individuals. And then the other metrics that unfortunately can be gamified, but it's still something to look at is like, how many hours are you spending on a particular feature, the tickets? But I like that phrasing that you used earlier of what's your progress? So if someone comes to daily sync and they mention that they're working on the same thing and we're on like day three, or four, but they haven't given an update around, like, oh, I have this new thing that I'm focused on, or this new area that I'm exploring, that's when I'll start to have alarm bells go off. And I'm like, okay, you've been working on the same thing. I can't quite tell if you've made progress. It sounds like you're still in the depths of the original thing that you were on a couple of days ago. So at that point, I'm going to want to check in to see how you're doing. But yeah, I think that's why this question fascinates me so much is because I don't think there's one answer that fits for everybody. There's not a way to tell one person to say, "Hey, this is your output that you should be producing, and this applies to all teams." It's really going to vary from team to team as to what that looks like. I remember there was one team that I joined that initially; I panicked because I noticed that their team was moving at a slower rate in terms of the number of tickets and PRs and stuff that were getting pushed up, reviewed, and then merged. That was moving at a slower pace than I was used to with previous clients. And I just thought, oh, what's going on? What's slowing us down? Like, why aren't we moving faster? And I actually realized it's just because they were working at a really sustainable pace. They showed up to the office. This was back in the day when I used to go to an office, and people showed up at like 9:00 a.m. and then 5:00 o'clock; it was a ghost town, and people were gone. So they were doing really solid, great work, but they were sticking to very sustainable hours. Versus, a previous team that I had been on had more of like a rushed feeling, and so there was more output for it. And that was a really nice reset for me to watch this team and see them do such great work in a sustainable fashion and be like, oh, yeah, not everything has to be a fire, not everything has to be rushed. I think the biggest thing that I'd look at is if velocity is being called into question, so if someone is concerned that someone's not producing enough or if the team is not producing enough, the first place I'm going to look is what's our priorities and see are we prioritizing correctly? Or are people getting pulled into a lot of work that's not supporting the priorities, and then that's why suddenly it feels like we're not producing at the level that we need to? I feel like that's the common disconnect between how much work we're getting done versus then what's actually causing people or product managers, or management stress. And so reevaluating to make sure that they're on the same page is where I would look first before then thinking, oh, someone's not working hard enough. CHRIS: Yeah, I definitely resonate with all of that. That was a mini masterclass that you just gave right there in all of those different facets. The one other thing that comes to mind for me is the question is often about velocity or speed or how fast can we go. But I increasingly am of the opinion that it's less about the actual speed. So it's less about like, if you think about it in terms of the average pace, the average number of features that we're going through, I'm more interested in the standard deviation. So some days you pick up a ticket, and it takes you a day; some days you pick up a ticket, and suddenly, seven days later, you're still working on it. And both at the individual level and at the team level, I'm really interested in decreasing that standard deviation and making it so that we are more consistently delivering whatever amount of output it is but very consistently doing that. And that really helps with our ability to estimate overall bodies of work with our ability for others to know and for us to be able to sort of uphold expectations. Versus if randomly someone might pick up a piece of code or might pick up a ticket that happens to hit a landmine in the code, it's like, yeah, we've been meaning to refactor that for a while. And it turns out that thing that you thought would be super easy is really hard because we've been kicking the can on this refactoring of the fundamental data model. Sorry about that. But today's your day; you lose. Those are the sort of things that I see can be really problematic. And then similarly, on an individual side, maybe there's some stuff that you can work on that is super easy for you. But then there's other stuff that you kind of hit a wall. And I think the dangerous mode to get into is just going internal and not really communicating about that, and struggling and trying to get there on your own rather than asking for help. And it can be very difficult to ask for help in those sorts of situations. But ideally, if you're focusing on I want to be delivering in that same pace, you probably might need some help in that situation. And I think having a team that really...what you're talking about of like, if I notice someone saying the same thing at daily sync for a couple of days in a row, I will typically reach out in a very friendly, collegial way, hey, do you want someone else to take a look at that with you? Because ideally, we want to unblock those situations. And then if we do have a team that is pretty consistently delivering whatever overall velocity but it's very consistent at that velocity, it's not like 3 one day and then 0, and then 12, and then 2; it's more of like, 6,5,6,5 sort of thing, to pick random numbers out of the air, then I feel so much more able to grow that, to increase that. If the question comes to me of like, hey, we're looking at the budget for the next quarter; do we think we want to hire another developer? I think I can answer that much more accurately at that point and say what do I think that additional individual would be able to do on the team. Versus if development is kind of this sporadic thing all over the place, then it's so much harder to understand what someone new joining that team would be able to do. So it's really the slow is smooth, smooth is fast adage that I've talked about in the past that really captured my mind a while back that just continues to feel true to me. And then yeah, I can work with that so much better than occasional days of wild productivity and then weeks of sadness in the swamp of refactoring. So it's a different way to think about the question, but it is where my mind initially went when I read this question. STEPH: I'm going to start using that description for when I'm refactoring. I'm in the refactoring swamp. That's where I'm spending my time. [laughs] Talking about this particular question is helping me realize that I do think less in terms of like what is my output in the strict terms of tickets, and PRs, and things like that. But I do think more about my progress and how can I constantly show progress, not just to the world but show it to myself. So if there are tickets that then maybe the ticket was scoped too big at first and I've definitely made some really solid progress, maybe I'm able to ship something or at least identified some other work that could be broken out, then I'm going to do that. Because then I want everybody to know, like, hey, this is the progress that was made here. And I may even be able to make myself feel good and move something over to the done column. So there's that aspect of the work that I focus on more heavily. And I feel like that also gives us more opportunities to then iterate on what's the goal? Like, we're not looking to just churn out work. That's not the point. But we really want to focus on meaningful work to get done. So if we're constantly giving an update on this as the progress that I've made in this direction, that gives people more opportunities to then respond to that progress and say, "Oh, actually, I think the work was supposed to do this," or "I have questions about some of the things that you've uncovered." So it's less about just getting something done. But it's still about making sure that we're working on the right thing. CHRIS: Yeah, it doesn't matter how fast we're going if we're going in the wrong direction, so another critical aspect. You can be that person on the team who actually doesn't ship much code at all. Just make sure that we don't ship the wrong code, and you will be a critical member of that team. But shifting gears just a little bit, we have another listener question here that I'd love to get into. This one is about testing a legacy app. So reading this question, it starts off with a very nice note to us, Steph. "I want to start by saying thanks for putting out great content week after week." We are very happy to do so." So a question for you two. I just took over a legacy Rails app. It's about 12 years old, and it's a bit of a mess. There was some testing in place, but it was completely broken and hadn't been touched in over seven years. So I decided to just delete it all. My question is, where do I even start with testing? There are so many callbacks on the models and so many controller hooks that I feel like I somehow need to have a factory for every model in our repo. I need to get testing in place ASAP because that is how I develop. But we are also still on Ruby 2 and Rails 4.0. So we desperately have to upgrade. Thanks in advance for any advice." So Steph, I actually replied in an email to this kind listener who sent this. And so, I definitely have some thoughts, but I'm interested in where would you start with this. STEPH: Legacy code, I wouldn't know anything about working in legacy code. [laughs] This is a fabulous question. And yeah, the response that you provided is incredible. So I'm very excited for you to share the message that you replied with. So I'm going to try not to steal any of those because they're wonderful. But to add to that list that is soon to come, often where I start with applications like these where I need some testing in place because, as this person mentioned, that's how they work. And then also, at that point, you're just scared to ship anything because you just don't know what's going to break. So one area that you could start with is what's your rollback strategy? So if you don't have any tests in place and you send something out into the world, then what's your plan to then be able to either roll back to a safe point or perhaps it's using feature flags for anything new that you're adding so that way you can quickly turn something on and off. But having a strategy there, I think, will help alleviate some of that stress of I need to immediately add tests. It's like, yes, that's wonderful, but that's going to take time. So until you can actually write those tests, then let's figure out a plan to mitigate some of that pain. So that's where I would initially start. And then, as for adding the test, typically, you start with testing as you go. So I would add tests for the code that I'm adding that I'm working on because that's where I'm going to have the most context. And I'm going to start very high. So I might have really slow tests that test everything that is going to be feature level, integration level specs because I'm at the point that I'm just trying to document the most crucial user flows. And then once I have some of those in place, then even if they are slow, at least I'm like, okay, I know that the most crucial user flows are protected and are still working with this change that I'm making. And in a recent episode, we were talking about how to get to know a Rails app. You highlighted a really good way to get to know those crucial user flows or the most common user flows by using something like New Relic and then seeing what are the paths that people are using. Maybe there's a product manager or just someone that you're taking the app over that could also give you some help in letting you know what's the most crucial features that users are relying on day to day and then prioritizing writing tests for those particular flows. So then, at this point, you've got a rollback strategy. And then you've also highlighted what are your most crucial user flows, and then you've added some really high level probably slow tests. Something that I've also done in the past and seen others do at thoughtbot when working on a legacy project or just working on a project, it wasn't even legacy, but it just didn't have any test coverage because the team that had built it before hadn't added test coverage. We would often duplicate a lot of the tests as well. So you would have some integration tests that, yes, frankly, were very similar to others, which felt like a bad choice. But there was just some slight variation where a user-provided some different input or clicked on some small different field or something else happened. But we found that it was better to have that duplication in the test coverage with those small variations versus spending too much time in finessing those tests. Because then we could always go back and start to improve those tests as we went. So it really depends. Are you in fire mode, and maybe you need to duplicate some stuff? Or are you in a state where you can be more considerate with your tests, and you don't need to just get something in place right away? Those are some of the initial thoughts I have. I'm very excited for the thoughts that you're about to share. So I'm going to turn it over to you. CHRIS: It's sneaky in this case. You have advanced notice of what I'm about to say. But yeah, this is a super interesting topic and one of those scary places to find yourself in. Very similar to you, the first thing that I recommended was feature specs, starting at that very high level, particularly as the listener wrote in and saying there are a lot of model callbacks and controller callbacks. And before filters and all of this, it's very indirect how this application works. And so, really, it's only when the whole thing is integrated together that you're going to have a reasonable sense of what's going on. And so trying to write those high-level feature specs, having a handful of them that give you some confidence when you're deploying that those core workflows are still working as expected. Beyond that, the other things that I talked about one was observability. As an aside, I didn't mention feature flags or anything like that. And I really loved that that was something you highlighted as a different way to get to confidence, so both feature flags and rollbacks. Testing at the end of the day, the goal is to have confidence that we're deploying software that works, and a different way to get that is feature flags and rollbacks. So I really love that you highlighted that. Something that goes really well hand in hand with those is observability. This has been a thing that I've been exploring more and more and just having some tooling that at runtime will tell you if your application is behaving as expected or is not. So these can be APM-type tools, but it can also be things like Sentry or Honeybadger error monitoring, those sorts of things. And in a system like this, I wouldn't be surprised if maybe there was an existing error monitoring tool, but it had just kind of decayed over time and now just has perhaps thousands of different entries in it that have been ignored and whatnot. On more than one occasion, I've declared Sentry bankruptcy working with clients and just saying like, listen; this thing can't tell us any truths anymore. So let's burn it down and restart it. So I would recommend that and having that as a tool such that much as tests are really wonderful before the code gets out there into the wild; it turns out it's only when users start using it that the real stuff happens. And so, having observability, having tooling in place that will tell you when something breaks is equally critical in my mind. One of the other things I said, and this is probably the spiciest take on my list, is questioning the trade-off space that you're in. Is this an application that actually has a relatively low defect rate that users use and are quite happy with, and expect that level of performance and correctness, and all of those sorts of things, and so you, frankly, need to be careful with it? Or, is it potentially something that has a handful of bugs and that users are used to a certain lower fidelity experience, let's call it? And can you take advantage of that if that happens to be true? Like, I would be very careful to break something that has never been broken before that there's no expectation of that. But if we can get away with moving fast and breaking things for a little while just to try and get ourselves out of the spot that we're in, I would at least want to consider that trade-off space. Because caution slows you down, it means that your progress is going to be limited. And so, if we're able to reduce the caution filter just a little bit and move a little bit more rapidly, then ideally, we can get out of this place that we're in a little more quickly. Again, I think that's a really subtle one and one that you'd have to get buy-in from product managers and probably be very explicit in the conversations and sort of that trade-off space. But it is something that I would want to explore if I found myself in this sort of situation. The last thing that I highlighted was the fact that the versions of Ruby and Rails that were listed in the question are, I think, both end of life at this point. And so from a security perspective, that is just a giant glaring warning sign in the corner because the day that your app gets hacked, well, that's a bad day. So testing, unfortunately, I think that's the main way that you're going to get by on that as you're going through upgrades. You can deploy a new version of the application and see what happens and see if your observability can get you there. But really, testing is what you want to do. So that's where building out that testing is all the more critical so that you can perform those security upgrades because they are now truly critical to get done. And so it gives sort of more than a nice to have, more than this makes me feel comfortable. It is pretty much a necessity if you want to go through that, and you absolutely need to go through the security upgrades because otherwise, you're going to get hacked. There are just automated scanners out there. They're going to find you. You don't need to be a high vulnerability target to get taken down on the internet these days. So if it hasn't happened yet, it's going to. And I think that's an easy business case to sell is, I guess, the way that I would frame it. So those were some of my thoughts. STEPH: You bring up a really good point about needing to focus on the security upgrades. And I'm thinking that through a little bit further in regards to what trade-offs would I make? Would I wait till I have tests in place to then start the upgrades, or would I start the upgrades now but just know I'm going to spend more time manual testing on staging? Or maybe I'm solo on the project. If I have a product manager or someone else that can also help the testing with me, I think I would go for that latter approach where I would start the upgrades today and then just do more manual testing of those crucial flows and then have that rollback strategy. And as you mentioned, it's a trade-off in terms of, like, how important is it that we don't break anything? CHRIS: I think similar to the thing that both of us hit on early on is like, have some feature specs that just kick the whole application as one connected piece of code. Have that in place for the security upgrade, testing. But I agree, I wouldn't want to hold off on that because I think that's probably the scariest part of all of this. But yeah, it is, again, trade-offs. As always, it depends. But I think those are my thoughts. Anything else you want to add, Steph? STEPH: I think those are fabulous thoughts. I think you covered it all. CHRIS: Sounds good. Well, in that case, should we wrap up? STEPH: Let's wrap up. CHRIS: The show notes for this episode can be found at bikeshed.fm. STEPH: This show is produced and edited by Mandy Moore. CHRIS: If you enjoyed listening, one really easy way to support the show is to leave us a quick rating or even a review on iTunes, as it really helps other folks find the show. STEPH: If you have any feedback for this or any of our other episodes, you can reach us at @_bikeshed or reach me on Twitter @SViccari. CHRIS: And I'm @christoomey. STEPH: Or you can reach us at hosts@bikeshed.fm via email. CHRIS: Thanks so much for listening to The Bike Shed, and we'll see you next week. ALL: Byeeeeeeeee!!!!!!!! ANNOUNCER: This podcast was brought to you by thoughtbot. thoughtbot is your expert design and development partner. Let's make your product and team a success.

The Bike Shed
346: Occasional Biscuits

The Bike Shed

Play Episode Listen Later Jul 19, 2022 37:13


Natural disaster movies, anyone? It's what Steph's been into, and Chris has THOUGHTS on the drilling in Armageddon. Additionally, a chat around RuboCop RSpec rules happens, and they answer a listener's question, "how do you get acquainted with a new code base?" This episode is brought to you by BuildPulse (https://buildpulse.io/bikeshed). Start your 14-day free trial of BuildPulse today. Greenland (https://www.imdb.com/title/tt7737786/) Geostorm (https://www.imdb.com/title/tt1981128/) San Andreas (https://www.imdb.com/title/tt2126355/) Armageddon (https://www.imdb.com/title/tt0120591/) This episode is brought to you by Airbrake (https://airbrake.io/?utm_campaign=Q3_2022%3A%20Bike%20Shed%20Podcast%20Ad&utm_source=Bike%20Shed&utm_medium=website). Visit Frictionless error monitoring and performance insight for your app stack. Become a Sponsor (https://thoughtbot.com/sponsorship) of The Bike Shed! Transcript: AD: Flaky tests take the joy out of programming. You push up some code, wait for the tests to run, and the build fails because of a test that has nothing to do with your change. So you click rebuild, and you wait. Again. And you hope you're lucky enough to get a passing build this time. Flaky tests slow everyone down, break your flow, and make things downright miserable. In a perfect world, tests would only break if there's a legitimate problem that would impact production. They'd fail immediately and consistently, not intermittently. But the world's not perfect, and flaky tests will happen, and you don't have time to fix all of them today. So how do you know where to start? BuildPulse automatically detects and tracks your team's flaky tests. Better still, it pinpoints the ones that are disrupting your team the most. With this list of top offenders, you'll know exactly where to focus your effort for maximum impact on making your builds more stable. In fact, the team at Codecademy was able to identify their flakiest tests with BuildPulse in just a few days. By focusing on those tests first, they reduced their flaky builds by more than 68% in less than a month! And you can do the same because BuildPulse integrates with the tools you're already using. It supports all of the major CI systems, including CircleCI, GitHub Actions, Jenkins, and others. And it analyzes test results for all popular test frameworks and programming languages, like RSpec, Jest, Go, pytest, PHPUnit, and more. So stop letting flaky tests slow you down. Start your 14-day free trial of BuildPulse today. To learn more, visit buildpulse.io/bikeshed. That's buildpulse.io/bikeshed. CHRIS: Hello and welcome to another episode of The Bike Shed, a weekly podcast from your friends at thoughtbot about developing great software. I'm Chris Toomey. STEPH: And I'm Steph Viccari. CHRIS: And together, we're here to share a bit of what we've learned along the way. So, Steph, what's new in your world? STEPH: Hey, Chris. So I've been watching more movies lately. So evenings aren't always great; I don't always feel good being around 33 weeks pregnant now. Evenings I can be just kind of exhausted from the day, and I just need to chill and prop my feet up and all that good stuff. And I've been really drawn to natural disaster like end-of-the-world-type movies, and I'm not sure what that says about me. But it's my truth; it's where I'm at. [chuckles] I watched Greenland recently, which I really enjoyed. I feel like they ended it well. I won't share any spoilers, but I feel like they ended it well. And they didn't take an easy shortcut out that I kind of thought that they might do, so that one was enjoyable. Geostorm, I watched that one just last night. San Andreas, I feel like that's one that I also watched recently. So yeah, that's what's new in my world, you know, your typical natural disaster end-of-the-world flicks. That's my new evening hobby. CHRIS: I feel like I haven't heard of any of the three that you just listed, which is wild to me because this is a category that I find enthralling. STEPH: Well, definitely start with Greenland. I feel like that one was the better of the three that I just mentioned. I don't know Geostorm or San Andreas which one you would prefer there. I feel like they're probably on par with each other in terms of like you're there for entertainment. We're not there to judge and be hypercritical of a storyline. You're there purely for the visual effects and for the ride. CHRIS: Gotcha. Interesting. So quick question then, since this seems like the category you're interested in, Armageddon or Deep Impact? STEPH: Ooh, I'm going to have to walk through the differences because I always get those mixed up. Armageddon is where they take Bruce Willis up to an asteroid, and they have to drill and drop a nuke, right? CHRIS: They sure do. STEPH: [laughs] And then what's Deep Impact about? I guess the fact that I know Armageddon better means I'm favoring that one. I can't place what...how does Deep Impact go? CHRIS: Deep Impact is just there's an asteroid coming, and it's the story and what the people do. So it's got less...it doesn't have the same pop. I believe Armageddon was a Michael Bay movie. And so it's got that Michael Bay special bit of something on it. But the interesting thing is they came out the same year; I want to say. It's one of those like Burger King and McDonald's being right next door to each other. It's like, what are you doing there? Why are you...like, asteroid devastation movies two of you at the same time, really? But yeah, Armageddon is the correct answer. Deep Impact is like a fine movie, but Armageddon is like, all right, we're going to have a movie about asteroids. Let's really go for it. Blow it out. Why not? STEPH: Yeah, I'm with you. Armageddon definitely sticks out in my memory, so I'd vote that one. Also, for your other question that you didn't ask, but you kind of implicitly asked, I'm going to go McDonald's because Burger King fries are trash, and also, McDonald's has better ice cream cones. CHRIS: Okay, so McDonald's fries. Oh no, I was thinking Wendy's, get a frosty from there, and then you make that combination because the frostys are great. STEPH: Oh yeah, that's a good combo. CHRIS: And you need the french fries to go with it, but then it's a third option that I'm introducing. Also, this wasn't a question, but I want to loop back briefly to Armageddon because it's an important piece of cinema. There's a really great...like it's DVD commentary, and it's Ben Affleck talking with Michael Bay about, "Hey, so in the movie, the premise is that the only way to possibly get this done is to train a bunch of oil drillers to be astronauts. Did we consider it all just having some astronauts learn to do oil drilling?" And Michael Bay's response is not safe for radio is how I would describe it. But it's very humorous hearing Ben Affleck describe Michael Bay responding to that. STEPH: I think they addressed that in the movie, though. They mentioned like, we're going to train them, but they're like, no, drilling is such an art and a science. There's no way. We don't have time to teach these astronauts how to drill. So instead, it's easier to teach them to be astronauts. CHRIS: Right. That is what they say in the movie. STEPH: [laughs] Okay. CHRIS: But just spending a minute teasing that one apart is like, being an astronaut is easy. You just sit in the spaceship, and it goes, boom. [laughs] It's like; actually, there's a little bit more to being an astronaut. Yes, drilling is very subtle science and art fusion. But the idea that being an astronaut [laughs] is just like, just push the go-to space button, then you go to space. STEPH: The training montage is definitely better if we get to watch people learn how to be astronauts than if we watch people learn how to drill. [laughs] So that might have also played a role. CHRIS: No question, it is the correct cinematic choice. But whether or not it's the true answer...say we were actually faced with this problem, I don't know that this is exactly how it would play out. STEPH: I think we should A/B test it. We'll have one group train to be drill experts and one group train to be astronauts, and we'll send them both up. CHRIS: This is smart. That's the way you got to do it. The one other thing that I'm going to go...you know what really grinds my gears? In the movie Armageddon, they have this robotic vehicle thing, the armadillo; I believe it's called. I know more than I thought I would remember about this movie. [chuckles] Anyway, continuing on, the armadillo, the vehicle that they use to do the drilling, has the drill arm on it that extends out and drills down into the asteroid. And it has gears on the end of it. It has three gears specifically. And the first gear is intermeshed with the second gear, which is intermeshed with the third gear, which is intermeshed with the first gear, so imagine which direction the first gear is turning, then imagine the second gear turning, then imagine the third gear turning. They can't. It's a physically impossible object. One tries to turn clockwise, and the other one is trying to go counterclockwise, and they're intermeshed. So the whole thing would just cease up. It just doesn't work. I've looked at it a bunch of times, and I want to just be wrong about this. I want to be like; I don't know what's going on. But I think the gears on the drilling machine just fundamentally at a very simple mechanical level cannot work. And again, if you're going to do it, really go for it, Michael Bay. I kind of like that, and I really hate it at the same time. STEPH: I have never noticed this. I'm intrigued. You know what? Maybe Armageddon will be the movie of choice tonight. [chuckles] Maybe that's what I'm going to watch. And I'm going to wait for the armadillo to come out so I can evaluate the gears. And I'm highly amused that this is the thing that grinds your gears are the gears on the armadillo. CHRIS: Yeah. I was a young child at the time, and I remember I actually went to Disney World, and I saw they had the prop vehicle there. And I just kind of looked up at it, and I was like, no, that's not how gears work. I may have been naive and wrong as a child, and now I've just anchored this memory deep within me. In a similar way, so I had a moment while traveling; actually, that reminded me of something that I said on a recent podcast episode where I was talking about names and pronunciation. And I was like, yeah, sometimes people ask me how to pronounce my name. And I can't imagine any variation. That was the thing I was just wrong about because 'Toomay' is a perfectly reasonable pronunciation of my name that I didn't even think... I was just so anchored to the one truth that I know in the world that my name is Toomey. And that's the only possible way anyone could pronounce it. Nope, totally wrong. So maybe the gears in Armageddon actually work really, really well, and maybe I'm just wrong. I'm willing to be wrong on the internet, which I believe is the name of the first episode that we recorded with you formally as a co-host. [chuckles] So yeah. STEPH: Yeah, that sounds true. So you're going to change the intro? It's now going to be like, and I'm Chris 'Toomay'. CHRIS: I might change it each time I come up with a new subtle pronunciation. We'll see. So far, I've got two that I know of. I can't imagine a third, but I was wrong about one. So maybe I'm wrong about two. STEPH: It would be fun to see who pays attention. As someone who deeply values pronouncing someone's name correctly, oh my goodness, that would stress me out to hear someone keep pronouncing their name differently. Or I would be like, okay, they're having fun, and they don't mind how it gets pronounced. I can't remember if we've talked about this on air but early on, I pronounced my last name differently for like one of the first episodes that we recorded. So it's 'Vicceri,' but it could also be 'Viccari'. And I've defaulted at times to saying 'Viccari' because people can spell that. It seems more natural. They understand it's V-I-C-C-A-R-I. But if I say 'Vicceri', then people want to add two Rs, or they want a Y. I don't know why it just seems to have a difference. And so then I was like, nope, I said it wrong. I need to say it right. It's 'Vicceri' even if it's more challenging for people. And I think Chad Pytel had just walked in at that moment when I was saying that to you that I had said my name differently. And he's like, "You can't do that." And I'm like, "Well, I did it. It's already out there in the world." [laughs] But also, I'm one of those people that's like, Viccari, 'Vicceri' I will accept either. In a slightly different topic and something that's going on in my world, there was a small win today with a client team that I really appreciated where someone brought up the conversation around the RuboCop RSpec rules and how RuboCop was fussing at them because they had too many lines in their test example. And so they're like, well, they're like, I feel like I'm competing, or I'm working against RuboCop. RuboCop wants me to shorten my test example lines, but yet, I'm not sure what else to do about it. And someone's like, "Well, you could extract more into before blocks and to lets and to helpers or things like that to then shorten the test. They're like, "But that does also work against readability of the test if you do that." So then there was a nice, short conversation around well, then we really need more flexibility. We shouldn't let the RuboCop metrics drive us in this particular decision when we really want to optimize for readability. And so then it was a discussion of okay, well, how much flexibility do we add to it? And I was like, "Well, what if we just got rid of it? Because I don't think there's an ideal length for how long your test should be. And I'd rather empower test authors to use all the space that they need to show their test setup and even lean into duplication before they extract things because this codebase has far more dry tests than they do duplication concerns. So I'd rather lean into the duplication at this point." And the others that happened to be in that conversation were like, "Yep, that sounds good." So then that person issued a PR that then removed the check for that particular; how long are the examples? And it was lovely. It was just like a nice, quick win and a wonderful discussion that someone had brought up. CHRIS: Ooh, I like that. That sounds like a great conversation that hit on why do we have this? What are the trade-offs? Let's actually remove it. And it's also nice that you got to that place. I've seen a lot of folks have a lot of opinions in the past in this space. And opinions can be tricky to work around, and just deeply, deeply entrenched opinions is the thing that I find interesting. And I think I'm increasingly in the space of those sort of, thou shalt not type linter rules are not ideal in my mind. I want true correctness checks that really tell some truth about the codebase. Like, we still don't have RuboCop on our project at Sagewell. I think that's true. Yeah, that's true. We have ESLint, but it's very minimal, what we have configured. And they more are in the what we deem to be true correctness checks, although that is a little bit of a blurry line there. But I really liked that idea. We turn on formatters. They just do the thing. We're not allowed to discuss the formatting, with the exception of that time that everybody snuck in and switched my 80-line length to a 120-line length, but I don't care. I'm obviously not still bitter about it. [chuckles] And then we've got a very minimal linting layer on top of that. But like TypeScript, I care deeply, and I think I've talked in previous episodes where I'm like, dial up the strictness to 14 because TypeScript tends to tell me more truths I find, even though I have to jump through some hoops to be like TypeScript, I know that this is fine, but I can't prove it. And TypeScript makes me prove it, which I appreciate about it. I also really liked the way you referred to RSpec's feedback to you was that RSpec was fussing at you. That was great. I like that. I'm going to internalize that. Whenever a linter or type system or anything like that when they tell me no, I'm going to be like, stop fussing, nope, nope. [chuckles] STEPH: I don't remember saying that, but I'm going to trust you that that's what I said. That's just my true southern self coming through on the mic, fussing, and then go get a biscuit, and it'll just be a delightful day. CHRIS: So if I give RuboCop a biscuit, it will stop fussing at me, potentially? STEPH: No, the biscuit is just for you. You get fussed at; you go get a biscuit. It makes you feel better, and then you deal with the fussing. CHRIS: Sold. STEPH: Fussing and cussing, [laughs] that's most of my work life lately, fussing and cussing. [laughs] CHRIS: And occasional biscuits, I hope. STEPH: And occasional biscuits. You got it. But that's what's new in my world. What's going on in your world? CHRIS: Let's see. In my world, it's a short week so far. So recording on Wednesday, Monday was a holiday. And I was out all last week, which very much enjoyed my vacation. It was lovely. Went over to Europe, hung out there for a bit, some time in Paris, some time in Amsterdam, precious little time on a computer, which is very rare for me. So it was very enjoyable. But yeah, back now trying to just get back into the swing of things. Thankfully, this turned out to be a really great time to step away from the work for a little while because we're still in this calm before the storm but in a good way is how I would describe it. We have a major facet of the Sagewell platform that we are in the planning modes for right now. But we need to get a couple of different considerations, pick a partner vendor, et cetera, that sort of thing. So right now, we're not really in a position to break ground on what we know will be a very large body of work. We're also not taking on anything else too big. We're using this time to shore up a lot of different things. As an example, one of the fun things that we've done in this period of time is we have a lot of webhooks in the app, like a lot of webhooks coming into the app, just due to the fact that we're an integration of a lot of services under the hood. And we have a pattern for how we interact with and process, so we actually persist the webhook data when they come in. And then we have a background job that processes and watch our pattern to make sure we're not losing anything and the ability to verify against our local version, and the remote version, a bunch of different things. Because turns out webhooks are critical to how our app works. And so that's something that we really want to take very seriously and build out how we work with that. I think we have eight different webhook integrations right now; maybe it's more. It's a lot. And with those, we've implemented the same pattern now eight times; I want to say. And in squinting at it from a distance, we're like; it is indeed identically the same pattern in all eight cases or with the tiniest little variation in one of them. And so we've now accepted like, okay, that's true. So the next one of them that we introduced, we opted to do it in a generic way. So we introduced the abstraction with the next iteration of this thing. And now we're in a position...we're very happy with what we ended up with there. It's like the best of all of the other versions of it. And now, the plan will be to slowly migrate each of the existing ones to be no longer a unique special version of webhook processing but use the generic webhook processing pattern that we have in the app. So that's nice. I feel good about how long we waited as well because it's like, we have webhooks. Let's introduce the webhook framework to rule them all within our app. It's like, no, wait until you see. Check and make sure they are, in fact, the same and not just incidental duplication. STEPH: I appreciate that so much. That's awesome. That sounds like a wonderful use of that in-between state that you're in where you still got to make progress but also introduce some refactoring and a new concept. And I also appreciate how long you waited because that's one of those areas where I've just learned, like, just wait. It's not going to hurt you. Just embrace the duplication and then make sure it's the right thing. Because even if you have to go in and update it in a couple of places, okay, sure, that feels a little tedious, but it feels very safe too. If it doesn't feel safe...I could talk myself back and forth on this one. If it doesn't feel safe, that's a different discussion. But if you're going through and you have to update something in a couple of different places, that's quick. And sure, you had to repeat yourself a little bit, but that's fine. Versus if you have two or three of something and you're like, oh, I immediately must extract. That's probably going to cause more pain than it's worth at this point. CHRIS: Yeah, exactly, exactly that. And we did get to that place where we were starting to feel a tiny bit of pain. We had a surprising bit of behavior that when we looked at it, we were like, oh, that's interesting, because of how we implemented the webhook pattern, this is happening. And so then we went to fix it, but we were like, oh, it would actually be really nice to have this fixed across everything. We've had conversations about other refinements, enhancements, et cetera; that we could do in this space. That, again, would be really nice to be able to do holistically across all of the different webhook integration things that we have. And so it feels like we waited the right amount of time. But then we also started to...we're trying to be very responsive to the pressure that the system is pushing back on us. As an aside, the crispy Brussels snack hour and the crispy Brussels work lunch continue to be utterly fantastic ways in which we work. For anyone that is unfamiliar or hasn't listened to episodes where I rambled about those nonsense phrases that I just said, they're basically just structured time where the engineering team at Sagewell looks at and discusses higher-level architecture, refactoring, developer experience, those sort of things that don't really belong on the core product board. So we have a separate place to organize them, to gather them. And then also, we have a session where we vote on them, decide which ones feel important to take on but try and make sure we're being intentional about how much of that work we're taking on relative to how much of core product work and try and keep sort of a good ratio in between the two. And thus far, that's been really fantastic and continues to be, I think, really effective. And also the sort of thing that just keeps the developer team really happy. So it's like, I'm happy to work in this system because we know we have a way to change it and improve it where there's pain. STEPH: I like the idea of this being a game show where it's like refactor island, and everybody gets together and gets to vote which refactor stays or gets booted off the island. I'm also going to go back and qualify something I said a moment ago, where if something feels safe in terms of duplication, where it starts to feel unsafe is if there's like an area that you forgot to update because you didn't realize it's duplicated in several areas and then that causes you pain. Then that's one of those areas where I'll start to say, "Okay, let's rethink the duplication and look to dry this up." CHRIS: Yep, indeed. It's definitely like a correction early on in my career and overcorrection back and trying to find that happy medium place. But as an aside, just throwing this out there, so webhooks are an interesting space. I wish it were a more commoditized offering of platforms. Every vendor that we're integrating with that does webhooks does it slightly differently. It's like, "Oh, do you folks have retries?" They're like, "No." It's like, oh, what do you mean no? I would love it if you had retries because, I don't know, we might have some reason to not receive one of them. And there's polling, and there are lots of different variations. But the one thing that I'm surprised by is that webhook signing I don't feel like people take it serious enough. It is a case where it's not a huge security vulnerability in your app. But I was reading someone who is a security analyst at one point. And they were describing sort of, I've done tons of in-the-code audits of security practices, and here are the things that I see. And so it's the normal like OWASP Top 10 Cross-Site Request Forgery, and SQL injection, and all that kind of stuff. But one of the other ones he highlighted is so often he finds webhooks that are not verified in any way. So it's just like anyone can post data into the system. And if you post it in the right shape, the system's going to do some stuff. And there's no way for the external system to enforce that you properly validate and verify a webhook coming in, verify that payload. It's an extra thing where you do the checksum math and whatnot and take the signature header. I've seen somewhere they just don't provide it. And it's like, what do you mean you don't provide it? You must provide it, please. So it's either have an API key so that we have some way to verify that you are who you say you are or add a signature, and then we'll calculate it. And it's a little bit of a dance, and everybody does it different, but whatever. But the cases where they just don't have it, I'm like, I'm sorry, what now? You're going to say whom? But yeah, then it's our job to definitely implement that. So this is just a notice out there to anyone that's listening. If you got a bunch of webhook handling code in your app, maybe spot-check that you're actually verifying the payloads because it's possible that you're not. And that's a weird, very open hole in the side of your application. STEPH: That's a really great point. I have not worked with webhooks recently. And in the past, I can't recall if that's something that I've really looked at closely. So I'm glad you shared that. CHRIS: It's such an easy thing to skip. Like, it's one of those things that there's no way to enforce it. And so, I'd be interested in a survey that can't be done because this is all proprietary data. But what percentage of webhook integrations are unverified? Is it 50%? Is it 10%? Is it 100%? It's definitely not 100. But it's somewhere in there that I find interesting. It's not a terribly exploitable vulnerability because you have to have deep knowledge of the system. In order to take advantage of it, you need to know what endpoint to hit to, what shape of data to send because otherwise, you're probably just going to cause an error or get a bunch of 404s. But like, it's, I don't know, it's discoverable. And yeah, it's an interesting one. So I will hop off my webhook soapbox now, but that's a thought. MIDROLL AD: Debugging errors can be a developer's worst nightmare...but it doesn't have to be. Airbrake is an award-winning error monitoring, performance, and deployment tracking tool created by developers for developers, that can actually help you cut your debugging time in half. So why do developers love Airbrake? Well, it has all of the information that web developers need to monitor their application - including error management, performance insights, and deploy tracking! Airbrake's debugging tool catches all your project errors, intelligently groups them, and points you to the issue in the code so you can quickly fix the bug before customers are impacted. In addition to stellar error monitoring, Airbrake's lightweight APM enables developers to track the performance and availability of their application through metrics like HTTP requests, response times, error occurrences, and user satisfaction. Finally, Airbrake Deploy Tracking helps developers track trends, fix bad deploys, and improve code quality. Since 2008, Airbrake has been a staple in the Ruby community and has grown to cover all major programming languages. Airbrake seamlessly integrates with your favorite apps and includes modern features like single sign-on and SDK-based installation. From testing to production, Airbrake notifiers have your back. Your time is valuable, so why waste it combing through logs, waiting for user reports, or retrofitting other tools to monitor your application? You literally have nothing to lose. So head on over to airbrake.io/try/bikeshed to create your FREE developer account today! CHRIS: But now that I'm off my soapbox, I believe we have a topic that was suggested. Do you want to provide a little bit of context here, Steph? STEPH: Yeah, I'd love to. So this came up when I was having a conversation with another thoughtboter. And given that we change projects fairly frequently, on the Boost team, we typically change projects around every six months. They asked a really thoughtful question that was "How do you get acquainted with a new codebase? So given that you're changing projects so often, what are some of the tips and tricks for ways that you've learned to then quickly get up to speed with a new codebase?" Because, frankly, that is one of the thoughtbot superpowers is that we are really good at onboarding each other and then also getting up to speed with a new team, and their processes, and their codebase. So I have a couple of ideas, and then I'd love to hear some of your thoughts as well. So I'll dive in with a couple. So the first one, this one's frankly my favorite. Like day one, if there's a team where I'm joining and they have someone that can walk me through the application from the users' perspective, maybe it's someone that's in sales, or maybe it's someone on the product team, maybe it's a recording that they've already done for other people, but that's my first and favorite way to get to know an application. I really want to know what are users experience as they're going through this app? That will help me focus on the more critical areas of the application based on usage. So if that's available, that's fabulous. I'm also going to tailor a lot of this more to like a Rails app since that's typically the type of project that I'm onboarding to. So the other types of questions that I like to find answers to are just like, what's my top-level structure? Like to look through the app and see how are things organized? Chris, you've mentioned in a previous episode where you have your client structure that then highlights all the third-party clients that you're working with. Are we using engines in the app? Is there anything that seems a bit more unique to that application that I'm going to want to brush up on or look into? What's the test coverage like? Do they have something that's already highlighting how much test coverage they have? If not, is there something that then I can run locally that will then show me that test coverage? I also really like to look at the routes file. That's one of my other favorite places because that also is very similar to getting an overview of the product. I get to see more from the user perspective. What are the common resources that people are going to, and what are the domain topics that I'm working with in this new application? I've got a couple more, but I'm going to pause there and see how you get acquainted with a new app. CHRIS: Well, unsurprisingly, I agree with all of those. We're still searching for that dare to disagree beyond Pop-Tarts and IPAs situation. To reiterate or to emphasize some of the points you made, the sales demo thing? I absolutely love that one because, yes, absolutely. What's the most customer-centric point of view that I can have? Can I then login to a staging version of the site so I can poke around and hopefully not break anything or move real money or anything like that? But understanding why is this thing, not in code, but in actual practical, observable, intractable software? Beyond that, your point about the routes, absolutely, that's one of my go-to's, although the routes there often is so much in the routes, and it's like some of those may actually be unused. So a corollary to the routes where available if there's an APM tool like Scout, or New Relic, or something like that, taking a look at that and seeing what are the heavily trafficked endpoints within this app? I like to think about it as the entry points into this codebase. So the routes file enumerates all of them, but some of them matter, and some of them don't. And so, an APM tool can actually tell you which are the ones that are seeing a ton of traffic. That's a really interesting question for me. Similarly, if we're on Heroku, I might look is there a scheduler? And if so, what are the tasks that are running in the background? That's another entry point into the app. And so I like to think about it from that idea of entry points. If it's not on Heroku, and then there's some other system, like, I've used Cronic. I think it's Cronic, Whenever the Cron thing. Whenever, that's what it is, the Whenever gem that allows you to implement that, but it's in a file within the codebase, which as an aside, I really love that that's committed and expressive in the code. Then that's another interesting one to see. If it's more exotic than that, I may have to chase it down or ask someone, but I'll try and find what are all of the entry points and which are the ones that matter the most? I can drill down from there and see, okay, what code then supports these entry points into the application? I want to give an answer that also includes something like, oh, I do fancy static analysis in the codebase, and I do a churn versus complexity graph, and I start to...but I never do that, if we're being honest. The thing that I do is after that initial cursory scan of the landscape, I try and work on something that is relatively through the layers of the app, so not like, oh, I'll fix the text in a button. But like, give me something weird and ideally, let me pair with someone and then try and move through the layers of the app. So okay, here's our UI. We're rendering in this way. The controllers are integrated in this way, et cetera. This is our database. Try and get through all the layers if possible to try and get as holistic of a view of how the application works. The other thing that I think is really interesting about what you just said is you're like, I'm going to give some answers that are somewhat specific to a Rails app. And that totally makes sense to me because I know how to answer this in the context of a Rails app because those organizational patterns are so useful that I can hop into different Rails apps. And I've certainly seen ones that I'm like, this is odd and unfamiliar to me, but most of them are so much more discoverable because of that consistency. Whereas I have worked on a number of React apps, and every single one I come into, I'm like, okay, wait, what are we doing? How are we doing state management? What's the routing like? Are we server-side rendering, are we not? And it is a thing that...I see that community really moving in the direction of finding the meta frameworks that stitch the pieces together and provide more organizational structure and answer more of the questions out of the box. But it continues to be something that I absolutely love about Rails is that Rails answers so many of the questions for me. New people joining the team are like, oh, it's a Rails app, cool. I know how to Rails, and we get to run with that. And so that's more of a pitch for Rails than an answer to the question, but it is a thing that I felt in answering this question. [laughs] But yeah, those are some thoughts. But interested, it sounds like you had some more as well. I would love to hear what else was in your mind when you were thinking about this. STEPH: I do. And I want to highlight you said some really wonderful things. One that really stuck out to me that I had not considered is using Scout APM to look at heavily-trafficked endpoints. I have that on my list in regards as something that I want to know what's my error tracking, observability. Like, if I break something or if you give me a bug ticket to work on, what am I going to use? How am I going to understand what's going wrong? But I hadn't thought of it in terms of seeing which endpoints are heavily used. So I really liked that one. I also liked how you highlighted that you wish you'd do something fancy around doing a churn versus complexity kind of graph because I thought of that too. I was like, oh, that would be such a nice answer. But the truth is I also don't do that. I think it's all those things. I think it would be fun to make it easy. So I do that with new applications. But I agree; I typically more just dive in like, hey, give me a ticket. Let me go from there. I might do some simple command-line checking. So, for example, if I want to look through app models, let's find out which model is the largest. I may look for that to see do we have a God object or something like that? So I may look there. I just want to know how long are some of these files? But I also don't use a particular tool for that churn versus complexity. CHRIS: I think you hit the nail on the head with like, I wish that were easier or more in our toolset. But here on The Bike Shed, we tell the truth. And that is aspirational code flexing that we do not yet have. But I agree, that would be a really nice way to explore exactly what you're describing of, like, who are the God models? I'll definitely do that check, but not some of the more subtle and sophisticated show me the change over time of all these...like nah, that's not what I'm doing, much as I would like to be able to answer that way. STEPH: But it also feels like one of those areas like, it would be nice, but I would be intrigued to see how much I use that. That might be a nice anecdote to have. But I find the diving into the codebase to be more fruitful because I guess it depends on what I'm really looking at. Am I looking to see how complicated of a codebase this is? Because then I need to give more of a high-level review to someone to say how long I think it's going to take for me to work on a particular feature or before I'm joining a team, like, who do I think are good teammates that would then enjoy working on this application? That feels like a very different question to me versus the I'm already part of the team. I'm here. We're going to have complexity and churn. So I can just learn some of that over time. I don't have to know that upfront. Although it may be nice to just know at a high level, say like, okay, if I pick up a ticket, and then I look at that churn and complexity, to be like, okay, my ticket falls right smack-dab in the middle of that. So it's going to be a fun first week. That could be a fun fact. But otherwise, I'm not sure. I mean, yeah, I'd be intrigued to see how much it helps me. One other place that I do browse is I go to the gem file. I'm just always curious, what do people have in their tool bag? I want to see are there any gems that have been pulled in that are helping the team process some deprecated behavior? So something that's been pulled out of Rails but then pulled into a separate gem. So then that way, they don't have to upgrade just yet, or they can upgrade but then still keep some of that existing old deprecated behavior. That kind of stuff is interesting to me. And also, you called it earlier pairing. That's my other favorite way. I want to hear how people talk about the codebase, how they navigate. What are they frustrated by? What brings them joy? All of that is really helpful too. I think that covers all the ways that I immediately will go to when getting acquainted with a new codebase. CHRIS: I think that covers most of what I have in mind, although the question is framed in an interesting way that I think really speaks to the consultant mindset. How do I get acquainted with a new codebase? But if you take the question and flip it around sort of 180 degrees, I think the question can be reframed as how does an organization help people onboard into a codebase? And so everything we just described are like, here's what I do, here's how I would go about it, and pairing starts to get to collaboration. I think we've talked in a number of episodes about our thoughts on onboarding and being intentional with that, pairing people up. A lot of things we described it's like, it's ideal actually if the organization is pushing this. And you and I both worked as consultants for long enough that we're really in the mindset of like, all right, let's assume I'm just showing up. There's no one else there. They give me a laptop and no documentation and no other humans I'm allowed to talk to. How do I figure this out and get the next feature out to production? And ideally, it's something slightly better than that that we experience, but we're ready for whatever it is. Versus, most people are working within the context of an organization for a longer period of time. And most organizations should be thinking about it from the perspective of how do I help the new hires come into this codebase and become effective as quickly as possible? And so I think a lot of what we said can just be flipped around and said from the other way, like, pair them up, put them on a feature early, give them a walkthrough of the codebase, give them a sales-centric demo. Yeah, I feel equally about those things when said from the other side, but I do want to emphasize that this shouldn't be you're out there in the middle of the jungle with only a machete, and you got to figure out this codebase. Ideally, the organization is actually like, no, no, we'll help you. It's ours, so we know it. We can help you find the weird stuff. STEPH: That's a really nice distinction, though, because you're right; I hadn't really thought about this. I was thinking about this from more of the perspective of you're out in the jungle with a machete, minus we did mention pairing in there [laughs] and maybe a demo. I was approaching it more from you're isolated or more solo and then getting accustomed to the codebase versus if you have more people to lean on. But then that also makes me think of all the other processes that I didn't mention that I would include in that onboarding that you're speaking of, of like, how does this team work in terms of where do I push my code? What hooks are going to run? And then what do I wait for? How many people need to review my code? There are all those process-y questions that I think would ideally be included on the onboarding. But that has happened before, I mean, where we've joined projects, and it's been like, okay, good luck. Let us know if you need anything. And so then you do need those machete skills to then start hacking away. [laughs] CHRIS: We've been burned before. STEPH: They come in handy. [laughs] So when you are in that situation, and there's a comet that's coming to destroy earth, and there's a Rails application that is preventing this big doomsday, the question is, do you take astronauts and train them to be Rails experts, or do you take Rails developers and train them to be astronauts? I think that's the big question. CHRIS: What would Michael Bay do? STEPH: On that note, shall we wrap up? CHRIS: Let's wrap up. The show notes for this episode can be found at bikeshed.fm. STEPH: This show is produced and edited by Mandy Moore. CHRIS: If you enjoyed listening, one really easy way to support the show is to leave us a quick rating or even a review on iTunes, as it really helps other folks find the show. STEPH: If you have any feedback for this or any of our other episodes, you can reach us at @_bikeshed or reach me on Twitter @SViccari. CHRIS: And I'm @christoomey. STEPH: Or you can reach us at hosts@bikeshed.fm via email. CHRIS: Thanks so much for listening to The Bike Shed, and we'll see you next week. ALL: Byeeeeeeeeee!!!!!!!! ANNOUNCER: This podcast was brought to you by thoughtbot. thoughtbot is your expert design and development partner. Let's make your product and team a success.

Screaming in the Cloud
Kubernetes and OpenGitOps with Chris Short

Screaming in the Cloud

Play Episode Listen Later Jul 14, 2022 39:01


About ChrisChris Short has been a proponent of open source solutions throughout his over two decades in various IT disciplines, including systems, security, networks, DevOps management, and cloud native advocacy across the public and private sectors. He currently works on the Kubernetes team at Amazon Web Services and is an active Kubernetes contributor and Co-chair of OpenGitOps. Chris is a disabled US Air Force veteran living with his wife and son in Greater Metro Detroit. Chris writes about Cloud Native, DevOps, and other topics at ChrisShort.net. He also runs the Cloud Native, DevOps, GitOps, Open Source, industry news, and culture focused newsletter DevOps'ish.Links Referenced: DevOps'ish: https://devopsish.com/ EKS News: https://eks.news/ Containers from the Couch: https://containersfromthecouch.com opengitops.dev: https://opengitops.dev ChrisShort.net: https://chrisshort.net Twitter: https://twitter.com/ChrisShort TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Coming back to us since episode two—it's always nice to go back and see the where are they now type of approach—I am joined by Senior Developer Advocate at AWS Chris Short. Chris, been a few years. How has it been?Chris: Ha. Corey, we have talked outside of the podcast. But it's been good. For those that have been listening, I think when we recorded I wasn't even—like, when was season two, what year was that? [laugh].Corey: Episode two was first pre-pandemic and the rest. I believe—Chris: Oh. So, yeah. I was at Red Hat, maybe, when I—yeah.Corey: Yeah. You were doing Red Hat stuff, back when you got to work on open-source stuff, as opposed to now, where you're not within 1000 miles of that stuff, right?Chris: Actually well, no. So, to be clear, I'm on the EKS team, the Kubernetes team here at AWS. So, when I joined AWS in October, they were like, “Hey, you do open-source stuff. We like that. Do more.” And I was like, “Oh, wait, do more?” And they were like, “Yes, do more.” “Okay.”So, since joining AWS, I've probably done more open-source work than the three years at Red Hat that I did. So, that's kind of—you know, like, it's an interesting point when I talk to people about it because the first couple months are, like—you know, my friends are like, “So, are you liking it? Are you enjoying it? What's going on?” And—Corey: Do they beat you with reeds? Like, all the questions people have about companies? Because—Chris: Right. Like, I get a lot of random questions about Amazon and AWS that I don't know the answer to.Corey: Oh, when I started telling people, I fixed Amazon bills, I had to quickly pivot that to AWS bills because people started asking me, “Well, can you save me money on underpants?” It's I—Chris: Yeah.Corey: How do you—fine. Get the prime credit card. It docks 5% off the bill, so there you go. But other than that, no, I can't.Chris: No.Corey: It's—Chris: Like, I had to call my bank this morning about a transaction that I didn't recognize, and it was from Amazon. And I was like, that's weird. Why would that—Corey: Money just flows one direction, and that's the wrong direction from my employer.Chris: Yeah. Like, what is going on here? It shouldn't have been on that card kind of thing. And I had to explain to the person on the phone that I do work at Amazon but under the Web Services team. And he was like, “Oh, so you're in IT?”And I'm like, “No.” [laugh]. “It's actually this big company. That—it's a cloud company.” And they're like, “Oh, okay, okay. Yeah. The cloud. Got it.” [laugh]. So, it's interesting talking to people about, “I work at Amazon.” “Oh, my son works at Amazon distribution center,” blah, blah, blah. It's like, cool. “I know about that, but very little. I do this.”Corey: Your son works in Amazon distribution center. Is he a robot? Is normally my next question on that? Yeah. That's neither here nor there.So, you and I started talking a while back. We both write newsletters that go to a somewhat similar audience. You write DevOps'ish. I write Last Week in AWS. And recently, you also have started EKS News because, yeah, the one thing I look at when I'm doing these newsletters every week is, you know what I want to do? That's right. Write more newsletters.Chris: [laugh].Corey: So, you are just a glutton for punishment? And, yeah, welcome to the addiction, I suppose. How's it been going for you?Chris: It's actually been pretty interesting, right? Like, we haven't pushed it very hard. We're now starting to include it in things. Like we did Container Day; we made sure that EKS news was on the landing page for Container Day at KubeCon EU. And you know, it's kind of just grown organically since then.But it was one of those things where it's like, internally—this happened at Red Hat, right—when I started live streaming at Red Hat, the ultimate goal was to do our product management—like, here's what's new in the next version thing—do those live so anybody can see that at any point in time anywhere on Earth, the second it's available. Similar situation to here. This newsletter actually is generated as part of a report my boss puts together to brief our other DAs—or developer advocates—you know, our solutions architects, the whole nine yards about new EKS features. So, I was like, why can't we just flip that into a weekly newsletter, you know? Like, I can pull from the same sources you can.And what's interesting is, he only does the meeting bi-weekly. So, there's some weeks where it's just all me doing it and he ends up just kind of copying and pasting the newsletter into his document, [laugh] and then adds on for the week. But that report meeting for that team is now getting disseminated to essentially anyone that subscribes to eks.news. Just go to the site, there's a subscribe thing right there. And we've gotten 20 issues in and it's gotten rave reviews, right?Corey: I have been a subscriber for a while. I will say that it has less Chris Short personality—Chris: Mm-hm.Corey: —to it than DevOps'ish does, which I have to assume is by design. A lot of The Duckbill Group's marketing these days is no longer in my voice, rather intentionally, because it turns out that being a sarcastic jackass and doing half-billion dollar AWS contracts can not to be the most congruent thing in the world. So okay, we're slowly ameliorating that. It's professional voice versus snarky voice.Chris: Well, and here's the thing, right? Like, I realized this year with DevOps'ish that, like, if I want to take a week off, I have to do, like, what you did when your child was born. You hired folks to like, do the newsletter for you, or I actually don't do the newsletter, right? It's binary: hire someone else to do it, or don't do it. So, the way I structured this newsletter was that any developer advocate on my team could jump in and take over the newsletter so that, you know, if I'm off that week, or whatever may be happening, I, Chris Short, am not the voice. It is now the entire developer advocate team.Corey: I will challenge you on that a bit. Because it's not Chris Short voice, that's for sure, but it's also not official AWS brand voice either.Chris: No.Corey: It is clearly written by a human being who is used to communicating with the audience for whom it is written. And that is no small thing. Normally, when oh, there's a corporate newsletter; that's just a lot of words to say it's bad. This one is good. I want to be very clear on that.Chris: Yeah, I mean, we have just, like, DevOps'ish, we have sections, just like your newsletter, there's certain sections, so any new, what's new announcements, those go in automatically. So, like, that can get delivered to your inbox every Friday. Same thing with new blog posts about anything containers related to EKS, those will be in there, then Containers from the Couch, our streaming platform, essentially, for all things Kubernetes. Those videos go in.And then there's some ecosystem news as well that I collect and put in the newsletter to give people a broader sense of what's going on out there in Kubernetes-land because let's face it, there's upstream and then there's downstream, and sometimes those aren't in sync, and that's normal. That's how Kubernetes kind of works sometimes. If you're running upstream Kubernetes, you are awesome. I appreciate you, but I feel like that would cause more problems and it's worse sometimes.Corey: Thank you for being the trailblazers. The rest of us can learn from your misfortune.Chris: [laugh]. Yeah, exactly. Right? Like, please file your bugs accordingly. [laugh].Corey: EKS is interesting to me because I don't see a lot of it, which is, probably, going to get a whole lot of, “Wait, what?” Moments because wait, don't you deal with very large AWS bills? And I do. But what I mean by that is that EKS, until you're using its Fargate expression, charges for the control plane, which rounds to no money, and the rest is running on EC2 instances running in a company's account. From the billing perspective, there is no difference between, “We're running massive fleets of EKS nodes.” And, “We're managing a whole bunch of EC2 instances by hand.”And that feels like an interesting allegory for how Kubernetes winds up expressing itself to cloud providers. Because from a billing perspective, it just looks like one big single-tenant application that has some really strange behaviors internally. It gets very chatty across AZs when there's no reason to, and whatnot. And it becomes a very interesting study in how to expose aspects of what's going on inside of those containers and inside of the Kubernetes environment to the cloud provider in a way that becomes actionable. There are no good answers for this yet, but it's something I've been seeing a lot of. Like, “Oh, I thought you'd be running Kubernetes. Oh, wait, you are and I just keep forgetting what I'm looking at sometimes.”Chris: So, that's an interesting point. The billing is kind of like, yeah, it's just compute, right? So—Corey: And my insight into AWS and the way I start thinking about it is always from a billing perspective. That's great. It's because that means the more expensive the services, the more I know about it. It's like, “IAM. What is that?” Like, “Oh, I have no idea. It's free. How important could it be?” Professional advice: do not take that philosophy, ever.Chris: [laugh]. No. Ever. No.Corey: Security: it matters. Oh, my God. It's like you're all stars. Your IAM policy should not be. I digress.Chris: Right. Yeah. Anyways, so two points I want to make real quick on that is, one, we've recently released an open-source project called Carpenter, which is really cool in my purview because it looks at your Kubernetes file and says, “Oh, you want this to run on ARM instance.” And you can even go so far as to say, right, here's my limits, and it'll find an instance that fits those limits and add that to your cluster automatically. Run your pod on that compute as long as it needs to run and then if it's done, it'll downsize—eventually, kind of thing—your cluster.So, you can basically just throw a bunch of workloads at it, and it'll auto-detect what kind of compute you will need and then provision it for you, run it, and then be done. So, that is one-way folks are probably starting to save money running EKS is to adopt Carpenter as your autoscaler as opposed to the inbuilt Kubernetes autoscaler. Because this is instance-aware, essentially, so it can say, like, “Oh, your massive ARM application can run here,” because you know, thank you, Graviton. We have those processors in-house. And you know, you can run your ARM64 instances, you can run all the Intel workloads you want, and it'll right size the compute for your workloads.And I'll look at one container or all your containers, however you want to configure it. Secondly, the good folks over at Kubecost have opencost, which is the open-source version of Kubecost, basically. So, they have a service that you can run in your clusters that will help you say, “Hey, maybe this one notes too heavy; maybe this one notes too light,” and you know, give you some insights into Kubernetes spend that are a little bit more granular as far as usage and things like that go. So, those two projects right there, I feel like, will give folks an optimal savings experience when it comes to Kubernetes. But to your point, it's just compute, right? And that's really how we treat it, kind of, here internally is that it's a way to run… compute, Kubernetes, or ECS, or any of those tools.Corey: A fairly expensive one because ignoring entirely for a second the actual raw cost of compute, you also have the other side of it, which is in every environment, unless you are doing something very strange or pre-funding as a one-person startup in your spare time, your payroll costs will it—should—exceed your AWS bill by a fairly healthy amount. And engineering time is always more expensive than services time. So, for example, looking at EKS, I would absolutely recommend people use that rather than rolling their own because—Chris: Rolling their own? Yeah.Corey: —get out of that engineering space where your time is free. I assure you from a business context, it is not. So, there's always that question of what you can do to make things easier for people and do more of the heavy lifting.Chris: Yeah, and to your rather cheeky point that there's 17 ways to run a container on AWS, it is answering that question, right? Like those 17 ways, like, how much of this do you want to run yourself, you could run EKS distro on EC2 instances if you want full control over your environment.Corey: And then run IoT Greengrass core on top within that cluster—Chris: Right.Corey: So, I can run my own Lambda function runtime, so I'm not locked in. Also, DynamoDB local so I'm not locked into AWS. At which point I have gone so far around the bend, no one can help me.Chris: Well—Corey: Pro tip, don't do that. Just don't do that.Chris: But to your point, we have all these options for compute, and specifically containers because there's a lot of people that want to granularly say, “This is where my engineering team gets involved. Everything else you handle.” If I want EKS on Spot Instances only, you can do that. If you want EKS to use Carpenter and say only run ARM workloads, you can do that. If you want to say Fargate and not have anything to manage other than the container file, you can do that.It's how much does your team want to manage? That's the customer obsession part of AWS coming through when it comes to containers is because there's so many different ways to run those workloads, but there's so many different ways to make sure that your team is right-sized, based off the services you're using.Corey: I do want to change gears a bit here because you are mostly known for a couple of things: the DevOps'ish newsletter because that is the oldest and longest thing you've been doing the time that I've known you; EKS, obviously. But when prepping for this show, I discovered you are now co-chair of the OpenGitOps project.Chris: Yes.Corey: So, I have heard of GitOps in the context of, “Oh, it's just basically your CI/CD stuff is triggered by Git events and whatnot.” And I'm sitting here going, “Okay, so from where you're sitting, the two best user interfaces in the world that you have discovered are YAML and Git.” And I just have to start with the question, “Who hurt you?”Chris: [laugh]. Yeah, I share your sentiment when it comes to Git. Not so much with YAML, but I think it's because I'm so used to it. Maybe it's Stockholm Syndrome, maybe the whole YAML thing. I don't know.Corey: Well, it's no XML. We'll put it that way.Chris: Thankfully, yes because if it was, I would have way more, like, just template files laying around to build things. But the—Corey: And rage. Don't forget rage.Chris: And rage, yeah. So, GitOps is a little bit more than just Git in IaC—infrastructure as Code. It's more like Justin Garrison, who's also on my team, he calls it infrastructure software because there's four main principles to GitOps, and if you go to opengitops.dev, you can see them. It's version one.So, we put them on the website, right there on the page. You have to have a declared state and that state has to live somewhere. Now, it's called GitOps because Git is probably the most full-featured thing to put your state in, but you could use an S3 bucket and just version it, for example. And make it private so no one else can get to it.Corey: Or you could use local files: copy-of-copy-of-this-thing-restored-parentheses-use-this-one-dot-final-dot-doc-dot-zip. You know, my preferred naming convention.Chris: Ah, yeah. Wow. Okay. [laugh]. Yeah.Corey: Everything I touch is terrifying.Chris: Yes. Geez, I'm sorry. So first, it's declarative. You declare your state. You store it somewhere. It's versioned and immutable, like I said. And then pulled automatically—don't focus so much on pull—but basically, software agents are applying the desired state from source. So, what does that mean? When it's—you know, the fourth principle is implemented, continuously reconciled. That means those software agents that are checking your desired state are actually putting it back into the desired state if it's out of whack, right? So—Corey: You're talking about agents running it persistently on instances, validating—Chris: Yes.Corey: —a checkpoint on a cron. How is this meaningfully different than a Puppet agent running in years past? Having spent I learned to speak publicly by being a traveling trainer for Puppet; same type of model, and in fact, when I was at Pinterest, we wound up having a fair bit—like, that was their entire model, where they would have—the Puppet's code would live in an S3 bucket that was then copied down, I believe, via Git, and then applied to the instance on a schedule. Like, that sounds like this was sort of a early days GitOps.Chris: Yeah, exactly. Right? Like so it's, I like to think of that as a component of GitOps, right? DevOps, when you talk about DevOps in general, there's a lot of stuff out there. There's a lot of things labeled DevOps that maybe are, or maybe aren't sticking to some of those DevOps core things that make you great.Like the stuff that Nicole Forsgren writes about in books, you know? Accelerate is on my desk for a reason because there's things that good, well-managed DevOps practices do. I see GitOps as an actual implementation of DevOps in an open-source manner because all the tooling for GitOps these days is open-source and it all started as open-source. Now, you can get, like, Flux or Argo—Argo, specifically—there's managed services out there for it, you can have Flux and not maintain it, through an add-on, on EKS for example, and it will reconcile that state for you automatically. And the other thing I like to say about GitOps, specifically, is that it moves at the speed of the Kubernetes Audit Log.If you've ever looked at a Kubernetes audit log, you know it's rather noisy with all these groups and versions and kinds getting thrown out there. So, GitOps will say, “Oh, there's an event for said thing that I'm supposed to be watching. Do I need to change anything? Yes or no? Yes? Okay, go.”And the change gets applied, or, “Hey, there's a new Git thing. Pull it in. A change has happened inGit I need to update it.” You can set it to reconcile on events on time. It's like a cron or it's like an event-driven architecture, but it's combined.Corey: How does it survive the stake through the heart of configuration management? Because before I was doing all this, I wasn't even a T-shaped engineer: you're broad across a bunch of things, but deep in one or two areas, and one of mine was configuration management. I wrote part of SaltStack, once upon a time—Chris: Oh.Corey: —due to a bunch of very strange coincidences all hitting it once, like, I taught people how to use Puppet. But containers ultimately arose and the idea of immutable infrastructure became a thing. And these days when we were doing full-on serverless, well, great, I just wind up deploying a new code bundle to the Lambdas function that I wind up caring about, and that is a immutable version replacement. There is no drift because there is no way to log in and change those things other than through a clear deployment of this as the new version that goes out there. Where does GitOps fit into that imagined pattern?Chris: So, configuration management becomes part of your approval process, right? So, you now are generating an audit log, essentially, of all changes to your system through the approval process that you set up as part of your, how you get things into source and then promote that out to production. That's kind of the beauty of it, right? Like, that's why we suggest using Git because it has functions, like, requests and issues and things like that you can say, “Hey, yes, I approve this,” or, “Hey, no, I don't approve that. We need changes.” So, that's kind of natively happening with Git and, you know, GitLab, GitHub, whatever implementation of Git. There's always, kind of—Corey: Uh, JIF-ub is, I believe, the pronunciation.Chris: JIF-ub? Oh.Corey: Yeah. That's what I'm—Chris: Today, I learned. Okay.Corey: Exactly. And that's one of the things that I do for my lasttweetinaws.com Twitter client that I build—because I needed it, and if other people want to use it, that's great—that is now deployed to 20 different AWS commercial regions, simultaneously. And that is done via—because it turns out that that's a very long to execute for loop if you start down that path—Chris: Well, yeah.Corey: I wound up building out a GitHub Actions matrix—sorry a JIF-ub—actions matrix job that winds up instantiating 20 parallel builds of the CDK deploy that goes out to each region as expected. And because that gets really expensive with native GitHub Actions runners for, like, 36 cents per deploy, and I don't know how to test my own code, so every time I have a typo, that's another quarter in the jar. Cool, but that was annoying for me so I built my own custom runner system that uses Lambda functions as runners running containers pulled from ECR that, oh, it just runs in parallel, less than three minutes. Every time I commit something between I press the push button and it is out and running in the wild across all regions. Which is awesome and also terrifying because, as previously mentioned, I don't know how to test my code.Chris: Yeah. So, you don't know what you're deploying to 20 regions sometime, right?Corey: But it also means I have a pristine, re-composable build environment because I can—Chris: Right.Corey: Just automatically have that go out and the fact that I am making a—either merging a pull request or doing a direct push because I consider main to be my feature branch as whenever something hits that, all the automation kicks off. That was something that I found to be transformative as far as a way of thinking about this because I was very tired of having to tweak my local laptop environment to, “Oh, you didn't assume the proper role and everything failed again and you broke it. Good job.” It wound up being something where I could start developing on more and more disparate platforms. And it finally is what got me away from my old development model of everything I build is on an EC2 instance, and that means that my editor of choice was Vim. I use the VS Code now for these things, and I'm pretty happy with it.Chris: Yeah. So, you know, I'm glad you brought up CDK. CDK gives you a lot of the capabilities to implement GitOps in a way that you could say, like, “Hey, use CDK to declare I need four Amazon EKS clusters with this size, shape, and configuration. Go.” Or even further, connect to these EKS clusters to RDS instances and load balancers and everything else.But you put that state into Git and then you have something that deploys that automatically upon changes. That is infrastructure as code. Now, when you say, “Okay, main is your feature branch,” you know, things happen on main, if this were running in Kubernetes across a fleet of clusters or the globe-wide in 20 regions, something like Flux or Argo would kick in and say, “There's been a change to source, main, and we need to roll this out.” And it'll start applying those changes. Now, what do you get with GitOps that you don't get with your configuration?I mean, can you rollback if you ever have, like, a bad commit that's just awful? I mean, that's really part of the process with GitOps is to make sure that you can, A, roll back to the previous good state, B, roll forward to a known good state, or C, promote that state up through various environments. And then having that all done declaratively, automatically, and immutably, and versioned with an audit log, that I think is the real power of GitOps in the sense that, like, oh, so-and-so approve this change to security policy XYZ on this date at this time. And that to an auditor, you just hand them a log file on, like, “Here's everything we've ever done to our system. Done.” Right?Like, you could get to that state, if you want to, which I think is kind of the idea of DevOps, which says, “Take all these disparate tools and processes and procedures and culture changes”—culture being the hardest part to adopt in DevOps; GitOps kind of forces a culture change where, like, you can't do a CAB with GitOps. Like, those two things don't fly. You don't have a configuration management database unless you absolutely—Corey: Oh, you CAB now but they're all the comments of the pull request.Chris: Right. Exactly. Like, don't push this change out until Thursday after this other thing has happened, kind of thing. Yeah, like, that all happens in GitHub. But it's very democratizing in the sense that people don't have to waste time in an hour-long meeting to get their five minutes in, right?Corey: DoorDash had a problem. As their cloud-native environment scaled and developers delivered new features, their monitoring system kept breaking down. In an organization where data is used to make better decisions about technology and about the business, losing observability means the entire company loses their competitive edge. With Chronosphere, DoorDash is no longer losing visibility into their applications suite. The key? Chronosphere is an open-source compatible, scalable, and reliable observability solution that gives the observability lead at DoorDash business, confidence, and peace of mind. Read the full success story at snark.cloud/chronosphere. That's snark.cloud slash C-H-R-O-N-O-S-P-H-E-R-E.Corey: So, would it be overwhelmingly cynical to suggest that GitOps is the means to implement what we've all been pretending to have implemented for the last decade when giving talks at conferences?Chris: Ehh, I wouldn't go that far. I would say that GitOps is an excellent way to implement the things you've been talking about at all these conferences for all these years. But keep in mind, the technology has changed a lot in the, what 11, 12 years of the existence of DevOps, now. I mean, we've gone from, let's try to manage whole servers immutably to, “Oh, now we just need to maintain an orchestration platform and run containers.” That whole compute interface, you go from SSH to a Docker file, that's a big leap, right?Like, you don't have bespoke sysadmins; you have, like, a platform team. You don't have DevOps engineers; they're part of that platform team, or DevOps teams, right? Like, which was kind of antithetical to the whole idea of DevOps to have a DevOps team. You know, everybody's kind of in the same boat now, where we see skill sets kind of changing. And GitOps and Kubernetes-land is, like, a platform team that manages the cluster, and its state, and health and, you know, production essentially.And then you have your developers deploying what they want to deploy in when whatever namespace they've been given access to and whatever rights they have. So, now you have the potential for one set of people—the platform team—to use one set of GitOps tooling, and your applications teams might not like that, and that's fine. They can have their own namespaces with their own tooling in it. Like, Argo, for example, is preferred by a lot of developers because it has a nice UI with green and red dots and they can show people and it looks nice, Flux, it's command line based. And there are some projects out there that kind of take the UI of Argo and try to run Flux underneath that, and those are cool kind of projects, I think, in my mind, but in general, right, I think GitOps gives you the choice that we missed somewhat in DevOps implementations of the past because it was, “Oh, we need to go get cloud.” “Well, you can only use this cloud.” “Oh, we need to go get this thing.” “Well, you can only use this thing in-house.”And you know, there's a lot of restrictions sometimes placed on what you can use in your environment. Well, if your environment is Kubernetes, how do you restrict what you can run, right? Like you can't have an easily configured say, no open-source policy if you're running Kubernetes. [laugh] so it becomes, you know—Corey: Well, that doesn't stop some companies from trying.Chris: Yeah, that's true. But the idea of, like, enabling your developers to deploy at will and then promote their changes as they see fit is really the dream of DevOps, right? Like, same with production and platform teams, right? I want to push my changes out to a larger system that is across the globe. How do I do that? How do I manage that? How do I make sure everything's consistent?GitOps gives you those ways, with Kubernetes native things like customizations, to make consistent environments that are robust and actually going to be reconciled automatically if someone breaks the glass and says, “Oh, I need to run this container immediately.” Well, that's going to create problems because it's deviated from state and it's just that one region, so we'll put it back into state.Corey: It'll be dueling banjos, at some point. You'll try and doing something manually, it gets reverted automatically. I love that pattern. You'll get bored before the computer does, always.Chris: Yeah. And GitOps is very new, right? When you think about the lifetime of GitOps, I think it was coined in, like, 2018. So, it's only four years old, right? When—Corey: I prefer it to ChatOps, at least, as far as—Chris: Well, I mean—Corey: —implementation and expression of the thing.Chris: —ChatOps was a way to do DevOps. I think GitOps—Corey: Well, ChatOps is also a way to wind up giving whoever gets access to your Slack workspace root in production.Chris: Mmm.Corey: But that's neither here nor there.Chris: Mm-hm.Corey: It's yeah, we all like to pretend that's not a giant security issue in our industry, but that's a topic for another time.Chris: Yeah. And that's why, like, GitOps also depends upon you having good security, you know, and good authorization and approval processes. It enforces that upon—Corey: Yeah, who doesn't have one of those?Chris: Yeah. If it's a sole operation kind of deal, like in your setup, your case, I think you kind of got it doing right, right? Like, as far as GitOps goes—Corey: Oh, to be clear, we are 11 people and we do have dueling pull requests and all the rest.Chris: Right, right, right.Corey: But most of the stuff I talk about publicly is not our production stuff, so it really is just me. Just as a point of clarity there. I've n—the 11 people here do not all—the rest of you don't just sit there and clap as I do all the work.Chris: Right.Corey: Most days.Chris: No, I'm sure they don't. I'm almost certain they don't clap… for you. I mean, they would—Corey: No. No, they try and talk me out of it in almost every case.Chris: Yeah, exactly. So, the setup that you, Corey Quinn, have implemented to deploy these 20 regions is kind of very GitOps-y, in the sense that when main changes, it gets updated. Where it's not GitOps-y is what if the endpoint changes? Does it get reconciled? That's the piece you're probably missing is that continuous reconciliation component, where it's constantly checking and saying, “This thing out there is deployed in the way I want it. You know, the way I declared it to be in my source of truth.”Corey: Yeah, when you start having other people getting involved, there can—yeah, that's where regressions enter. And it's like, “Well, I know where things are so why would I change the endpoint?” Yeah, it turns out, not everyone has the state of the entire application in their head. Ideally it should live in—Chris: Yeah. Right. And, you know—Corey: —you know, Git or S3.Chris: —when I—yeah, exactly. When I think about interactions of the past coming out as a new DevOps engineer to work with developers, it's always been, will developers have access to prod or they don't? And if you're in that environment with—you're trying to run a multi-billion dollar operation, and your devs have direct—or one Dev has direct access to prod because prod is in his brain, that's where it's like, well, now wait a minute. Prod doesn't have to be only in your brain. You can put that in the codebase and now we know what is in your brain, right?Like, you can almost do—if you document your code, well, you can have your full lifecycle right there in one place, including documentation, which I think is the best part, too. So, you know, it encourages approval processes and automation over this one person has an entire state of the system in their head; they have to go in and fix it. And what if they're not on call, or in Jamaica, or on a cruise ship somewhere kind of thing? Things get difficult. Like, for example, I just got back from vacation. We were so far off the grid, we had satellite internet. And let me tell you, it was hard to write an email newsletter where I usually open 50 to 100 tabs.Corey: There's a little bit of internet out Californ-ie way.Chris: [laugh].Corey: Yeah it's… it's always weird going from, like, especially after pandemic; I have gigabit symmetric here and going even to re:Invent where I'm trying to upload a bunch of video and whatnot.Chris: Yeah. Oh wow.Corey: And the conference WiFi was doing its thing, and well, Verizon 5G was there but spotty. And well, yeah. Usual stuff.Chris: Yeah. It's amazing to me how connectivity has become so ubiquitous.Corey: To the point where when it's not there anymore, it's what do I do with myself? Same story about people pushing back against remote development of, “Oh, I'm just going to do it all on my laptop because what happens if I'm on a plane?” It's, yeah, the year before the pandemic, I flew 140,000 miles domestically and I was almost never hamstrung by my ability to do work. And my only local computer is an iPad for those things. So, it turns out that is less of a real world concern for most folks.Chris: Yeah I actually ordered the components to upgrade an old Nook that I have here and turn it into my, like, this is my remote code server, that's going to be all attached to GitHub and everything else. That's where I want to be: have Tailscale and just VPN into this box.Corey: Tailscale is transformative.Chris: Yes. Tailscale will change your life. That's just my personal opinion.Corey: Yep.Chris: That's not an AWS opinion or anything. But yeah, when you start thinking about your network as it could be anywhere, that's where Tailscale, like, really shines. So—Corey: Tailscale makes the internet work like we all wanted to believe that it worked.Chris: Yeah. And Wireguard is an excellent open-source project. And Tailscale consumes that and puts an amazingly easy-to-use UI, and troubleshooting tools, and routing, and all kinds of forwarding capabilities, and makes it kind of easy, which is really, really, really kind of awesome. And Tailscale and Kubernetes—Corey: Yeah, ‘network' and ‘easy' don't belong in the same sentence, but in this case, they do.Chris: Yeah. And trust me, the Kubernetes story in Tailscale, there is a lot of there. I understand you might want to not open ports in your VPC, maybe, but if you use Tailscale, that node is just another thing on your network. You can connect to that and see what's going on. Your management cluster is just another thing on the network where you can watch the state.But it's all—you're connected to it continuously through Tailscale. Or, you know, it's a much lighter weight, kind of meshy VPN, I would say, if I had to sum it up in one sentence. That was not on our agenda to talk about at all. Anyways. [laugh]Corey: No, no. I love how many different topics we talk about on these things. We'll have to have you back soon to talk again. I really want to thank you for being so generous with your time. If people want to learn more about what you're up to and how you view these things, where can they find you?Chris: Go to ChrisShort.net. So, Chris Short—I'm six-four so remember, it's Short—dot net, and you will find all the places that I write, you can go to devopsish.com to subscribe to my newsletter, which goes out every week. This year. Next year, there'll be breaks. And then finally, if you want to follow me on Twitter, Chris Short: at @ChrisShort on Twitter. All one word so you see two s's. Like, it's okay, there's two s's there.Corey: Links to all of that will of course be in the show notes. It's easier for people to do the clicky-clicky thing as a general rule.Chris: Clicky things are easier than the wordy things, yes.Corey: Says the Kubernetes guy.Chris: Yeah. Says the Kubernetes guy. Yeah, you like that, huh? Like I said, Argo gives you a UI. [laugh].Corey: Thank you [laugh] so much for your time. I really do appreciate it.Chris: Thank you. This has been fun. If folks have questions, feel free to reach out. Like, I am not one of those people that hides behind a screen all day and doesn't respond. I will respond to you eventually.Corey: I'm right here, Chris. Come on, come on. You're calling me out in front of myself. My God.Chris: Egh. It might take a day or two, but I will respond. I promise.Corey: Thanks again for your time. This has been Chris Short, senior developer advocate at AWS. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice and if it's YouTube, click the thumbs-up button. Whereas if you've hated this podcast, same thing, smash the buttons five-star review and leave an insulting comment that is written in syntactically correct YAML because it's just so easy to do.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

The Bike Shed
345: Fire Drill

The Bike Shed

Play Episode Listen Later Jul 12, 2022 49:22


Chris is getting ready to travel, and of course, Sagewell started the day with an incident, a situation, if you will... Steph talks books perfect for vacations and feels sufficiently scarred regarding still working with moving fixtures over to FactoryBot. This episode is brought to you by Airbrake (https://airbrake.io/?utm_campaign=Q3_2022%3A%20Bike%20Shed%20Podcast%20Ad&utm_source=Bike%20Shed&utm_medium=website). Visit Frictionless error monitoring and performance insight for your app stack. Back to Basics: Boolean Expressions (https://thoughtbot.com/blog/back-to-basics-booleans) Sarah Drasner tweet (https://twitter.com/sarah_edo/status/1538998936933122048) Become a Sponsor (https://thoughtbot.com/sponsorship) of The Bike Shed! Transcript: STEPH: All right, I am now officially recording as well. Let me make sure my microphone is in front of my face. Hello and welcome to another episode of The Bike Shed, a weekly podcast from your friends at thoughtbot about developing great software. I'm Steph Viccari. CHRIS: And I'm Chris Toomey. STEPH: And together, we're here to share a bit of what we've learned along the way. So, hey, Chris, what's new in your world? CHRIS: What's new in my world? Today is an interesting day. We are recording on a Friday, which is not normal for us, was normal for a long time and then stopped, but now it's back to being normal. But it's the morning, which is confusing. Also, I am traveling this evening. I leave on a flight going to Europe. So I'm going to do a red-eye, that whole thing. So I got a lot to pack into today, literally packing being one of those things. And then this morning, because obviously, this is the way the world should play out, we started the day with an incident at Sagewell, a situation. Some code had gotten out there that was doing some stuff that we didn't want it to do. And so we had to sort of call in the dev team. And we all huddled together and tried to figure it out. Thankfully, it was a series of edge cases. It was sort of one of those perfect storms. So when this edge case happens in this context, then a bad thing could happen. Luckily, we were able to review the logs; nothing bad happened. While I'm unhappy that we had this situation play out... basically, it was a caching thing, just to throw that out there. Caching turns out to be very hard. And the particular way it played out could have manifested in behavior that would have been not good in our system, or an admin would have inadvertently done something that would have been incorrect. But on the positive side, we have an incident review process that we've been slowly incubating within the team. One of our team members introduced it to us, and then we've been using it on a few different cases. And it's really great to just have a structured process. I think it's one of those things that will grow over time. It's a very simple; what's the timeline of what happened? What's the story as to why it happened and why it wasn't caught earlier? What are the actions that we're going to take? And then what's the appendix? What's the data that we have around it? And so it's really great to just have that structure to work within. And then similarly, as far as I can tell, the first even observable instance of this behavior in our system was yesterday morning. We saw it, started to respond to it, saw one more. We were able to chase it down in the logs. Overall, the combination of the alerting that we have in Sentry and the way in which we respond to the alerting in Sentry, which I think is probably the most critical part. Datadog is our log metrics tool right now. So we're able to go through Datadog, and we have Lograge configured to add more detail to our log lines. And so we're able to see a very robust story of exactly what happened and ask the question, did anything actually bad happen? Or was it just possible that something bad could happen? And it turns out just possible. Nothing actually happened. We were able to determine that. We were even able to get a more detailed picture of who were all the users who potentially could have been impacted. Again, I don't think there was any impact. But all total, it was both a very stressful process, especially as I'm about to go on vacation. It's like, oh cool, start to the day where I'm trying to wrap up things, and instead, we're going to spend a couple of hours chasing down an incident. But that said, these things will happen. The way in which we were able to respond, the alerting and observability that we had in place make me feel good. STEPH: I like the incident structure that you just laid out. That sounds really nice in clarifying what happened when it happened in the logs. And the fact that you're able to go through and confirm if anything really bad happened or not is really nice. And I was also just debating this is one of those things, right? Right when you're about to go on vacation, that's when something's going to break. And that's like, is that good or bad? Is it good that I was here to take care of it right before, or is it bad? Because I'd really like to not be here to take care of it. [laughs] You may have mixed feelings. I have mixed feelings. CHRIS: I think I'm happy. Unsurprisingly, this exists in one of the most complex parts of our codebase. And it involves caching. And I remember when we introduced the caching, I looked at it, and I was like, hmm, we have a performance hotspot that involves us making a lot of requests to an external system. And so we thought about it a little bit, and we were like, well, if we do a little bit of caching here, we can actually reduce that down from seven calls down to one over external HTTP. And so okay, that seems to make sense. We had a pull request. We did a formal review. And even I looked at the pull request where this was introduced initially, and my comments on it were like, yep, this all looks good. Makes sense to me. But it's caching-related. So let's be very careful and look very closely at it and determine if there's anything, but it's so hard to know. And in fact, the code that actually was at play here was introduced a month ago. And interestingly, the observable side effect only occurred in the past two days, which we find very surprising. But again, it's this weird like, if A happens and then within a short period after that B happens...and so it's not quite a race condition. But it was something where a lot of stuff had to happen in a short span of time for this to actually manifest. And so, again, we were able to look through the logs and see all of the instances where it could have happened and then what did happen. Everything was fine, but yeah, it was interesting. I feel actually good to have seen it. And I think we've cleared everything up related to it and been very proactive in our response to it so that all feels good. And also, this is the sort of thing we've done this a few times now where we've had what I would call lesser incidents. There was no customer-facing impact to this. Similarly, previous incidents, we've had no or very minimal customer-facing impact. So at one point, we had a situation where we weren't processing our background jobs for a little while. So we eventually caught up and did everything we needed to. It just meant that something may not have happened in as timely a fashion as necessary. But there were no deep ramifications to that. But in each of those cases, we've pushed ourselves to go through the incident process to make sure that we're building the muscle as a team to like, actually, when the bad one comes, we want to be ready. We want to have done a couple of fire drills first. And so partly, I viewed this as that because again, there was smoke, but no fire is how we would describe it. STEPH: Nice. And that also makes sense to me how you were saying y'all introduced this about a month ago, but you were just now seeing that observable side effect. I feel like that's also how it goes. Like, you implement, especially with caching, some performance improvement, and then you immediately see that. And it's like, yay, this is wonderful. And then it's not til sometime passes that then you get that perfect storm of user interactions that then trigger some flow that you didn't consider or realize that could create an issue with that caching behavior. So yeah, that resonates. That seems right. All caching problems usually take about a month or two when you've just forgotten about what you've done. And then you have to go back in. CHRIS: Yep. Yep, yep, yep. So now we've done the obvious thing, which is we've removed every cache from the system whatsoever. There are no caches anymore because it turns out we just can't be trusted with caches in any form whatsoever. ActiveRecord, we turned off caching, Redis we threw it out. No, I'm kidding. We still have lots of caching in the app. But, man, caching is so hard. STEPH: I would love if that's in the project README where it says, "We can't be trusted with caches. No caches allowed." [laughs] CHRIS: Yeah, we have not gone all the way to forbid caching within the application. It's a trade-off. But this does have that you get those scars over time. You have that incident that happens, and then forever you're like, no, no, no, we can't do X. And I feel like I'm just a collection of those. Again, I think we've talked about this in previous episodes. But consulting for as long as I did, I saw a lot of stuff. And a lot of it was not great. And so I basically just look at everything, and I'm like, urgh, no, this will be hard to maintain. This is going to go wrong. That's going to blow up someday. And so, I'm having to work on trying to be a little more positive in my development work. But I do like that I have that inclination to be very cautious, be very pessimistic, assume the worst. I think it leads to safer code in general. There was actually a tweet by Sarah Drasner that was really wonderful. And it's basically a conversation between her and another developer. It's a pretend conversation. But it's like, "But why don't you like higher-order components?" And then it's Squints. "Well, in the summer of 2018, something bad happened, Takes a long drag of a cigarette. something very bad." It's just written so well and captures the ethos just perfectly. Like, sit down. Let me tell you a tale of the time in 2018. [laughs] So I'll include a link to that in the show notes because she actually wrote it so well too. It's got like scene direction within a tweet and really fantastic stuff. But yeah, we'll allow some caching to continue within the app. STEPH: That's amazing. So I was just thinking where you're talking about being more pessimistic versus optimistic. And there's an interesting nuance there for me because there's a difference in like if someone's pessimistic where if someone just brings up an idea and someone's like, "Nope, like, that's just not going to work," and they just always shoot it down, that level of being pessimistic is too much. And it's just going to prevent the team from having a collaborative and experimental environment. But always asking the question of like, well, what's the worst that could happen? And what are the things that we should mitigate for? And what are the things that are probably so unlikely that we should just wait and see if that happens and then address it? That feels like a really nice balance. So it's not just leaning into saying no to everything. But sure, let's consider all the really bad things that could happen, make a plan for those, but still move forward with trying things out. And I realized I do this in my own life, like when someone asks me a question around if there's something that we want to do that's a bit kind of risky. And the first thing I always think of is like, well, what's the worst that could happen? And I think that has confused people that I immediately go there because they think that I'm immediately saying no to the idea. And so I have to explain like, no, no, no. I'm very intrigued, very interested. I just have to think through what's the worst that can happen. And if I'm okay with that, then I feel better about accepting it. But my emotional state, I have to think through what's the worst and then go from there. CHRIS: Wow, it's a very bottom-up approach for your life planning there. [chuckles] STEPH: Yep, I think that's, you know, it's from being a developer for so long. It has impacted now how I make other decisions. Good or bad? Who knows? Yeah, it turns out being a developer has leaked into my personal life. I've got leaky abstractions over here. So, good or bad? Who knows? CHRIS: Leaky abstractions all the way down. Yeah, circling back to, like, I don't think I'm pessimistic per se. The way that I see this playing out often is there will be a discussion of an architectural approach, or there's a PR that goes up. And my reaction isn't no, or this has a known failure point; it is more of uh, this makes me uncomfortable. And it's that like; I can't even say exactly why, and that's what makes it so difficult. And I think this is a place that can be really complicated for communication, particularly between developers who have been around for a little bit longer and have done this sort of thing and have gathered these battle scars and developers who are a bit newer. Having that conversation and being like, um, I can't say exactly why. I can tell you some weird stories. I might not even remember the stories. Some of it just feeds into just like, does this code make me uncomfortable? Or does this code make me happy? And I tend towards wildly explicit code for these reasons. I want to make it as clear as possible and match as close as possible to the words that we're saying because I know that the bugs hide in the weird corners of our code. So I try and have as few corners. Make very rounded rooms of code is a weird analogy that doesn't play, but here we go. That's what I do on this show is I make weird analogies. Actually, we were working on some code that was dealing with branching conditional things. So we had a record which has a boolean value on it. So we've got true or false, and then we've got two states, and then we've gotten an enum with three states. So all total, we have six possible states. But as we were going through this conversation, I was pairing with another developer on the team. And I was like, something feels weird here. And I actually invoked the name of Joël Quenneville because much of the data structure thought that I had here I associate with work that Joël has done around Maybe and things like that. And then also, my suggestion was let's build a truth table because that seems like a fun way to manage this and look at it and see what's true. Because I know that there are spots on this two-by-three grid that should never happen. So let's name that and then put that in the code. We couldn't quite get it to map into the data type, like into that Boolean in the enum. Because it's possible to get into those states, but we never should. And therefore, we should alert and handle that and understand, like, how did this even happen? This should never happen. And so we ended up taking what was a larger method body with some of the logic in it and collapsing it down to very explicitly enumerate the branches of the conditional and then feed out to a method. Like, call a method that had a very explicit name to say, okay, if it's true and we're in this enum state, then it's bad, alert bad. And then the other case like, handle the good case. And I was very happy with what we refactored down to because this is another one of those very complex parts of our code. Critical infrastructure-y is how I would describe it. And so, in my mind, it was worth the I'm going to go with pathological refactoring that we got to there. But yes, I was channeling Joël in that moment. I'm very happy to have had many conversations with him that help me think through these things. STEPH: That's awesome. Yeah, those truth tables can be so helpful. There's a particular article that, of course, Joël has written that then describes how a truth table works and ways that you can implement it into your habits. It's called Back to Basics: Boolean Expressions. I will be sure to include a link in the show notes. CHRIS: But yeah, I think that summarizes my day and probably the next couple of days as I prepare for an adventure over to Europe and chat about developer spidey sense. But yeah, what's new in your world? STEPH: Yeah, that's a big day. There's a lot going on. Well, I actually want to circle back because you mentioned that you're packing and you're going on this trip. And I'm curious, do you have any books queued up for vacation? CHRIS: I do, yeah. I'm currently reading Elantris by Brandon Sanderson. Folks might be aware of his work from the highest-funded Kickstarter of all time, which was absurd. Did you see this happen? STEPH: I don't think so, uh-uh. CHRIS: He did this fun, cheeky little Kickstarter. The video was sort of a fake around...oh, it almost sounded like he might be retiring or something like that. And then he's like, JK, I wrote five new books. And so the Kickstarter was for those books with different tiered packages and whatnot. I think he got just the right viral coefficient going on. And apologies for the spoiler if anyone's not seen the video, but it's been out there for a while. So he wrote some books, and that's what the Kickstarter is for. You get some books. You sort of join a book club, and you'll get one a quarter. A million dollars seems like that will be a bunch for that. That'd be great. If he raised a million dollars, that'd be amazing. $40 million four-zero million dollars. [laughs] I'm just watching it play out in real-time as well. It just skyrocketed up. The video, I think, was structured just right. He got it onto the...it was on Reddit and Twitter and just bouncing around, and people were sharing it. And just everything about it seemed to go perfectly. And yes, the highest-funded Kickstarter of all time, I believe, certainly within the publishing world. But yeah, Brandon Sanderson, prolific author, and his stuff ends up just being kind of light and fun. And so I was reading Elantris for that. It's been a little bit slower to pick up than I would like. So I'm now in the latter half. I'm hoping it'll go a little bit more quickly and be...I'm just kind of looking for a fun read, some fantasy thing to go on an adventure. But as the next book, I downloaded a second one just to make sure I'm covered. I have a book by John Scalzi, who's a sci-fi, fantasy, more on the sci-fi end of the spectrum. And I've read some of his other stuff and enjoyed it. And this particular book has a very consistent set of reviews. I've read the reviews a few times. And everybody who reviews it is just like, "This isn't the greatest book I've ever read, but man was it a fun ride." Or "Yeah, no, best book? No. Fun book? Yes." And just like, "This book was a fun ride. This was great." And I was like, perfect. That is exactly what I'm looking for on a European vacation. The book is called The Kaiju Preservation Society, which also plays on monsters, Pacific Rim Godzilla. Kaiju, I think, is the word for that category of giant dinosaur-like monster. And so it's the Kaiju Preservation Society, which, I don't know, means some stuff, and I'm going to go on a fun adventure. So yeah, those are my books. STEPH: Nice. I've got one that I'm reading right now. It's called Clementine: The Life of Mrs. Winston Churchill, written by Sonia Purnell. And Sonia Purnell tends to focus on female historical figures. And so it's historical fiction, which is a sweet spot for me. The only thing I'm debating on is because I'm realizing as I'm reading through it, I'm questioning, okay, well, what's real and what's not? Because I don't want to be that person that's like, did you know? And then, I quote this fictional fact about somebody that was made up for the novel. [laughs] So I'm realizing that maybe historical fiction is fun, but then I'm having to fact-check all the things because then I'm just curious. I'm like, oh, did this really happen, or how did it go down? So it's been pretty good so far. But then it makes me wish that historical fiction novels had at the back of them they're like, these are all the events that were real versus some of the stuff that we fictionalized or added a little flair to. I'm in that interesting space. I also like how you highlighted that you chose a fun book. I was having a conversation with a colleague recently about downtime. And like, do you consume more tech during downtime? Like, are you actively looking for technical blog posts or technical books to read or podcasts, things like that? And I was like, I don't. My downtime is for fun. Like, I want it to be all the things that are not tech. Maybe some tech sneaks in there here and there, but for the most part, I definitely prioritize stuff that's fun over more technical content in my spare time, which has taken me a little while to not feel guilty about. Earlier in my career, I definitely felt like I should be crunching technical content all the time. And now I'm just like, nope, this is a job. I'm very thankful that I really enjoy my job, but it's still a job. CHRIS: It is an interesting aspect of the world that we work in where that's even a question. In my previous life as a mechanical engineer, the idea that I would go home and read about mechanical engineering...I could attend a conference, but I would do that for very particular reasons and not because, like, oh, it's fun. I'll go meet my friends. For me, this was a big reason that I moved into tech because I am one of those folks who will, like, I will probably watch a video about Remix in particular because that's my new thing that I like to play around with and think about. But it needs to be a particular shape of thing I've found. It needs to be exploratory, puzzle-y. Fun code, reading, learning work that I do needs to be separated from my work-work in a certain way. Otherwise, then it feels like work, then it is sort of a drudgery. But yeah, my brain just seems to really like the puzzle of programming and trying to build things. And being able to come into a world where people share as much as they do blogs and conference talks and all of that is utterly fantastic. But it is a double-edged sword because I 100% agree that the ability to disconnect to, like, work a nine-to-five and then go home at the end of the day. Yeah, go home, you know, because you remember when we went to an office and then we would go home afterwards? I have to commute every once in a while into the city and -- STEPH: You mean go downstairs or go to another room? That's what you mean? [laughs] CHRIS: I used to commute every day, and it took a lot of time. And now when I do it, I feel that so viscerally because I'm like, it's just a lot easier to just walk to my office in my house. But yes, I 100% I'm aligned to that like, yeah, no, you're done with work for the day, walk away. That's that. And learning a new technology or things like that, that's part of the job. There shouldn't be the expectation that that just happens. There's continuing education in every other field. It's like, oh, we'll pay for your master's degree so you can go learn a thing. That's the norm in every other...not in every other industry but many, many, many industries. And yet the nature of our world the accessibility of it is one of the most wonderful things about it. But it can be a double-edged sword in that if there are the expectations that, oh yeah, and then, of course, you're going to go home and have side projects and be learning things. Like, no, that is an unreasonable expectation, and we got to cut that off. But then again, I do do that. So I'm saying two things at the same time, and that's always complicated. STEPH: But I agree with what you're saying because you're basically respecting both sides. If people enjoy this as a hobby, more power to you.; that's great. This is what you enjoy doing. If you don't want to do this as a hobby and respect it as a job, then that's also great too. There can be both sides, and no side should feel guilty or judged for whichever path that they pursue. And I absolutely agree, if there are new skills that you need to learn for a job, then there should be time that's carved out during your work hours that then you get to focus on those new skills. It shouldn't be an expectation that then you're going to work all day and then spend your evening hours learning something else. And same for interviews; there shouldn't be a field that says, "Hey, what are your side projects?" Or at least that should not be an important part of the interview. There should be an alternative to be like, "Or what work code do you want to talk about?" Or something else that's more in that nine-to-five window that you want to talk about. That way, there's a balance between like, sure, if you have something that you want to talk about on the side, great, but if not, then let's focus on something that you've done during your actual work hours because that's more realistic. CHRIS: I do think there's an interesting aspect at play because the world of development moves so rapidly and because it's constantly changing. And to frame it differently, I don't think we've got this thing figured out. And so many people lament how quickly it changes and that there's a new framework every other week. And there's a bit of churn that is perhaps unnecessary. But at the same time, I do not feel like as a community, as a working population, that we're like, yeah, got it, crushed it. We know how to make great software, no question about it. It's going to be awesome. We're going to be able to maintain it for forever, don't even worry about it. New feature? We can get that in there. They're actually still pretty rare. So we need to be learning, and evolving, and exploring new techniques. I think the amount of thinking is probably good mostly in the development world. But organizations have to make space for that with their teams. And thoughtbot obviously does that with investment days. That's just such a wonderful structure that embraces that reality and also brings happiness, and it's just a pleasant way to work. And frankly, my team does not have that right now. We do the crispy Brussels snack hour, which also now has a corresponding crispy Brussels work lunch, which is one week we think about it, and the next week we do the thing. We're trying to make space for that. But even that is still more intentional and purposeful and less exploratory and learning. And so it's an interesting trade-off. I deeply believe in this thing, and also, the team that I'm leading isn't doing it right now. Granted, we're an early-stage startup. We got to build a bunch of stuff. I think that's fine for right now. But it is a thing that...again, I'm saying two things at the same time, always fun. STEPH: Well, and there might be a nice incremental approach to this as well. So thoughtbot has the entire day, and maybe it's less than a full day. So perhaps it's just there's an hour or two hours or something like that where you start to introduce some of that self-improvement time and then blossom out from there. Because yeah, I understand that not all teams may feel like they have the space for that. But then I agree with everything else you said that it really does improve team morale and gives people a space to then be able to get to explore some of those questions that they had earlier. So then they don't feel like they have to then dedicate some weekend time or off hours' time to then look into a question. And I admit, I'm totally guilty too. I am that person that then I've worked extra hours, but it's because, like you said, if there's a puzzle that my brain is stuck on and I just feel the need to get through it. But then I look at that as am I doing this because I want to? Yes. Okay, then as long as I'm happy and I don't feel like this is increasing any concern around burnout, then I don't worry about it. MIDROLL AD: Debugging errors can be a developer's worst nightmare… but it doesn't have to be. Airbrake is an award-winning error monitoring, performance, and deployment tracking tool created by developers for developers, that can actually help you cut your debugging time in half. So why do developers love Airbrake? It has all of the information that web developers need to monitor their application - including error management, performance insights, and deploy tracking! Airbrake's debugging tool catches all your project errors, intelligently groups them, and points you to the issue in the code so you can quickly fix the bug before customers are impacted. In addition to stellar error monitoring, Airbrake's lightweight APM enables developers to track the performance and availability of their application through metrics like HTTP requests, response times, error occurrences, and user satisfaction. Finally, Airbrake Deploy Tracking helps developers track trends, fix bad deploys, and improve code quality. Since 2008, Airbrake has been a staple in the Ruby community and has grown to cover all major programming languages. Airbrake seamlessly integrates with your favorite apps and includes modern features like single sign-on and SDK-based installation. From testing to production, Airbrake notifiers have your back. Your time is valuable, so why waste it combing through logs, waiting for user reports, or retrofitting other tools to monitor your application? You literally have nothing to lose. Head on over to airbrake.io/try/bikeshed to create your FREE developer account today! Circling back to your original question about what's going on in my world, and you mentioned scarring earlier. I feel sufficiently scarred [laughs] in regards to still working with moving fixtures over to FactoryBot. This week has really confirmed that fixtures don't trigger a lot of the callbacks, the model callbacks that exist. And so this really means that you can just create bad data that your application doesn't actually allow your application to create. So there are tests that are exercising behavior that should never exist. And then porting that over to FactoryBot then highlights that because then as soon as I move that record over and then try to create it or do something with it, then the app, the test, do the right thing and let me know saying no, no, no, we've added validations. You can't do that anymore. That has been grinding my gears in terms of trying to then translate. Because then I have to really dive into the code to understand it. And the goal here is to stay as high level as possible and not have to dive in too much. But then that means that I do have to dive in and understand more. So this has frankly just been one of those times in my career where you just kind of have to slog through the work. It's important work to be done. It'll be great once it's done. But it's a painful process. And the best way that I've found to make it more enjoyable is to be in heavy communication with Joël, who's on the project with me, just so if we get stuck on something, then we can chat with each other. And then also there's one file that's particularly gnarly. And so we moved over one test. We were successful, and which felt great because then we could at least document like, okay, when we come back to this, at least we have one example that highlights the wonkiness that we ran into. But we've decided, okay, we're done with that file. We're going to take a break. There's a lot there, but we're going to move on and give ourselves a break and do some of the easier ones, and then we'll circle back to the harder one. Which was, I think, just a bit of bad luck in terms of, like, as we're going down the list, that happened to be like the gnarliest one, and it was like the first one that Joël picked up. And so I'm going through a couple of files, and Joël is like, "What? [laughs] How are you making progress?" And we realize it's just because that file, in particular, is very hard to find all the mystery guests and then to move everything over. Finding a positive note through all of the cruft, I will say this is helping with some of my code sleuthing skills. So as I am running into these problems and then looking for mystery guests, I'm noticing ways that I can then, as quickly as possible, try to triage and identify as to why one test doesn't match another test. Some of it is more specific to the application setup, so it won't be as applicable to future projects. But then some other areas have been really helpful. Like, I'm using caller a lot more to understand, like, I know this is getting called, but I don't know who's calling you. So I can put in a line that basically outputs like, show me your stack traces to how you got here. So that's been really nice as well. So it has improved some of my code sleuthing skills and also my spidey sense in terms of it's typically mystery guests. Like when a test isn't passing, it's because fixtures are creating extra data that are getting pulled in when there are queries that are being run. But they're not explicitly referenced in the test setup itself. So that's typically then where I start is looking for what record looks relevant to this test that I haven't pulled over to my test setup. CHRIS: I appreciate you finding the silver lining, the positive bit of this. Because as you're describing, the work that you're doing sounds like I think you use the word slog, which seems like a very accurate term. But sometimes we have to do that sometimes for a variety of reasons. We end up either having to introduce new code or fix old code, but this is sometimes the work. And this is something that I think you and I share about this show is we get to show all sides of the work. And the work can be glamorous and new. And oh, I've got this greenfield app that I'm building, and it's wonderful. Look at the architecture. And I know in the moment that I'm building someone else's legacy code three years from now. [laughs] And so telling the other side of the story and providing that rounded point of view, because like, yeah, this is all part of it. Again, I don't believe that this is a solved problem, building robust software that we can maintain. And so yeah, you're doing the good work in there. And I thank you for sharing it with us. STEPH: Thanks. Just don't use fixtures in your test, I beg of you. Please don't do that to the legacy code that you're writing for future developers. [laughs] That is my one request. CHRIS: And I will maybe add on to that, sparingly use callbacks. Maybe don't use them at all, and certainly don't use the combination because, my goodness, that'll lead you into some fun times. But yeah, just two small recommendations there. STEPH: Oh, there's something else I wanted to share. I saw that Slack added a new audio feature that allows you to record the pronunciation of your name, which is the feature that I was so excited about when we added it to our internal tool called Hub at thoughtbot. And now Slack has it on their profile so that way you can upload the pronunciation. And then anyone looking at your profile can then listen to how to pronounce your name. There are a couple of other features that they released, I think just in June, so about a month ago from the recording of today. [laughs] That's weird to say, but here we are. So I'll include a link in the show notes so folks can see that feature in addition to others, but I'm super excited. CHRIS: Oh, that is nice. I also like all right, so Slack now has it. Hub now has it. But I don't have access to Hub anymore. And I don't have access to every Slack in the world yet. But here's my suggestion. All right, everybody, stick with me here. I want you to own a domain. I want you to have a personal site on it. And I want the personal site to include the pronunciation of your name. I get that that's a big ask. And I get that there are other platforms that are calling to you, and you may be writing on those. But you know what? Just stand up a little site, just a little place on the internet that you own. And if it includes the pronunciation of your name, I will be forever grateful. STEPH: I like this idea. I initially was taking your idea and immediately running with it as you were speaking it because then I wondered if everyone had their own YouTube channel. But I don't know how hard it is to create a YouTube channel. I am not a YouTube channeler, so I don't know what that looks like. [laughs] But not everybody will know how to purchase a domain. So that might be another approach. CHRIS: I think it's pretty easy to do a YouTube channel. I'm conflating a couple of things. This is my basket of beliefs about people on the internet, but I kind of think everybody should own their own little slice of the internet. And so totally, YouTube is a place where the people make some stuff, make videos, put them on YouTube, absolutely. But ideally, you own something. I see a lot of people that are on YouTube, and that's it, and so their entire audience lives on YouTube. And if YouTube someday decides to change or remove them or say Medium as an example, Medium actually, I think, does a more interesting version of this where your identity kind of gets subsumed into Medium. And I really think everybody should just have their own little, tiny slice of the internet that's there. It has their name that they own that no platform can decide; hey, we've shifted, and now your stuff is gone. Cool URIs don't change as they say, and that's what I want. And then yeah, if you can have the pronunciation of your name on there, that's extra nice. Although I say that, and I don't know that I would do it because my name feels very obvious. One day someone was like, "Oh, how do you pronounce your last name?" I forget if I actually replied with the pronunciation. Or if I was like, "I need to know what options you're considering. I'm so interested because I've really only got the one." Maybe I'm anchored. Maybe I'm biased. [chuckles] I've been doing this for a while. But I really cannot think of another pronunciation of my name. STEPH: You might hear another one that you really like, and you need to pivot. CHRIS: Oh gosh. STEPH: That's the point where you start pronouncing your name differently. CHRIS: Wow, that would be a lot. And then, I could have a change log on my personal site where people can see this is the pronunciation, and this is what the pronunciation used to be. STEPH: [laughs] I like this idea. I also like this idea that everybody has their own slice of internet land. I like this encouragement that you're providing for everyone. On a slightly different note, there's a blog post that I'm really excited to talk about. It's written by Eric Bailey, who's a former thoughtboter. It's called The Optics of Pair Programming. And given how much pair programming that I'm doing, especially with Joël on the current project, it was a really wonderful read. And it also helped me think about pairing from a different perspective because we do have a very strong pairing culture at thoughtbot. So there's a lot of nuance, especially social nuances that can go along with when you invite someone to pair with you that I had not considered until I read this wonderful post by Eric. And we'll be sure to include a link in the show notes. But to provide an overview, essentially, Eric shares that given coming from thoughtbot where we do have a very open approach to pairing where pairing sessions are voluntary and then also last as long as the problem will last...but then when you're at a new company, you could experience pushback if you're inviting someone to pair and then to consider why that pushback may exist. And some of the high-level areas that Eric highlighted are power dynamics, assessment, privacy, and learning styles. So to dive into each of some of those, there's a power dynamics of it's important to consider who's offering to pair. So if I've joined a team as a consultant, there may be a power dynamic there that someone is feeling where their team is paying for my time. So they may feel like they can't say no if I offered to pair. They feel like they need to say yes to the invitation, even if they don't really want to. Or probably a more classic example would be like, what if your boss wants to pair or someone that's just more senior than you? Then it could leave you feeling like, well, I can't say no to this person, can I? Which yes, you totally can say no to that person, but it may leave you in a place where you feel like you can't. And so, it puts you in this sort of uncomfortable and powerless position. The other one is assessment, so offering to pair with someone could feel like you are implying that you want to assess their skills or that you're implying that they're not up to the task and therefore they need your help. So then that could also place someone in an uncomfortable position. There's also privacy. So someone who isn't confident may not want someone to observe their behavior or observe how they're working. It could make them feel really anxious, which then I love that Eric points this out. Ironically, pairing is really good at addressing that lack of confidence because then you get to see how other people work through their problems or how they think, or they may also have some anxiety. Or it just helps you become more comfortable in talking and thinking through with other people. So that one is a tough one where it's hard to get over that initial hurdle. But actually, the more you pair, then the less anxious you'll feel when you pair. And then there's also learning styles because pairing really involves a lot of deep thinking but in our personal time. And it can be hard to balance both of those, and it's just not as effective for some people. So I know that even as much as I really enjoy pairing, I just need to sit with code on my own sometimes. I need to think about it. I need to run it; I need to look at it. So it's really nice to talk with someone. But then I also need that alone time to then just think through it on my own because I can't have that same deep focus if I'm also worried about how the other person is experiencing that session because then my mental energy is going towards them. So that covers a number of the social nuances that can be included or running through someone's mind when you extend an invitation to them to pair. And it really resonated with me the areas that Eric highlights in this blog post. He also talks about a couple of strategies, which I'd love to dive into as well. But I'm going to pause here and see what thoughts you have. CHRIS: Yeah, I love this post. And it got me thinking about pairing and the broader human backdrop of all of the processes and workflows that we have. Everything he highlighted about pairing feels true. Although similar to you and to Eric, I've worked in a context where pairing was a very natural, very regular part of the work and sort of from the very top-down. And so everyone pairing between developers of any different level or developers and designers or really anyone in the...it was just such a part of how we worked that no one really questioned it or at least not after the first couple of weeks. I imagine joining thoughtbot those first weeks; you're like, oh God. As I shared, I think in the previous episode that we recorded, my pairing interview was with Joe Ferris, the CTO of thoughtbot, [laughs] writing a book about good and bad code. And I was like, I don't know what anything is here but very quickly getting over that hurdle. And having that normalizing experience was actually really great, and then have been comfortable with it since. But the idea that there are so many different social dynamics at play feels true. And then as I think about other things, like stand-up is one that I think of as this very simple this is a way to communicate where we're at. And where necessary or where useful, allow people to interject or step in to say, "Oh, let me help you get unblocked there or whatever it is." But so often, I see stand-up being a ritual about demonstrating that you are, in fact, doing work, which is like, here's what I did yesterday. I don't know if it's useful. Then mention that you're working on this project. But the enumeration of look, obviously, work was done by me. You can see it; here are the receipts. It's very much this social dynamic at play. And retro is another one where like, if retro is very much owned by one voice and not a place that change actually happens where people feel safe airing their opinions or their concerns, then it's going to be a terrible experience. But if you can structure it and enforce that it is a space that we can have a conversation, that everyone's voice is welcome and that real change happens as a result of, then it's a magical tool for making sure we're doing the right things. But always behind these are the people, and feelings, and the psychology at play. And so this was just such an interesting post to read and ruminate on that a little bit more. STEPH: Yeah, I agree, especially with a comment that you made about those daily syncs where I really just want to focus on today and what you have that you're blocked on. So it's a really nice update in case there are any cross-collaboration opportunities. That's really what I'm looking for in a daily update. And so I appreciate when people don't go through a laundry list of what they did yesterday because it's like, that's great. But then, like you said, it's just like you're trying to prove here's what I've done, and I trust you; you're working. So just let me know what you're doing today, friend. So Eric does a wonderful job of also including some strategies for ways that then you can address some of these concerns and then how there may be some extra anxiety that's increased when you're inviting somebody to pair. There are some wonderful strategies. I'll let folks read through the blog post itself. There are a couple in particular that came to mind for me because I was then self-assessing how do I tend to approach pairing with someone? And some ways that I want them to feel very comfortable with that experience. And there's a couple. There's one where I recognize that I need to build trust with each person. I can't just go on to a team and expect everyone to know that I have good intentions and that I'm going to do my best to be a fun, helpful pairing partner, and that it's not a zone of judgment. And that has to be cultivated with each person. Because especially as a consultant, if I'm joining a team, the people who hired me are not necessarily the people that I'm working with. It's someone that's probably in leadership or management that has then brought on thoughtbot. And so then the people that I'm working with they don't know me, and they don't know what my pairing style is going to be. So looking for ways to build trust with each person and then also inviting them or asking for help myself. So there's a bit of vulnerability that has to be shown to build trust with someone to say," Hey, I'm stuck on a problem. I would love a second set of eyes. Would you be willing to help me out with this?" So then that way, they're coming in to help me initially versus I'm going in and saying, "Hey, can I help you?" I have found that to be an effective strategy. And there's one that I do really want to talk about, and that's not everyone is going to pair well together. Like, you may find someone who always leaves you feeling just stressed or demoralized. And while it's important to consider your role and why that's true, that does not mean it's your fault and necessarily your problem to fix. So similar to having to manage up, you may need to coach the person that you're pairing with in ways that help you feel comfortable pairing. But if they don't listen to your requests and implement any of that feedback, then just don't pair with that person. That is a very fine option to recognize people that are not receptive to your needs and, therefore, not someone that you need to then force into being a great pairing buddy. And I emphasize that last one because it took me a little while to become comfortable with that and accepting that it wasn't my fault that I wasn't having a great pairing session with people. Similar to when I'm learning from someone that if someone is explaining something to me and they're making me feel inadequate while they're explaining it to me, that's not necessarily my fault. Like, I used to internalize that as like, oh, I just can't get this. But I am now a very staunch believer in if you can't explain it to me in a way that I understand, then that's probably more on you than on me. And that has also taken me time to just really accept and embrace. But once you do, it is so freeing to realize that if someone's explaining a concept and you're still not getting it, it's like, hey, how can we try harder together versus you just making me try harder? CHRIS: I like that right there of like, if I don't understand this, it may actually be you, not me, or something to that effect. Let's get that on a bumper sticker and put that in The Bike Shed store so that everybody can buy it and put it on their cars or at least just us. But yeah, that starting from the bottom sometimes it's just not going to work great. There are even...I think what you're describing sounds a little more complicated, individuals who are personally not great at communicating or pairing or things like that. And that's going to happen. We're going to run into folks that...pairing is communication. That's just the core of it, and some folks, that may not be their strongest suit. But I think there's another category of just like different working styles. And whereas I might...judge is such a heavy word, but I'm going to use it. I might judge someone who is not doing a great job at communicating to someone else, or understanding their point of view, or striving to do that, or taking feedback. Like, those are not great things. Whereas there may just be two different development styles or backgrounds, or there are other reasons that actually they may be not an ideal fit. That said, I have definitely found that in almost every variation of pairing, I've seen work at some point. Like, when I was very early on in my career pairing with folks that are very senior, I didn't get most of it, but I got some stuff. And then folks that are very much on the same level or folks that have a deep knowledge in framework, code base language, whatever and folks that are new to it but have a different set of experiences. Basically, every version of that, I found that pairing is actually an incredibly powerful technique for knowledge sharing, for collaboration, for all of that. So although there are rare cases where there might be some misalignment, in general, I think pairing can work. I do think you hit on something earlier of there are certain folks that are more private thinkers, is how I would describe it, where thinking out loud is complicated for them. I'm very much someone who talks. That's how I figure out what I think is I say stuff. And I'm like, oh, I agree with what I just said. That's good. But I find I actually struggle. There's something I think of...maybe I'm just a loudmouth is what I'm hearing as I say it, but that is how I process things. Other folks, that is not true. Other folks, it's quite internal, and actually trying to vocalize that or trying to share the thought process as they're going may be uncomfortable. And I think that's perfectly reasonable and something that we should recognize and make space for. And so pairing should not be forced upon a team or an individual because there are just different mindsets, different ways of thinking that we need to account for. But again, the vast majority of cases...I've seen plenty of cases where it's someone's like, "I don't like to pair. That's not my thing." And it's actually that they've had bad experiences. And then when they find a space that feels safe or they see the pattern demonstrated in a way that is collegial, and useful, and friendly, then they're like, oh, actually, I thought I didn't like pairing. I thought I didn't like retro. I thought I didn't like stand-up. But actually, all of these things can be good. STEPH: Yeah, absolutely. It's a skill like anything else. You need to see value in it. And if you haven't seen value in it yet or if it's always made you anxious and uncomfortable, then it's something that you're going to avoid as much as possible until someone can provide a valuable, positive experience around how it can go. I'm going to pull back the curtains just a little bit on our recording and share because you've mentioned that you are very much you think out loud, and that's how you decide that you agree with yourself. And I think already at least twice while we've been recording this episode, I have started to say something, and I'm like, no, wait, I don't agree with that and have backed myself up. CHRIS: [laughs] STEPH: And I'm like, no, I just thought through it; I'm going to cancel it out, [laughs] and then moved in a different direction. So I, too, seem to be someone that I start to say things, and I'm like, oh, wait, I don't actually agree with what I just said [laughs], so let's remove that. CHRIS: Yep. You've described it as Michael Scott-ing on a handful of different episodes or maybe things that were cut from episodes. But where you start a sentence and then you're like, I don't know where I was going to end up there. I hoped I'd figure it out by the end, but then I did not get there. And yeah, I think we've all experienced that at various times. STEPH: That's some of my favorite advice from you is where you've been like, just lean into it, just see where it goes. Finish it out. We can always take it out later. [laughs] Because I stop myself because I immediately start editing what I'm trying to say and you're like, "No, no, just finish it, and then we'll see what happens." That's been fun. CHRIS: This is how you find out what you think. You say it out loud, and then you're like, never mind. That was ridic – STEPH: [laughs] CHRIS: I do. Actually, now I'm thinking back, and I have plenty of those where I'll say a thing, and I'm like, nope, never mind, send that one back. [chuckles] As an aside, so we do this thing where we host a podcast, and we get to talk. But we're both now describing the pattern where we'll start to say something, and we'll be like no, no, no, actually, not that. And I think, dear listeners out there, you probably don't hear any of this, the vast majority of it, because we have wonderful editors behind the scenes, Thom Obarski for many years, and now Mandy Moore, who's been with us for a while. And so once again, thank you so much to the editor team that allows us to, I think, again, feel safe in this conversation that we can say whatever feels true and then know that we'll be able to switch that around. So thank you so much to the editors who help us out and make us sound better than we are. STEPH: Yeah, that has made a big difference in my capabilities to podcast. If we were doing this live, ooh goodness, this might be a whole different, weird show. [laughs] CHRIS: I mean, the same is true for code, right? I deeply value the ability to make an absolute mess in my local editor and have nine different commits that eventually I throw two out. And then I revert that file, and then eventually, the PR that I put up that's my Instagram selfie. That's like, I carefully curated this, but what's behind the scenes it's just a pile of trash. So yeah, the ability to separate the creation and the editing that's a meaningful thing to have in life. STEPH: Oh, I can't unsee that now. [laughs] A pull request is now the equivalent of that curated Instagram selfie. That is beautiful. [laughs] CHRIS: To be clear, I don't think I've ever taken an Instagram selfie. But I get the idea, and I felt like it was an analogy that would work. Again, I try out analogies on this show, and many of them do not stick. But I think that one is all right. STEPH: It might even go back to pairing because then you've got help in taking that picture. So hey, you're making a mess with somebody until you get that right perfect thing, and then you push it up for the world to see. So safe spaces for all the activities, I think that's the takeaway. On that note, shall we wrap up? CHRIS: Let's wrap up. The show notes for this episode can be found at bikeshed.fm. STEPH: This show is produced and edited by Mandy Moore. CHRIS: If you enjoyed listening, one really easy way to support the show is to leave us a quick rating or even a review on iTunes, as it really helps other folks find the show. STEPH: If you have any feedback for this or any of our other episodes, you can reach us at @_bikeshed or reach me on Twitter @SViccari. CHRIS: And I'm @christoomey. STEPH: Or you can reach us at hosts@bikeshed.fm via email. CHRIS: Thanks so much for listening to The Bike Shed, and we'll see you next week. ALL: Byeeeeeeee!!!!!!!! ANNOUNCER: This podcast was brought to you by thoughtbot. thoughtbot is your expert design and development partner. Let's make your product and team a success.

Screaming in the Cloud
Incidents, Solutions, and ChatOps Integration with Chris Evans

Screaming in the Cloud

Play Episode Listen Later Jul 7, 2022 33:28


About ChrisChris is the Co-founder and Chief Product Officer at incident.io, where they're building incident management products that people actually want to use. A software engineer by trade, Chris is no stranger to gnarly incidents, having participated (and caused!) them at everything from early stage startups through to enormous IT organizations.Links Referenced: incident.io: https://incident.io Practical Guide to Incident Management: https://incident.io/guide/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: DoorDash had a problem. As their cloud-native environment scaled and developers delivered new features, their monitoring system kept breaking down. In an organization where data is used to make better decisions about technology and about the business, losing observability means the entire company loses their competitive edge. With Chronosphere, DoorDash is no longer losing visibility into their applications suite. The key? Chronosphere is an open-source compatible, scalable, and reliable observability solution that gives the observability lead at DoorDash business, confidence, and peace of mind. Read the full success story at snark.cloud/chronosphere. That's snark.cloud slash C-H-R-O-N-O-S-P-H-E-R-E.Corey: Let's face it, on-call firefighting at 2am is stressful! So there's good news and there's bad news. The bad news is that you probably can't prevent incidents from happening, but the good news is that incident.io makes incidents less stressful and a lot more valuable. incident.io is a Slack-native incident management platform that allows you to automate incident processes, focus on fixing the issues and learn from incident insights to improve site reliability and fix your vulnerabilities. Try incident.io, recover faster and sleep more.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. Today's promoted guest is Chris Evans, who's the CPO and co-founder of incident.io. Chris, first, thank you very much for joining me. And I'm going to start with an easy question—well, easy question, hard answer, I think—what is an incident.io exactly?Chris: Incident.io is a software platform that helps entire organizations to respond to recover from and learn from incidents.Corey: When you say incident, that means an awful lot of things. And depending on where you are in the ecosystem in the world, that means different things to different people. For example, oh, incident. Like, “Are you talking about the noodle incident because we had an agreement that we would never speak about that thing again,” style, versus folks who are steeped in DevOps or SRE culture, which is, of course, a fancy way to say those who are sad all the time, usually about computers. What is an incident in the context of what you folks do?Chris: That, I think, is the killer question. I think if you look at organizations in the past, I think incidents were those things that happened once a quarter, maybe once a year, and they were the thing that brought the entirety of your site down because your big central database that was in a data center sort of disappeared. The way that modern companies run means that the definition has to be very, very different. So, most places now rely on distributed systems and there is no, sort of, binary sense of up or down these days. And essentially, in the general case, like, most companies are continually in a sort of state of things being broken all of the time.And so, for us, when we look at what an incident is, it is essentially anything that takes you away from your planned work with a sense of urgency. And that's the sort of the pithy definition that we use there. Generally, that can mean anything—it means different things to different folks, and, like, when we talk to folks, we encourage them to think carefully about what that threshold is, but generally, for us at incident.io, that means basically a single error that is worthwhile investigating that you would stop doing your backlog work for is an incident. And also an entire app being down, that is an incident.So, there's quite a wide range there. But essentially, by sort of having more incidents and lowering that threshold, you suddenly have a heap of benefits, which I can go very deep into and talk for hours about.Corey: It's a deceptively complex question. When I talk to folks about backups, one of the biggest problems in the world of backup and building a DR plan, it's not building the DR plan—though that's no picnic either—it's okay. In the time of cloud, all your planning figures out, okay. Suddenly the site is down, how do we fix it? There are different levels of down and that means different things to different people where, especially the way we build apps today, it's not is the service or site up or down, but with distributed systems, it's how down is it?And oh, we're seeing elevated error rates in us-tire-fire-1 region of AWS. At what point do we begin executing on our disaster plan? Because the worst answer, in some respects is, every time you think you see a problem, you start failing over to other regions and other providers and the rest, and three minutes in, you've irrevocably made the cutover and it's going to take 15 minutes to come back up. And oh, yeah, then your primary site comes back up because whoever unplugged something, plugged it back in and now you've made the wrong choice. Figuring out all the things around the incident, it's not what it once was.When you were running your own blog on a single web server and it's broken, it's pretty easy to say, “Is it up or is it down?” As you scale out, it seems like that gets more and more diffuse. But it feels to me that it's also less of a question of how the technology has scaled, but also how the culture and the people have scaled. When you're the only engineer somewhere, you pretty much have no choice but to have the entire state of your stack shoved into your head. When that becomes 15 or 20 different teams of people, in some cases, it feels like it's almost less than a technology problem than it is a problem of how you communicate and how you get people involved. And the issues in front of the people who are empowered and insightful in a certain area that needs fixing.Chris: A hundred percent. This is, like, a really, really key point, which is that organizations themselves are very complex. And so, you've got this combination of systems getting more and more complicated, more and more sort of things going wrong and perpetually breaking but you've got very, very complicated information structures and communication throughout the whole organization to keep things up and running. The very best orgs are the ones where they can engage the entire, sort of, every corner of the organization when things do go wrong. And lived and breathed this firsthand when various different previous companies, but most recently at Monzo—which is a bank here in the UK—when an incident happened there, like, one of our two physical data center locations went down, the bank wasn't offline. Everything was resilient to that, but that required an immediate response.And that meant that engineers were deployed to go and fix things. But it also meant the customer support folks might be required to get involved because we might be slightly slower processing payments. And it means that risk and compliance folks might need to get involved because they need to be reporting things to regulators. And the list goes on. There's, like, this need for a bunch of different people who almost certainly have never worked together or rarely worked together to come together, land in this sort of like empty space of this incident room or virtual incident room, and figure out how they're going to coordinate their response and get things back on track in the sort of most streamlined way and as quick as possible.Corey: Yeah, when your bank is suddenly offline, that seems like a really inopportune time to be introduced to the database team. It's, “Oh, we have one of those. Wonderful. I feel like you folks are going to come in handy later today.” You want to have those pathways of communication open well in advance of these issues.Chris: A hundred percent. And I think the thing that makes incidents unique is that fact. And I think the solution to that is this sort of consistent, level playing field that you can put everybody on. So, if everybody understands that the way that incidents are dealt with is consistent, we declare it like this, and under these conditions, these things happen. And, you know, if I flag this kind of level of impact, we have to pull in someone else to come and help make a decision.At the core of it, there's this weird kind of duality to incidents where they are both kind of semi-formulaic and that you can basically encode a lot of the processes that happen, but equally, they are incredibly chaotic and require a lot of human impact to be resilient and figure these things out because stuff that you have never seen happen before is happening and failing in ways that you never predicted. And so, this is where incident.io plays into this is that we try to take the first half of that off of your hands, which is, we will help you run your process so that all of the brain capacity you have, it goes on to the bit that humans are uniquely placed to be able to do, which is responding to these very, very chaotic, sort of, surprise events that have happened.Corey: I feel as well—because I played around in this space a bit before I used to run ops teams—and, more or less I really should have had a t-shirt then that said, “I am the root cause,” because yeah, I basically did a lot of self-inflicted outages in various environments because it turns out, I'm not always the best with computers. Imagine that. There are a number of different companies that play in the space that look at some part of the incident lifecycle. And from the outside, first, they all look alike because it's, “Oh, so you're incident.io. I assume you're PagerDuty. You're the thing that calls me at two in the morning to make sure I wake up.”Conversely, for folks who haven't worked deeply in that space, as well, of setting things on fire, what you do sounds like it's highly susceptible to the Hacker News problem. Where, “Wait, so what you do is effectively just getting people to coordinate and talk during an incident? Well, that doesn't sound hard. I could do that in a weekend.” And no, no, you can't.If this were easy, you would not have been in business as long as you have, have the team the size that you do, the customers that you do. But it's one of those things that until you've been in a very specific set of a problem, it doesn't sound like it's a real problem that needs solving.Chris: Yeah, I think that's true. And I think that the Hacker News point is a particularly pertinent one and that someone else, sort of, in an adjacent area launched on Hacker News recently, and the amount of feedback they got around, you know, “You're a Slack bot. How is this a company?” Was kind of staggering. And I think generally where that comes from is—well, first of all that bias that engineers have, which is just everything you look at as an engineer is like, “Yeah, I can build that in a weekend.” I think there's often infinite complexity under the hood that just gets kind of brushed over. But yeah, I think at the core of it, you probably could build a Slack bot in a weekend that creates a channel for you in Slack and allows you to post somewhere that some—Corey: Oh, good. More channels in Slack. Just when everyone wants.Chris: Well, there you go. I mean, that's a particular pertinent one because, like, our tool does do that. And one of the things—so I built at Monzo, a version of incident.io that we used at the company there, and that was something that I built evenings and weekends. And among the many, many things I never got around to building, archiving and cleaning up channels was one of the ones that was always on that list.And so, Monzo did have this problem of littered channels everywhere, I think that sort of like, part of the problem here is, like, it is easy to look at a product like ours and sort of assume it is this sort of friendly Slack bot that helps you orchestrate some very basic commands. And I think when you actually dig into the problems that organizations above a certain size have, they're not solved by Slack bots. They're solved by platforms that help you to encode your processes that otherwise have to live on a Google Doc somewhere which is five pages long and when it's 2 a.m. and everything's on fire, I guarantee you not a single person reads that Google Doc, so your process is as good as not in place at all. That's the beauty of a tool like ours. We have a powerful engine that helps you basically to encode that and take some load off of you.Corey: To be clear, I'm also not coming at this from a position of judging other people. I just look right now at the Slack workspace that we have The Duckbill Group, and we have something like a ten-to-one channel-to-human ratio. And the proliferation of channels is a very real thing. And the problem that I've seen across the board with other things that try to address incident management has always been fanciful at best about what really happens when something breaks. Like, you talk about, oh, here's what happens. Step one: you will pull up the Google Doc, or you will pull up the wiki or the rest, or in some aspirational places, ah, something seems weird, I will go open a ticket in Jira.Meanwhile, here in reality, anyone who's ever worked in these environments knows that step one, “Oh shit, oh shit, oh shit, oh shit, oh shit. What are we going to do?” And all the practices and procedures that often exist, especially in orgs that aren't very practiced at these sorts of things, tend to fly out the window and people are going to do what they're going to do. So, any tool or any platform that winds up addressing that has to accept the reality of meeting people where they are not trying to educate people into different patterns of behavior as such. One of the things I like about your approach is, yeah, it's going to be a lot of conversation in Slack that is a given we can pretend otherwise, but here in reality, that is how work gets communicated, particularly in extremis. And I really appreciate the fact that you are not trying to, like, fight what feels almost like a law of nature at this point.Chris: Yeah, I think there's a few things in that. The first point around the document approach or the clearly defined steps of how an incident works. In my experience, those things have always gone wrong because—Corey: The data center is down, so we're going to the wiki to follow our incident management procedure, which is in the data center just lost power.Chris: Yeah.Corey: There's a dependency problem there, too. [laugh].Chris: Yeah, a hundred percent. [laugh]. A hundred percent. And I think part of the problem that I see there is that very, very often, you've got this situation where the people designing the process are not the people following the process. And so, there's this classic, I've heard it through John Allspaw, but it's a bunch of other folks who talk about the difference between people, you know, at the sharp end or the blunt end of the work.And I think the problem that people are facing the past is you have these people who sit in the, sort of, metaphorical upstairs of the office and think that they make a company safe by defining a process on paper. And they ship the piece of paper and go, “That is a good job for me done. I'm going to leave and know that I've made the bank—the other whatever your organization does—much, much safer.” And I think this is where things fall down because—Corey: I want to ambush some of those people in their performance reviews with, “Cool. Just for fun, all the documentation here, we're going to pull up the analytics to see how often that stuff gets viewed. Oh, nobody ever sees it. Hmm.”Chris: It's frustrating. It's frustrating because that never ever happens, clearly. But the point you made around, like, meeting people where you are, I think that is a huge one, which is incidents are founded on great communication. Like, as I said earlier, this is, like, a form of team with someone you've never ever worked with before and the last thing you want to do is be, like, “Hey, Corey, I've never met you before, but let's jump out onto this other platform somewhere that I've never been or haven't been for weeks and we'll try and figure stuff out over there.” It's like, no, you're going to be communicating—Corey: We use Slack internally, but we have a WhatsApp chat that we wind up using for incident stuff, so go ahead and log into WhatsApp, which you haven't done in 18 months, and join the chat. Yeah, in the dawn of time, in the mists of antiquity, you vaguely remember hearing something about that your first week and then never again. This stuff has to be practiced and it's important to get it right. How do you approach the inherent and often unfortunate reality that incident response and management inherently becomes very different depending upon the specifics of your company or your culture or something like that? In other words, how cookie-cutter is what you have built versus adaptable to different environments it finds itself operating in?Chris: Man, the amount of time we spent as a founding team in the early days deliberating over how opinionated we should be versus how flexible we should be was staggering. The way we like to describe it as we are quite opinionated about how we think incidents should be run, however we let you imprint your own process into that, so putting some color onto that. We expect incidents to have a lead. That is something you cannot get away from. However, you can call the lead whatever makes sense for you at your organization. So, some folks call them an incident commander or a manager or whatever else.Corey: There's overwhelming militarization of these things. Like, oh, yes, we're going to wind up taking a bunch of terms from the military here. It's like, you realize that your entire giant screaming fire is that the lights on the screen are in the wrong pattern. You're trying to make them in the right pattern. No one dies here in most cases, so it feels a little grandiose for some of those terms being tossed around in some cases, but I get it. You've got to make something that is unpleasant and tedious in many respects, a little bit more gripping. I don't envy people. Messaging is hard.Chris: Yeah, it is. And I think if you're overly virtuoustic and inflexible, you're sort of fighting an uphill battle here, right? So, folks are going to want to call things what they want to call things. And you've got people who want to import [ITIL 00:15:04] definitions for severity ease into the platform because that's what they're familiar with. That's fine.What we are opinionated about is that you have some severity levels because absent academic criticism of severity levels, they are a useful mechanism to very coarsely and very quickly assess how bad something is and to take some actions off of it. So yeah, we basically have various points in the product where you can customize and put your own sort of flavor on it, but generally, we have a relatively opinionated end-to-end expectation of how you will run that process.Corey: The thing that I find that annoys me—in some cases—the most is how heavyweight the process is, and it's clearly built by people in an ivory tower somewhere where there's effectively a two-day long postmortem analysis of the incident, and so on and so forth. And okay, great. Your entire site has been blown off the internet, yeah, that probably makes sense. But as soon as you start broadening that to things like okay, an increase in 500 errors on this service for 30 minutes, “Great. Well, we're going to have a two-day postmortem on that.” It's, “Yeah, sure would be nice if we could go two full days without having another incident of that caliber.” So, in other words, whose foot—are we going to hire a new team whose full-time job it is, is to just go ahead and triage and learn from all these incidents? Seems to me like that's sort of throwing wood behind the wrong arrows.Chris: Yeah, I think it's very reductive to suggest that learning only happens in a postmortem process. So, I wrote a blog, actually, not so long ago that is about running postmortems and when it makes sense to do it. And as part of that, I had a sort of a statement that was [laugh] that we haven't run a single postmortem when I wrote this blog at incident.io. Which is probably shocking to many people because we're an incident company, and we talk about this stuff, but we were also a company of five people and when something went wrong, the learning was happening and these things were sort of—we were carving out the time, whether it was called a postmortem, or not to learn and figure out these things. Extrapolating that to bigger companies, there is little value in following processes for the sake of following processes. And so, you could have—Corey: Someone in compliance just wound up spitting their coffee over their desktop as soon as you said that. But I hear you.Chris: Yeah. And it's those same folks who are the ones who care about the document being written, not the process and the learning happening. And I think that's deeply frustrating to me as—Corey: All the plans, of course, assume that people will prioritize the company over their own family for certain kinds of disasters. I love that, too. It's divorced from reality; that's ridiculous, on some level. Speaking of ridiculous things, as you continue to grow and scale, I imagine you integrate with things beyond just Slack. You grab other data sources and over in the fullness of time.For example, I imagine one of your most popular requests from some of your larger customers is to integrate with their HR system in order to figure out who's the last engineer who left, therefore everything immediately their fault because lord knows the best practice is to pillory whoever was the last left because then they're not there to defend themselves anymore and no one's going to get dinged for that irresponsible jackass's decisions, even if they never touched the system at all. I'm being slightly hyperbolic, but only slightly.Chris: Yeah. I think [laugh] that's an interesting point. I am definitely going to raise that feature request for a prefilled root cause category, which is, you know, the value is just that last person who left the organization. That it's a wonderful scapegoat situation there. I like it.To the point around what we do integrate with, I think the thing is actually with incidents that's quite interesting is there is a lot of tooling that exists in this space that does little pockets of useful, valuable things in the shape of incidents. So, you have PagerDuty is this system that does a great job of making people's phone making noise, but that happens, and then you're dropped into this sort of empty void of nothingness and you've got to go and figure out what to do. And then you've got things like Jira where clearly you want to be able to track actions that are coming out of things going wrong in some cases, and that's a great tool for that. And various other things in the middle there. And yeah, our value proposition, if you want to call it that, is to bring those things together in a way that is massively ergonomic during an incident.So, when you're in the middle of an incident, it is really handy to be able to go, “Oh, I have shipped this horrible fix to this thing. It works, but I must remember to undo that.” And we put that at your fingertips in an incident channel from Slack, that you can just log that action, lose that cognitive load that would otherwise be there, move on with fixing the thing. And you have this sort of—I think it's, like, that multiplied by 1000 in incidents that is just what makes it feel delightful. And I cringe a little bit saying that because it's an incident at the end of the day, but genuinely, it feels magical when some things happen that are just like, “Oh, my gosh, you've automatically hooked into my GitHub thing and someone else merged that PR and you've posted that back into the channel for me so I know that that happens. That would otherwise have been a thing where I jump out of the incident to go and figure out what was happening.”Corey: This episode is sponsored in part by our friend EnterpriseDB. EnterpriseDB has been powering enterprise applications with PostgreSQL for 15 years. And now EnterpriseDB has you covered wherever you deploy PostgreSQL on-premises, private cloud, and they just announced a fully-managed service on AWS and Azure called BigAnimal, all one word. Don't leave managing your database to your cloud vendor because they're too busy launching another half-dozen managed databases to focus on any one of them that they didn't build themselves. Instead, work with the experts over at EnterpriseDB. They can save you time and money, they can even help you migrate legacy applications—including Oracle—to the cloud. To learn more, try BigAnimal for free. Go to biganimal.com/snark, and tell them Corey sent you.Corey: The problem with the cloud, too, is the first thing that, when there starts to be an incident happening is the number one decision—almost the number one decision point is this my shitty code, something we have just pushed in our stuff, or is it the underlying provider itself? Which is why the AWS status page being slow to update is so maddening. Because those are two completely different paths to go down and you are having to pursue both of them equally at the same time until one can be ruled out. And that is why time to identify at least what side of the universe it's on is so important. That has always been a bit of a tricky challenge.I want to talk a bit about circular dependencies. You target a certain persona of customer, but I'm going to go out on a limb and assume that one explicit company that you are not going to want to do business with in your current iteration is Slack itself because a tool to manage—okay, so our service is down, so we're going to go to Slack to fix it doesn't work when the service is Slack itself. So, that becomes a significant challenge. As you look at this across the board, are you seeing customers having problems where you have circular dependency issues with this? Easy example: Slack is built on top of AWS.When there's an underlying degradation of, huh, suddenly us-east-1 is not doing what it's supposed to be doing, now, Slack is degraded as well, as well as the customer site, it seems like at that point, you're sort of in a bit of tricky positioning as a customer. Counterpoint, when neither Slack nor your site are working, figuring out what caused that issue doesn't seem like it's the biggest stretch of the imagination at that point.Chris: I've spent a lot of my career working in infrastructure, platform-type teams, and I think you can end up tying yourself in knots if you try and over-optimize for, like, avoiding these dependencies. I think it's one of those, sort of, turtles all the way down situations. So yes, Slack are unlikely to become a customer because they are clearly going to want to use our product when they are down.Corey: They reach out, “We'd like to be your customer.” Your response is, “Please don't be.” None of us are going to be happy with this outcome.Chris: Yeah, I mean, the interesting thing that is that we're friends with some folks at Slack, and they believe it or not, they do use Slack to navigate their incidents. They have an internal tool that they have written. And I think this sort of speaks to the point we made earlier, which is that incidents and things failing or not these sort of big binary events. And so—Corey: All of Slack is down is not the only kind of incident that a company like Slack can experience.Chris: I'd go as far as that it's most commonly not that. It's most commonly that you're navigating incidents where it is a degradation, or some edge case, or something else that's happened. And so, like, the pragmatic solution here is not to avoid the circular dependencies, in my view; it's to accept that they exist and make sure you have sensible escape hatches so that when something does go wrong—so a good example, we use incident.io at incident.io to manage incidents that we're having with incident.io. And 99% of the time, that is absolutely fine because we are having some error in some corner of the product or a particular customer is doing something that is a bit curious.And I could count literally on one hand the number of times that we have not been able to use our products to fix our product. And in those cases, we have a fallback which is jump into—Corey: I assume you put a little thought into what happened. “Well, what if our product is down?” “Oh well, I guess we'll never be able to fix it or communicate about it.” It seems like that's the sort of thing that, given what you do, you might have put more than ten seconds of thought into.Chris: We've put a fair amount of thought into it. But at the end of the day, [laugh] it's like if stuff is down, like, what do you need to do? You need to communicate with people. So, jump on a Google Chat, jump on a Slack huddle, whatever else it is we have various different, like, fallbacks in different order. And at the core of it, I think this is the thing is, like, you cannot be prepared for every single thing going wrong, and so what you can be prepared for is to be unprepared and just accept that humans are incredibly good at being resilient, and therefore, all manner of things are going to happen that you've never seen before and I guarantee you will figure them out and fix them, basically.But yeah, I say this; if my SOC 2 auditor is listening, we also do have a very well-defined, like, backup plan in our SOC 2 [laugh] in our policies and processes that is the thing that we will follow that. But yeah.Corey: The fact that you're saying the magic words of SOC 2, yes, exactly. Being in a responsible adult and living up to some baseline compliance obligations is really the sign of a company that's put a little thought into these things. So, as I pull up incident.io—the website, not the company to be clear—and look through what you've written and how you talk about what you're doing, you've avoided what I would almost certainly have not because your tagline front and center on your landing page is, “Manage incidents at scale without leaving Slack.” If someone were to reach out and say, well, we're down all the time, but we're using Microsoft Teams, so I don't know that we can use you, like, the immediate instinctive response that I would have for that to the point where I would put it in the copy is, “Okay, this piece of advice is free. I would posit that you're down all the time because you're the kind of company to use Microsoft Teams.” But that doesn't tend to win a whole lot of friends in various places. In a slightly less sarcastic bent, do you see people reaching out with, “Well, we want to use you because we love what you're doing, but we don't use Slack.”Chris: Yeah. We do. A lot of folks actually. And we will support Teams one day, I think. There is nothing especially unique about the product that means that we are tied to Slack.It is a great way to distribute our product and it sort of aligns with the companies that think in the way that we do in the general case but, like, at the core of what we're building, it's a platform that augments a communication platform to make it much easier to deal with a high-stress, high-pressure situation. And so, in the future, we will support ways for you to connect Microsoft Teams or if Zoom sought out getting rich app experiences, talk on a Zoom and be able to do various things like logging actions and communicating with other systems and things like that. But yeah, for the time being very, very deliberate focus mechanism for us. We're a small company with, like, 30 people now, and so yeah, focusing on that sort of very slim vertical is working well for us.Corey: And it certainly seems to be working to your benefit. Every person I've talked to who is encountered you folks has nothing but good things to say. We have a bunch of folks in common listed on the wall of logos, the social proof eye chart thing of here's people who are using us. And these are serious companies. I mean, your last job before starting incident.io was at Monzo, as you mentioned.You know what you're doing in a regulated, serious sense. I would be, quite honestly, extraordinarily skeptical if your background were significantly different from this because, “Well, yeah, we worked at Twitter for Pets in our three-person SRE team, we can tell you exactly how to go ahead and handle your incidents.” Yeah, there's a certain level of operational maturity that I kind of just based upon the name of the company there; don't think that Twitter for Pets is going to nail. Monzo is a bank. Guess you know what you're talking about, given that you have not, basically, been shut down by an army of regulators. It really does breed an awful lot of confidence.But what's interesting to me is the number of people that we talk to in common are not themselves banks. Some are and they do very serious things, but others are not these highly regulated, command-and-control, top-down companies. You are nimble enough that you can get embedded at those startup-y of startup companies once they hit a certain point of scale and wind up helping them arrive at a better outcome. It's interesting in that you don't normally see a whole lot of tools that wind up being able to speak to both sides of that very broad spectrum—and most things in between—very effectively. But you've somehow managed to thread that needle. Good work.Chris: Thank you. Yeah. What else can I say other than thank you? I think, like, it's a deliberate product positioning that we've gone down to try and be able to support those different use cases. So, I think, at the core of it, we have always tried to maintain the incident.io should be installable and usable in your very first incident without you having to have a very steep learning curve, but there is depth behind it that allows you to support a much more sophisticated incident setup.So, like, I mean, you mentioned Monzo. Like, I just feel incredibly fortunate to have worked at that company. I joined back in 2017 when they were, I don't know, like, 150,000 customers and it was just getting its banking license. And I was there for four years and was able to then see it scale up to 6 million customers and all of the challenges and pain that goes along with that both from building infrastructure on the technical side of things, but from an organizational side of things. And was, like, front-row seat to being able to work with some incredibly smart people and sort of see all these various different pain points.And honestly, it feels a little bit like being in sort of a cheat mode where we get to this import a lot of that knowledge and pain that we felt at Monzo into the product. And that happens to resonate with a bunch of folks. So yeah, I feel like things are sort of coming out quite well at the moment for folks.Corey: The one thing I will say before we wind up calling this an episode is just how grateful I am that I don't have to think about things like this anymore. There's a reason that the problem that I chose to work on of expensive AWS bills being very much a business-hours only style of problem. We're a services company. We don't have production infrastructure that is externally facing. “Oh, no, one of our data analysis tools isn't working internally.”That's an interesting curiosity, but it's not an emergency in the same way that, “Oh, we're an ad network and people are looking at ads right now because we're broken,” is. So, I am grateful that I don't have to think about these things anymore. And also a little wistful because there's so much that you do it would have made dealing with expensive and dangerous outages back in my production years a lot nicer.Chris: Yep. I think that's what a lot of folks are telling us essentially. There's this curious thing with, like, this product didn't exist however many years ago and I think it's sort of been quite emergent in a lot of companies that, you know, as sort of things have moved on, that something needs to exist in this little pocket of space, dealing with incidents in modern companies. So, I'm very pleased that what we're able to build here is sort of working and filling that for folks.Corey: Yeah. I really want to thank you for taking so much time to go through the ethos of what you do, why you do it, and how you do it. If people want to learn more, where's the best place for them to go? Ideally, not during an incident.Chris: Not during an incident, obviously. Handily, the website is the company name. So, incident.io is a great place to go and find out more. We've literally—literally just today, actually—launched our Practical Guide to Incident Management, which is, like, a really full piece of content which, hopefully, will be useful to a bunch of different folks.Corey: Excellent. We will, of course, put a link to that in the [show notes 00:29:52]. I really want to thank you for being so generous with your time. Really appreciate it.Chris: Thanks so much. It's been an absolute pleasure.Corey: Chris Evans, Chief Product Officer and co-founder of incident.io. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this episode, please leave a five-star review on your podcast platform of choice along with an angry comment telling me why your latest incident is all the intern's fault.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

Screaming in the Cloud
Granted, Common Fate, and AWS Functionality with Chris Norman

Screaming in the Cloud

Play Episode Listen Later Jun 30, 2022 33:34


About ChrisChris is a robotics engineer turned cloud security practitioner. From building origami robots for NASA, to neuroscience wearables, to enterprise software consulting, he is a passionate builder at heart. Chris is a cofounder of Common Fate, a company with a mission to make cloud access simple and secure.Links: Common Fate: https://commonfate.io/ Granted: https://granted.dev Twitter: https://twitter.com/chr_norm TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: Let's face it, on-call firefighting at 2am is stressful! So there's good news and there's bad news. The bad news is that you probably can't prevent incidents from happening, but the good news is that incident.io makes incidents less stressful and a lot more valuable. incident.io is a Slack-native incident management platform that allows you to automate incident processes, focus on fixing the issues and learn from incident insights to improve site reliability and fix your vulnerabilities. Try incident.io, recover faster and sleep more.Corey: This episode is sponsored in part by Honeycomb. When production is running slow, it's hard to know where problems originate. Is it your application code, users, or the underlying systems? I've got five bucks on DNS, personally. Why scroll through endless dashboards while dealing with alert floods, going from tool to tool to tool that you employ, guessing at which puzzle pieces matter? Context switching and tool sprawl are slowly killing both your team and your business. You should care more about one of those than the other; which one is up to you. Drop the separate pillars and enter a world of getting one unified understanding of the one thing driving your business: production. With Honeycomb, you guess less and know more. Try it for free at honeycomb.io/screaminginthecloud. Observability: it's more than just hipster monitoring.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. It doesn't matter where you are on your journey in cloud—you could never have heard of Amazon the bookstore—and you encounter AWS and you spin up an account. And within 20 minutes, you will come to the realization that everyone in this space does. “Wow, logging in to AWS absolutely blows goats.”Today, my guest, obviously had that reaction, but unlike most people I talked to, decided to get up and do something about it. Chris Norman is the co-founder of Common Fate and most notably to how I know him is one of the original authors of the tool, Granted. Chris, thank you so much for joining me.Chris: Hey, Corey, thank you for having me.Corey: I have done podcasts before; I have done a blog post on it; I evangelize it on Twitter constantly, and even now, it is challenging in a few ways to explain holistically what Granted is. Rather than trying to tell your story for you, when someone says, “Oh, Granted, that seems interesting and impossible to Google for in isolation, so therefore, we know it's going to be good because all the open-source projects with hard to find names are,” what is Granted and what does it do?Chris: Granted is a command-line tool which makes it really easy for you to get access and assume roles when you're working with AWS. For me, when I'm using Granted day-to-day, I wake up, go to my computer—I'm working from home right now—crack open the MacBook and I log in and do some development work. I'm going to go and start working in the cloud.Corey: Oh, when I start first thing in the morning doing development work and logging into the cloud, I know. All right, I'm going to log in to AWS and now I know that my day is going downhill from here.Chris: [laugh]. Exactly, exactly. I think maybe the best days are when you don't need to log in at all. But when you do, I go and I open my terminal and I run this command. Using Granted, I ran this assume command and it authenticates me with single-sign-on into AWS, and then it opens up a console window in a particular account.Now, you might ask, “Well, that's a fairly standard thing.” And in fact, that's probably the way that the console and all of the tools work by default with AWS. Why do you need a third-party tool for this?Corey: Right. I've used a bunch of things that do varying forms of this and unlike Granted, you don't see me gushing about them. I want to be very clear, we have no business relationship. You're not sponsoring anything that I do. I'm not entirely clear on what your day job entails, but I have absolutely fallen in love with the Granted tool, which is why I'm dragging you on to this show, kicking and screaming, mostly to give me an excuse to rave about it some more.Chris: [laugh]. Exactly. And thank you for the kind words. And I'd say really what makes it special or why I've been so excited to be working on it is that it makes this access, particularly when you're working with multiple accounts, really, really easy. So, when I run assume and I open up that console window, you know, that's all fine and that's very similar to how a lot of the other tools and projects that are out there work, but when I want to open that second account and that second console window, maybe because I'm looking at like a development and a staging account at the same time, then Granted allows me to view both of those simultaneously in my browser. And we do that using some platform sort of tricks and building into the way that the browser works.Corey: Honestly, one of the biggest differences in how you describe what Granted is and how I view it is when you describe it as a CLI application because yes, it is that, but one of the distinguishing characteristics is you also have a Firefox extension that winds up leveraging the multi-container functionality extension that Firefox has. So, whenever I wind up running a single command—assume with a-c' flag, then I give it the name of my AWS profile, it opens the web console so I can ClickOps my heart's content inside of a tab that is locked to a container, which means I can have one or two or twenty different AWS accounts and/or regions up running simultaneously side-by-side, which is basically impossible any other way that I've ever looked at it.Chris: Absolutely, yeah. And that's, like, the big differentiating factor right now between Granted and between this sort of default, the native experience, if you're just using the AWS command line by itself. With Granted, you can—with these Firefox containers, all of your cookies, your profile, everything is all localized into that one container. It's actually it's a privacy features that are built into Firefox, which keeps everything really separate between your different profiles. And what we're doing with Granted is that we make it really easy to open a specific profiles that correspond with different AWS profiles that you're using.So, you'd have one which could be your development account, one which could be production or staging. And you can jump between these and navigate between them just as separate tabs in your browser, which is a massive improvement over, you know, what I've previously had to use in the past.Corey: The thing that really just strikes me about this is first, of course, the functionality and the rest, so I saw this—I forget how I even came across it—and immediately I started using it. On my Mac, it was great. I started using it when I was on the road, and it was less great because you built this thing in Go. It can compile and install on almost anything, but there were some assumptions that you had built into this in its early days that did not necessarily encompass all of the use cases that I use. For example, it hadn't really occurred to you that some lunatic would try and only use an iPad when they're on the road, so they have to be able to run this to get federated login links via SSHing into an EC2 instance running somewhere and not have it open locally.You seemed almost taken aback when I brought it up. Like, “What lunatic would do that?” Like, “Hi, I'm such a lunatic. Let's talk about this.” And it does that now, and it's awesome. It does seem to me though, and please correct me if I'm wrong on this assumption slash assessment that this is first and foremost aimed at desktop users, specifically people running Mac on the desktop, is that the genesis of it?Chris: It is indeed. And I think part of the cause behind that is that we originally built a tool for ourselves. And as we were building things and as we were working using the cloud, we were running things—you know, we like to think that we're following best practices when we're using AWS, and so we'd set up multiple accounts, we'd have a special account for development, a separate one for staging, a separate one for production, even internal tools that we would build, we would go and spin up an individual account for those. And then you know, we had lots of accounts. and to go and access those really easily was quite difficult.So, we definitely, we built it for ourselves first and I think that that's part of when we released it, it actually a little bit of cause for some of the initial problems. And some of the feedback that we had was that it's great to build tools for yourself, but when you're working in open-source, there's a lot of different diversity with how people are using things.Corey: We take different approaches. You want to try to align with existing best practices, whereas I am a loudmouth white guy who works in tech. So, what I do definitionally becomes a best practice in the ecosystem. It's easier to just comport with the ones that are already existing that smart people put together rather than just trying to competence your way through it, so you took a better path than I did.But there's been a lot of evolution to Granted as I've been using it for a while. I did a whole write-up on it and that got a whole bunch of eyes onto the project, which I can now admit was a nefarious plan on my part because popping into your community Slack and yelling at you for features I want was all well and good, but let's try and get some people with eyes on this who are smarter than me—which is not that high of a bar when it comes to SSO, and IAM, and federated login, and the rest—and they can start finding other enhancements that I'll probably benefit from. And sure enough, that's exactly what happened. My sneaky plan has come to fruition. Thanks for being a sucker, I guess. I mean—[laugh] it worked. I'm super thrilled by the product.Chris: [laugh]. I guess it's a great thing I think that the feedback and particularly something that's always been really exciting is just seeing new issues come through on GitHub because it really shows the kinds of interesting use cases and the kinds of interesting teams and companies that are using Granted to make their lives a little bit easier.Corey: When I go to the website—which again is impossible to Google—the website for those wondering is granted.dev. It's short, it's concise, I can say it on a podcast and people automatically know how to spell it. But at the top of the website—which is very well done by the way—it mentions that oh, you can, “Govern access to breakglass roles with Common Fate Cloud,” and it also says in the drop shadow nonsense thing in the upper corner, “Brought to you by Common Fate,” which is apparently the name of your company.So, the question I'll get to in a second is what does your company do, but first and foremost, is this going to be one of those rug-pull open-source projects where one day it's, “Oh, you want to log into your AWS accounts? Insert quarter to continue.” I'm mostly being a little over the top with that description, but we've all seen things that we love turn into molten garbage. What is the plan around this? Are you about to ruin this for the rest of us once you wind up raising a round or something? What's the deal?Chris: Yeah, it's a great question, Corey. And I think that to a degree, releasing anything like this that sits in the access workflow and helps you assume roles and helps you day-to-day, you know, we have a responsibility to uphold stability and reliability here and to not change things. And I think part of, like, not changing things includes not [laugh] rug-pulling, as you've alluded to. And I think that for some companies, it ends up that open-source becomes, like, a kind of a lead-generation tool, or you end up with, you know, now finally, let's go on add another login so that you have to log into Common Fate to use Granted. And I think that, to be honest, a tool like this where it's all about improving the speed of access, the incentives for us, like, it doesn't even make sense to try and add another login for to try to get people to, like, to say, login to Common Fate because that would make your signing process for AWS take even longer than it already does.Corey: Yeah, you decided that you know, what's the biggest problem? Oh, you can sleep at night, so let's go ahead and make it even worse, by now I want you to be this custodian of all my credentials to log into all of my accounts. And now you're going to be critical path, so if you're down, I'm not able to log into anything. And oh, by the way, I have to trust you with full access to my bank stuff. I just can't imagine that is a direction that you would be super excited about diving head-first into.Chris: No, no. Yeah, certainly not. And I think that the, you know, building anything in this space, and with what we're doing with Common Fate, you know, we're building a cloud platform to try to make IAM a little bit easier to work with, but it's really sensitive around granting any kind of permission and I think that you really do need that trust. So, trying to build trust, I guess, with our open-source projects is really important for us with Granted and with this project, that it's going to continue to be reliable and continue to work as it currently does.Corey: The way I see it, one of the dangers of doing anything that is particularly open-source—or that leans in the direction of building in Amazon's ecosystem—it leads to the natural question of, well, isn't this just going to be some people say stolen—and I don't think those people understand how open-source works—by AWS themselves? Or aren't they going to build something themselves at AWS that's going to wind up stomping this thing that you've built? And my honest and remarkably cynical answer is that, “You have built a tool that is a joy to use, that makes logging into AWS accounts streamlined and efficient in a variety of different patterns. Does that really sound like something AWS would do?” And followed by, “I wish they would because everyone would benefit from that rising tide.”I have to be very direct and very clear. Your product should not exist. This should be something the provider themselves handles. But nope. Instead, it has to exist. And while I'm glad it does, I also can't shake the feeling that I am incredibly annoyed by the fact that it has to.Chris: Yeah. Certainly, certainly. And it's something that I think about a little bit. I like to wonder whether there's maybe like a single feature flag or some single sort of configuration setting in AWS where they're not allowing different tabs to access different accounts, they're not allowing this kind of concurrent access. And maybe if we make enough noise about Granted, maybe one of the engineers will go and flick that switch and they'll just enable it by default.And then Granted itself will be a lot less relevant, but for everybody who's using AWS, that'll be a massive win because the big draw of using Granted is mainly just around being able to access different accounts at the same time. If AWS let you do that out of the box, hey, that would be great and, you know, I'd have a lot less stuff to maintain.Corey: Originally, I had you here to talk about Granted, but I took a glance at what you're actually building over at Common Fate and I'm about to basically hijack slash derail what probably is going to amount the rest of this conversation because you have a quick example on your site for by developers, for developers. You show a quick Python script that tries to access a S3 bucket object and it's denied. You copy the error message, you paste it into what you're building over a Common Fate, and in return, it's like, “Oh. Yeah, this is the policy that fixes it. Do you want us to apply it for you?”And I just about fell out of my chair because I have been asking for this explicit thing for a very long time. And AWS doesn't do it. Their IAM access analyzer claims to. Like, “Oh, just go look at CloudTrail and see what permissions it uses and we'll build a policy to scope it down.” “Okay. So, it's S3 access. Fair enough. To what object or what bucket?” “Guess,” is what it tells you there.And it's, this is crap. Who thinks this is a good user experience? You have built the thing that I wish AWS had built in natively. Because let's be honest here, I do what an awful lot of people do and overscope permissions massively just because messing around with the bare minimum set of permissions in many cases takes more time than building the damn thing in the first place.Chris: Oh, absolutely. Absolutely. And in fact, this—was a few years ago when I was consulting—I had a really similar sort of story where one of the clients that we were working with, the CTO of this company, he was needing to grant us access to AWS and we were needing to build a particular service. And he said, “Okay, can you just let me know the permissions that you will need and I'll go and deploy the role for this.” And I came back and I said, “Wait. I don't even know the permissions that I'm going to need because the damn thing isn't even built yet.”So, we went sort of back and forth around this. And the compromise ended up just being you know, way too much access. And that was sort of part of the inspiration for, you know, really this whole project and what we're building with Common Fate, just trying to make that feedback loop around getting to the right level of permissions a lot faster.Corey: Yeah, I am just so overwhelmingly impressed by the fact that you have built—and please don't take this as a criticism—but a set of very simple tools. Not simple in the terms of, “Oh, that's, like, three lines of bash, and a fool could write that on a weekend.” No. Simple in the sense of it solves a problem elegantly and well and it's straightforward—well, straightforward as anything in the world of access control goes—to wrap your head around exactly what it does. You don't tend to build these things by sitting around a table brainstorming with someone you met at co-founder dating pool or something and wind up figuring out, “Oh, we should go and solve that. That sounds like a billion-dollar problem.”This feels very much like the outcome of when you're sitting around talking to someone and let's start by drinking six beers so we become extraordinarily honest, followed immediately by let's talk about what sucks. What pisses you off the most? It feels like this is sort of the low-hanging fruit of things that upset people when it comes to AWS. I mean, if things had gone slightly differently, instead of focusing on AWS bills, IAM was next on my list of things to tackle just because I was tired of smacking my head into it.This is very clearly a problem space that you folks have analyzed deeply, worked within, and have put a lot of thought into. I want to be clear, I've thrown a lot of feature suggestions that you for Granted from start to finish. But all of them have been around interface stuff and usability and expanding use cases. None of them have been, “Well, that seems screamingly insecure.” Because it hasn't been.Chris: [laugh].Corey: It has been effective, start to finish, I think that from a security posture, you make terrific choices, in many cases better than ones I would have made a starting from scratch myself. Everything that I'm looking at in what you have built is from a position of this is absolutely amazing and it is transformative to my own workflows. Now, how can we improve it?Chris: Mmm. Thank you, Corey. And I'll say as well, maybe around the security angle, that one of the goals with Granted was to try and do things a little bit better than the default way that AWS does them when it comes to security. And it's actually been a bit of a source for challenges with some of the users that we've been working with with Granted because one of the things we wanted to do was encrypt the SSO token. And this is the token that when you sign in to AWS, kind of like, it allows you to then get access to all of the rest of the accounts.So, it's like a pretty—it's a short-lived token, but it's a really sensitive one. And you know, by default, it's just stored in plain text on your disk. So, we dump to a file and, you know, anything that can go and read that, they can go and get it. It's also a little bit hard to revoke and to lock people out. There's not really great workflows around that on AWS's side.So, we thought, “Okay, great. One of the goals for Granted can be that we will go and store this in your keychain in your system and we'll work natively with that.” And that's actually been a cause for a little bit of a hassle for some users, though, because by doing that and by storing all of this information in the keychain, it's actually broken some of the integrations with the rest of the tooling, which kind of expects tokens and things to be in certain places. So, we've actually had to, as part of dealing with that with Granted, we've had to give users the ability to opt out for that.Corey: DoorDash had a problem. As their cloud-native environment scaled and developers delivered new features, their monitoring system kept breaking down. In an organization where data is used to make better decisions about technology and about the business, losing observability means the entire company loses their competitive edge. With Chronosphere, DoorDash is no longer losing visibility into their applications suite. The key? Chronosphere is an open-source compatible, scalable, and reliable observability solution that gives the observability lead at DoorDash business, confidence, and peace of mind. Read the full success story at snark.cloud/chronosphere. That's snark.cloud slash C-H-R-O-N-O-S-P-H-E-R-E.Corey: That's why I find this so, I think, just across the board, fantastic. It's you are very clearly engaged with your community. There's a community Slack that you have set up for this. And I know, I know, too many Slacks; everyone has this problem. This is one of those that is worth hanging in, at least from my perspective, just because one of the problems that you have, I suspect, is on my Mac it's great because I wind up automatically updating it to whatever the most recent one is every time I do a brew upgrade.But on the Linux side of the world, you've discovered what many of us have discovered, and that is that packaging things for Linux is a freaking disaster. The current installation is, “Great. Here's basically a curl bash.” Or, “Here, grab this tarball and install it.” And that's fine, but there's no real way of keeping that updated and synced.So, I was checking the other day, oh wow, I'm something like eight versions behind on this box. But it still just works. I upgraded. Oh, wow. There's new functionality here. This is stuff that's actually really handy. I like this quite a bit. Let's see what else we can do.I'm just so impressed, start to finish, by just how receptive you've been to various community feedbacks. And as well—I want to be very clear on this point, too—I've had folks who actually know what they're doing in an InfoSec sense look at what you're up to, and none of them had any issues of note. I'm sure that they have a pile of things like, with that curl bash, they should really be doing a GPG check. Yes, yes, fine. Whatever. If that's your target threat model, okay, great. Here in reality-land for what I do, this is awesome.And they don't seem to have any problems with, “Oh, yeah. By the way, sending analytics back up”—which, okay, fine, whatever. “And it's not disclosing them.” Okay, that's bad. “And it's including the contents of your AWS credentials.”Ahhhh. I did encounter something that was doing that on the back-end once. [cough]—Serverless Framework—sorry, something caught in my throat for a second.Chris: [laugh].Corey: No faster way I can think of to erode trust in that. But everything you're doing just makes sense.Chris: Oh, I do remember that. And that was a little bit of a fiasco, really, around all of that, right? And it's great to hear actually around that InfoSec folks and security people being, you know, not unhappy, I guess, with a tool like this. It's been interesting for me personally. We've really come from a practitioner's background.You know, I wouldn't call myself a security engineer at all. I would call myself as a sometimes a software developer, I guess. I have been hacking my way around Go and definitely learning a lot about how the cloud has worked over the past seven, eight years or so, but I wouldn't call myself a security engineer, so being very cautious around how all of these things work. And we've really tried to defer to things like the system keychain and defer to things that we know are pretty safe and work.Corey: The thing that I also want to call out as well is that your licensing is under the MIT license. This is not one of those, “Oh, you're required to wind up doing a bunch of branding stuff around it.” And, like some people say, “Oh, you have to own the trademark for all of these things.” I mean, I'm not an expert in international trademark law, let's be very clear, but I also feel that trademarking a term that is already used heavily in the space such as the word ‘Granted,' feels like kind of an uphill battle. And let's further be clear that it doesn't matter what you call this thing.In fact, I will call attention to an oddity that I've encountered a fair bit. After installing it, the first thing you do is you run the command ‘granted.' That sets it up, it lets you configure your browser, what browser you want to use, and it now supports standard out for that headless, EC2 use case. Great. Awesome. Love it. But then the other binary that ships with it is Assume. And that's what I use day-to-day. It actually takes me a minute sometimes when it's been long enough to remember that the tool is called Granted and not Assume what's up with that?Chris: So, part of the challenge that we ran into when we were building the Granted project is that we needed to export some environment variables. And these are really important when you're logging into AWS because you have your access key, your secret key, your session token. All of those, when you run the assume command, need to go into the terminal session that you called it. This doesn't matter so much when you're using the console mode, which is what we mentioned earlier where you can open 100 different accounts if you want to view all of those at the same time in your browser. But if you want to use it in your terminal, we wanted to make it look as really smooth and seamless as possible here.And we were really inspired by this approach from—and I have to shout them out and kind of give credit to them—a tool called AWSume—they're spelled A-W-S-U-M-E—Python-based tool that they don't do as much with single-sign-on, but we thought they had a really nice, like, general approach to the way that they did the scripting and aliasing. And we were inspired by that and part of that means that we needed to have a shell script that called this executable, which then will export things back out into the shell script. And we're doing all this wizardry under the hood to make the user experience really smooth and seamless. Part of that meant that we separated the commands into granted and assume and the other part of the naming for everything is that I felt Granted had a far better ring to it than calling the whole project Assume.Corey: True. And when you say assume, is it AWS or not? I've used the AWSume project before; I've used AWS Vault out of 99 Designs for a while. I've used—for three minutes—the native AWS SSO config, and that is just trash. Again, they're so good at the plumbing, so bad at the porcelain, I think is the criticism that I would levy toward a lot of this stuff.Chris: Mmm.Corey: And it's odd to think there's an entire company built around just smoothing over these sharp, obnoxious edges, but I'm saying this as someone who runs a consultancy and have five years that just fixes the bill for this one company. So, there's definitely a series of cottage industries that spring up around these things. I would be thrilled, on some level, if you wound up being completely subsumed by their product advancements, but it's been 15 years for a lot of this stuff and we're still waiting. My big failure mode that I'm worried about is that you never are.Chris: Yeah, exactly, exactly. And it's really interesting when you think about all of these user experience gaps in AWS being opportunities for, I guess, for companies like us, I think, trying to simplify a lot of the complexity for things. I'm interested in sort of waiting for a startup to try and, like, rebuild the actual AWS console itself to make it a little bit faster and easier to use.Corey: It's been done and attempted a bunch of different times. The problem is that the console is a lot of different things to a lot of different people, and as you step through that, you can solve for your use case super easily. “Yeah, what do I care? I use RDS, I use some VPC nonsense, and I use EC2. The end.” “Great. What about IAM?”Because I promise you're using that whether you know it or not. And okay, well, I'm talking to someone else who's DynamoDB, and someone else is full-on serverless, and someone else has more money than sense, so they mostly use SageMaker, and so on and so forth. And it turns out that you're effectively trying to rebuild everything. I don't know if that necessarily works.Chris: Yeah, and I think that's a good point around maybe while we haven't seen anything around that sort of space so far. You go to the console, and you click down, you see that list of 200 different services and all of those have had teams go and actually, like, build the UI and work with those individual APIs. Yeah.Corey: Any ideas as far as what's next for features on Granted?Chris: I think that, for us, it's continuing to work with everybody who's using it, and with a focus of stability and performance. We actually had somebody in the community raise an issue because they have an AWS config file that's over 7000 lines long. And I kind of pity that person, potentially, for their day-to-day. They must deal with so much complexity. Granted is currently quite slow when the config files get very big. And for us, I think, you know, we built it for ourselves; we don't have that many accounts just yet, so working to try to, like, make it really performant and really reliable is something that's really important.Corey: If you don't mind a feature request while we're at it—and I understand that this is more challenging than it looks like—I'm willing to fund this as a feature bounty that makes sense. And this also feels like it might be a good first project for a very particular type of person, I would love to get tab completion working in Zsh. You have it—Chris: Oh.Corey: For Fish because there's a great library that automatically populates that out, but for the Zsh side of it, it's, “Oh, I should just wind up getting Zsh completion working,” and I fell down a rabbit hole, let me tell you. And I come away from this with the perception of yeah, I'm not going to do it. I have not smart enough to check those boxes. But a lot of people are so that is the next thing I would love to see. Because I will change my browser to log into the AWS console for you, but be damned if I'm changing my shell.Chris: [laugh]. I think autocomplete probably should be higher on our roadmap for the tool, to be honest because it's really, like, a key metric and what we're focusing on is how easy is it to log in. And you know, if you're not too sure what commands to use or if we can save you a few keystrokes, I think that would be the, kind of like, reaching our goals.Corey: From where I'm sitting, you definitely have. I really want to thank you for taking the time to not only build this in the first place, but also speak with me about it. If people want to learn more, where's the best place to find you?Chris: So, you can find me on Twitter, I'm @chr_norm, or you can go and visit granted.dev and you'll have a link to join the Slack community. And I'm very active on the Slack.Corey: You certainly are, although I will admit that I fall into the challenge of being in just the perfectly opposed timezone from you and your co-founder, who are in different time zones to my understanding; one of you is on Australia and one of you was in London; you're the London guy as best I'm aware. And as a result, invariably, I wind up putting in feature requests right when no one's around. And, for better or worse, in the middle of the night is not when I'm usually awake trying to log into AWS. That is Azure time.Chris: [laugh]. Yeah, no, we don't have the US time zone properly covered yet for our community support and help. But we do have a fair bit of the world timezone covered. The rest of the team for Common Fate is all based in Australia and I'm out here over in London.Corey: Yeah. I just want to thank you again, for just being so accessible and, like, honestly receptive to feedback. I want to be clear, there's a way to give feedback and I do strive to do it constructively. I didn't come crashing into your Slack one day with a, “You know what your problem is?” I prefer to take the, “This is awesome. Here's what I think would be even better. Does that make sense?” As opposed to the imperious demands and GitHub issues and whatnot? It's, “I'd love it if it did this thing. Doesn't do this thing. Can you please make it do this thing?” Turns out that's the better way to drive change. Who knew?Chris: Yeah. [laugh]. Yeah, definitely. And I think that one of the things that's been the best around our journey with Granted so far has been listening to feedback and hearing from people how they would like to use the tool. And a big thank you to you, Corey, for actually suggesting changes that make it not only better for you, but better for everybody else who's using Granted.Corey: Well, at least as long as we're using my particular byzantine workload patterns in some way, or shape, or form, I'll hear that. But no, it's been an absolute pleasure and I really want to thank you for your time as well.Chris: Yeah, thank you for having me.Corey: Chris Norman, co-founder of Common Fate, as well as one of the two primary developers originally behind the Granted project that logs you into AWS without you having to lose your mind. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with an angry, incensed, raging comment that talks about just how terrible all of this is once you spend four hours logging into your AWS account by hand first.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

The Bike Shed
343: Opt-In To Oversharing

The Bike Shed

Play Episode Listen Later Jun 21, 2022 30:31


Chris is weathering through a slight lull, a holding period, where his team waits for new features to become available with some of the platforms they integrate with, and as they think out new facets of the platform they're building. Steph has been thinking recently about working in isolation. It's a topic that Joël Quenneville pointed out to her and mentioned. Can engineers work in isolation and be successful? Become a Sponsor (https://thoughtbot.com/sponsorship) of The Bike Shed! Transcript: CHRIS: Always be singing. STEPH: I can't remember if I've shared the story with you. But I had a beautiful little human moment with someone at airport security. Because when I travel with my mic, I always get stopped because there's the middle long, thin piece that looks like what you would screw on to a gun like for a silencer. And so [laughs] as he was going through, the person was looking at it, and then he called over a buddy. And then they called over another buddy, and there's like three TSA agents all looking at the X-ray screen. And finally, they're like, "Yeah, we need to flag it." So they moved it over. And then he was digging through, and he pulled out the big metal piece. And I said, "It's for a microphone." And he's like, "Okay," and he kept looking, and then he finally found the microphone. And he lit up because I guess he wasn't really sure to believe me at first when I said it. But he lit up, and he was like, "Karaoke?" [laughs] I was like, "No, it's for podcasting." CHRIS: But not 100% no because we do sing plenty on this show, so... STEPH: I think that's what made me think of it. It was your singing. [laughs] CHRIS: Yep. My wonderful, wonderful singing. STEPH: Hello and welcome to another episode of The Bike Shed, a weekly Podcast from your friends at thoughtbot about developing great software. I'm Steph Viccari. CHRIS: And I'm Chris Toomey. STEPH: And together, we're here to share a bit of what we've learned along the way. So, hey, Chris? What's new in your world? CHRIS: What's new in my world? We are in sort of a...what's the word? There's a bit of a lull right now, not like a big lull, but we had a bunch of clear work that came into the team, did a bunch of iterations, some testing, built some new features, et cetera. And now there's a small holding period basically where we wait for some new features to become available with some of the platforms that we integrate with and also as we think out some new facets of the platform that we're building. So we've got this little bit of time here where we're not necessarily building out as many new novel features. But instead, as a dev team, we're taking this moment to be like, oh, cool, let's tie down. I want to make a sailing analogy here, but I don't know sailing. It's like tie down the somethings and batten the hatches, maybe. That sounds like a thing. [chuckles] But so we have a couple of projects going right now. We want to really accept the truth and lean into Sidekiq. So right now, we have a mix of ActiveJob and Sidekiq jobs. And they're confusing, and et cetera, et cetera. So we want to kind of lean into that, upgrade dependencies, that sort of thing. We are, again, doing a little bit of work on the observability foundation of our system. so how do we know what's going on at runtime? Also, working on just some core features and functionality. We have done a little bit of an exploration into the event processing stuff, some of that that I've been talking about. It's actually been very interesting. So we're working with Customer.io as a platform, which is omnichannel communication behavior-based messaging sort of thing. So when a user does X, send them an email and then wait three days. And if they haven't responded, then do this other thing. And I think I've said this in previous episodes; I'm so wildly impressed with that platform. They have done such a good job. And I know that good software doesn't happen in a vacuum. In fact, if we're being honest, a lot of the software out there is not very good. And not only do they do a good job, but it's across...there's a ton of functionality in Customer.io. And it's interesting because we're finding ourselves leaning into it even more because it is such a solid platform and because it connects into our event system. Like, it's a segment destination, so all of our analytics events get piped into Customer.io, and then we can action on any of them. And the actions can be quite complicated. And this is where we're getting into good idea, terrible idea space. And to be clear, this is still just an exploration. But we basically wanted a way to do more. There are a bunch of different actions that you can take so, like send an email, send an SMS, or there are a couple of other slightly fancier ones. You can trigger an event within the Customer.io system. You can actually do an arbitrary HTTP POST, PUT, PATCH, whatever, any web requests you want to make. So if you want to integrate with essentially anything else out there, you can do that. You can send some structured data over the wire. And so we've now been like, okay, what if, and stay with me here, what if we use our analytic system and we send events whenever a user does something, and then that event eventually trickles down to Customer.io? Within that, we allow ourselves to respond to that event by emitting a different event within the system, within Customer.io. And then, via the webhook functionality, we fire that back to the Rails application. And then there we can do whatever we want. And in a way, that sounds absurd because we're starting from our app, and then we're sending some events down, processing them in certain ways, sending it back to the app, and then maybe doing something. In particular, one of the things we want to do is richly formatted Slack alerts. And Customer.io has a Slack alert functionality, but they can't have any of the fancy stuff. They can't link to our customer in the admin dashboard. So we found that that functionality is particularly useful for our admin team. And so we're like, ah, this feels weird. But if we were to do this loop out and back, then ideally, we get the power of Customer.io for non-technical users or non-engineering team users to configure workflows and to say, "When a user does this, I actually want to alert the admin team via Slack." And we want it to be rich and have buttons that you can click and all that kind of stuff. And although the thing that I just described seems complicated, is a word that I'll use for it, confusing at times, it isn't...like, I don't want to do all of that in the app. I don't want the app to have to think about how do I wait three days? We technically can do that with Sidekiq, but it gets us in trouble and whatnot, whereas Customer.io that's a core concept for them. And so, again, very much exploration. This will probably be a future good idea, terrible idea segment. But that's been an interesting one to explore. STEPH: You have quite a talent for you preface something as a bad idea, and you do a very good job of making it sound reasonable and good. [laughs] So it's interesting to be on that side of like, good idea, bad idea. It's like, I'm looking for the bad. And I have questions, but overall, [chuckles] you do a very good job of being very thoughtful and walking through why it makes sense or what are the benefits of it. So you answered some of my questions around why still send it to Customer.io versus just having it all in-house. So the fact that the admin team has access to it makes a lot of sense. I want to clarify one point. So when you send it to Customer.io, Customer.io then needs to send a message back to your application. And then that's when you customize the Slack message. Do you need Customer.io to send that message, or could you just fire off an event to Customer.io to say, "Hey, capture this, but don't do anything with this. And then we're going to send the Slack message because we want to customize it."? CHRIS: I think the key is that we want to leverage the fact that Customer.io is the platform that our operations team really is now becoming comfortable with and using for this behavioral automation workflow type logic. So that idea of when this event, you know, when this triggering event happens, if this condition is true, then respond in this way. And so because Customer.io is the platform that A, is quite good at that and B, is where our admin team is now thinking about doing that, one thing that we might do let's say a user completes some action within the application. So they fill out a form to submit their interest in some new platform feature. Initially, what we might want to do there is alert ourselves to say, "Hey, this happened. Take some action." And then eventually, we may want to instead switch that over and send an email to the customer with the next steps that they need to do. And the ability to gradually transition across that spectrum is really interesting to me, and again, Customer.io being the platform, sort of the hub for how we respond to these events. At the same time, I know that this feels like a generic message processing system that might be a Kafka queue somewhere else. And so I've got that in the back of my head of like, is this weird? I think it's a little weird. But it also, thus far as we're exploring it, is very approachable for the admin team, very familiar for them, and reasonably powerful. And also, there's a drag and drop editor for the events and the payloads. And it knows for this event, here's the stuff that's available to you. And so the ability for our admin team to interact with that interface is really great. And we don't have to build it. We don't have to think about it. But I will say I've worked at so many different companies that have their ad hoc system that makes it easy to do generic X, Y, and Z. And it's bad, and it falls down. And it's impossible to know when anything happens. And so, I've got a lot of concerns in the back of my head, which I will want to at least think through and understand the trade-offs that we're making if we pursue this path, but it is very interesting to me. So right now, a lot of this logic does live in the app. But it means that it requires a code change for anything that we want to do like this. We want to have a Slack alert whenever X happens. Now, the developers are in the loop for all of that. And really, it's the operations team that owns the decisioning on that. And so if they can also self-serve and instrument the action, the alert, the follow-up, the whatever it is, if we can give them those primitives in a platform that they already understand, that sounds nice. I'm intrigued, is what I'll say. So anyway, while we're in this lull period, we are trying out some fun stuff like that and exploring those sorts of things. STEPH: I like that perspective that you're putting on it, or at least the one that's standing out to me is the concept of ownership is like who gets to own these actions. But then beyond that, that's the part where I feel a little squirmy is, so we are using this third-party tool because it makes life easier. But then, at what point when we start building software around this third-party tool to then customize it back on our own side. Then if someone is in Customer.io, so if an admin user is in there and then they trigger an event, is there going to be confusion as to what's going to happen? And can they retry an event? Because I'm realizing my initial suggestion where it was like, hey, notify Customer.io that this is there but then also manage sending the Slack message that would prevent them from being able to have that retry capability. And that may be very much worth preserving. So then it's understood that hey, if you want to manage this, we are giving you full access to manage this work. We may customize it, but this is still the interface in which you go through to have three tries or to manage that workflow or these actions that get sent to users. CHRIS: Yeah. I think you've perfectly highlighted the why this might not be a great idea or at least the concerns to explore before adopting this more thoroughly. And even just the idea of adopting it more thoroughly, like, how tied into the system are we? How business-critical does this new external piece of software become? Because I've seen that to be really problematic where there are organizations that I've worked with that are like, "Oh God, we would love to move off of system X. But unfortunately, it's basically the one thing holding this business up." And I'm like, yeah, I get that. And that happens. So yeah, being really intentional with that. And that's why we're very much in an exploration place. But we have a bunch of stuff that we've done that required engineering work. And we're now seeing like, actually, could we map this into this other tool? And can we build the set of primitives in that space that now this team can own that whole experience? And then critically, can they debug it? Will we know when something goes wrong, et cetera? Those are always parts. At this point, I don't think I can just imagine a happy path. And I hope this isn't true for the rest of my life. But the work as a software developer, especially after having done a couple of rounds of it and as a consultant, I just imagine failure modes. It's all I do. I'll be like, okay, we just need to wire X up to Z, and then we need to fire off a request. And then, once we get the message back, then we can process them. I'm like, right. You just described 13 things that can go wrong. Now let's imagine each of the different failure states because that's all I'm going to do. Who cares about the happy path? Those are easy. Those write themselves. It's all of the failure modes that I need to think about. And someday, when I retire, and I go to a log cabin in the woods, and I don't talk to people for a while, maybe I'll go back to a place of only happy paths. But that is not my truth right now. STEPH: I can't tell you how many people in my personal life I have annoyed so much [laughs] because all I see are failure modes. And one, that's a delightful t-shirt. [laughs] I'd love to have that. And then yeah, I feel you because there are so many times where someone is...like, I'm with someone who's like a big idea person. And so they're just launching into what-ifs, and we did this. And I can't help it, and I have learned to help it. But it has been a struggle with some strong feedback from family and friends to reel it in. Because then I will start to think through okay, well, what's the details? And I have some questions. What happens when this happens? And yeah, all I see are failure modes. [laughs] It is very true for me too, and not always...not so great. So I, too, shall get a log cabin one day and try to forget all of that. CHRIS: I will say I painted that as a particularly glib version of myself. But some of what I'm doing right now, particularly joining an early-stage startup and taking the role of CTO, was very much to try and intentionally resist that. Because right now, I have to be really careful with how much of the potential edge cases and whatnot. I'm considering exactly how robust of a platform are we building? Very is the answer. But what about extremely? Because extremely is an option but extremely costs four times as much. Mostly in time being the critical element there. And so part of the work that I'm doing now is just trying to push on those edges, push on those boundaries, find the places where we can move quickly, and still build a robust platform because frankly, we're building...Sagewell is a financial platform under the hood, and I can't be flippant with that. We as a team have to be really careful with the thing that we're building. But we also have to move quickly. We have to be able to iterate. We have to be able to build something and try it out and see if it works. And then, if it doesn't, maybe shelve it and pull it out of the codebase. And it has been a real challenge, but it was the challenge that I wanted here. And so I've been enjoying that work, but it has been a stretch, a growth moment, let's call it. STEPH: I don't know if you've shared that particular goal with me in transitioning to a CTO role, but I really, really like it. One, it's very aligned with who you are. You're very thoughtful, and you look for areas to push and ways to do that. And then I also struggle in those areas, and thoughtbot specifically and consulting has helped push me in directions, push me out of my comfort zones but still in a safe space where I have other people to talk to as I'm making those decisions and pushing past the comfort areas that I have. But one of them is that I will initially think things have to be perfect or really planned. And I had a really nice conversation with Chad Pytel, who is one of the Founders of thoughtbot and also COO and host of the Giant Robots Smashing Into Other Giant Robots Podcast. And we were chatting about a new offering that thoughtbot is bringing to the market. And it's one that I've been involved with. And I started getting really in the weeds of like, but we really have to plan out how this is going to look and all the actions that need to take place before then we can really sell this type of engagement to a new client. And as I was going through this list of worries, when I was done, he mentioned he's like, "All of those are valid and something to consider." He's like, "But we don't have any customers yet." So the first part is we feel that we are in a space that we have enough of information to get started. And it's something that we've done before. And then, we'd like to see where customers align with us on this need because we're going to end up shaping this work in response to what their needs are. And so, we can't really begin that shaping until we understand more of what people are looking for. I was like, oh yeah, that's such a nice point. It just reminded me in regard to pushing those boundaries of yes, we need planning upfront, and we look for failure modes. But then there's also an important aspect of then finding ways to keep moving forward and getting more feedback and then balancing those two. CHRIS: Yeah, I think that's definitely right the as always, anchoring it to the customer. What is it that they need? How do we connect with them and hear from them? And ideally, keep those feedback loops as short as possible. That's the game, and everything else fits around that. But yeah, so we're trying some stuff. We'll see how it goes. I will certainly report back, depending on how it plays out. But that's a little bit of what's up in my world. What's up in your world? STEPH: I have been thinking recently about working in isolation. It's a topic that Joël Quenneville, who's another thoughtboter and has been on the show a number of times, it was a topic that he'd actually pointed out to me and mentioned. And so, I wanted to bring that here and share it with you because I'd love to get some of your thoughts on this as well. But I've typically had the viewpoint that when developers are sent off to work on a large, nebulous task, that it's a recipe for disaster, and almost everyone's going to lose in that scenario. And it tends to be a combination of isolation, very distant due dates, and loosely defined scope that leads to those really poor results. However, as developers, it's not inconceivable for us to land in that position. And it's very similar to my current project, who I'm working with Joël on, where we were given a very fuzzy project with some really aggressive goals, and the engagement is going really well. So that led Joël and I to wonder why is this working? This is the thing that we said that people should never do, but it's actually going quite well for us. So reflecting upon some of the things that are working well for us, even though we are in more of an isolated state than we would typically work, some of the things that I've been reflecting on or some of the strategies I should say that we've applied to this situation is number one, we did work hard to plug into an existing team. So when we joined, we joined more of an ad hoc volunteer team. And in everybody's spare time, those individuals were then contributing to the CI process in terms of trying to speed things up and improve things for the rest of the team. But otherwise, there wasn't really a team. There wasn't much structure to it. So it felt like everybody was very much off in their own world doing their own thing, occasionally putting up some code changes for review. And then you had to gain a lot of context to understand what it was that they were doing. So one of the things that I advocated for early on that I thought was more of just my personal preference but I think has actually worked well in regards to the success of the project as well is to plug into an existing team. So even if you are not working with that team on their day-to-day tasks, but you want to have more people to interact with and more people to share your context with. So you are essentially reducing the isolation of you're no longer these two people who are off in a corner working on something, and nobody has any idea what you're doing, and only one person is getting a status update. There is now a whole channel or team of people that have some insight as to what's going on. And they can also really unblock you for when you get stuck because then if you do have a question, but there's that one person who has been like your go-to person for this whole project, if they're out on vacation, or if they leave, or just something happens, you're suddenly blocked. And you don't know who to go to because you've been part of this larger company, but you haven't interacted with anybody outside of that one person. So at least if you're plugged into another team, you've immediately got some friends or some other people to go to and say, "Hey, I'm not sure who can help me with this, but I have this problem." And then, from there, you can get more help. CHRIS: This is super interesting. To start, I really like that you're framing this in terms of this is a thing that we often recommend against or see as an anti-pattern, and yet in this particular case, it's working. Let's look at that. Because I think the things that you're like, huh, that's interesting. That phrase "Huh, that's interesting" is very interesting. It often highlights like oh, something is behaving counter to how we would expect it to, so let's dig in and explore that. And so I love that that was the reaction and then sort of the conversation that spilled out of that. I'm also not super surprised that the combination of you and Joël were able to find a way to make this successful because you are two of the most capable developers that I've worked with but also particularly excellent communicators and advocates for the work that you're doing and the way that one should do the work. So the idea that there's a situation that may not be the ideal mode of working and that you're able to take that and say, "What if we shift it just a little bit and make it a little bit more manageable and whatnot?" So unsurprised, frankly, that you found a way collectively to make this a little bit better. And then I think yeah, it sounds like you're doing the things...so just like, we're in isolation, hmm, that doesn't seem great. Let's unisolate and connect to some people, and that just feels so true. I'm very interested to hear, though. I'm guessing there's more to this story or other things that you've done. Are there other tactics or ways that you've shifted this around? STEPH: Yeah, there's a couple more. So this is one that (And thank you for the kind words.) this was one that I think Joël is really exceptional at. So Joël is really good at building diagrams and graphs and then sharing that with the team as sort of like we've spent a couple of days understanding this big, messy concept. Here's a nice condensed graph that shows how we went about understanding this. And then here's the big overall picture of what we've learned from this, which has been wonderful for so many reasons. And every time that we share something with the team, one, it just helps build camaraderie, especially in remote days, it just builds camaraderie on hey, we're all online. And we're working. And here's the thing that I'm working through or struggling with or something that I learned. I often do that, especially when I get frustrated and something goes wrong. I love to share the I did this today. It went terribly. [laughs] Let me tell you about it, so you're aware of it in case it helps you. And specifically, the diagrams are really nice because then other people can just see and appreciate it, or they can point something out that we didn't know. Or they'll see a different angle because they're more familiar with the system. So they can say, "Oh yeah, that totally makes sense," or "I had no idea that was happening." So that's been a really nice way to engage with the team. And so, essentially, the little title for that strategy is just overshare. Just share all the things that you're doing and find ways to make it digestible for the team so then they can go along on this big, nebulous journey with you. And you can also put it in threads so that way, you're not flooding a channel, but then people can opt-in to that oversharing if they would like more insight into the work that you're doing. CHRIS: Opt-in to that oversharing. [laughs] STEPH: Exactly. I mean, it's not forced oversharing; it's just it's here if people would like it. That was a really nice compliment that some other thoughtboters received from their client team is someone had mentioned that there's so much information that's getting shared from the thoughtboters that they had trouble keeping up. And they really liked that. They really appreciated that they could then go check out this channel or these threads and see exactly the type of work that was happening and the outcomes of it. And then they could just check it maybe beginning of the day, end of the day and get that knowledge dump. Some of the other strategies that we've used are giving ourselves mini-goals to accomplish as part of the larger, more nebulous task. So as we have this very large goal in mind, it's like, where's the small piece? Where's an entry point? What's a task or a goal that we can define? And then we want to break that down into what questions do we need to ask? How can we start moving in this direction? And we want to find something that has an answer. So each time that we start researching once we've gotten to that point...and this is hard. I feel like people may know that, but I should just say that this is hard to take something nebulous and then find the entry point and break down some goals. And that has been one of the wonderful parts of then having a buddy for this type of project because then we can bounce ideas off of each other. And we can also help the other person not go too deep into an area. Because I have definitely had moments where I've been very passionate about like, "We need to do this," and Joël is just like, do we? And I'm like, "Yeah." And he's like, "Do we though?" And I'm like, "I guess not. I just really, really want to." [laughs] It's been very helpful to have a partner balance some of those feelings. And once you can break down some of that amorphous problem into those smaller goals, then you can also create tickets, which is also a really nice way to then surface the work that you're doing. You can document how you're researching, document the question. And then once you have that question of what you're in search of, it's so nice because then once you find the answer, that's immediately a good moment to pause and reflect. So I think in a recent episode, we were chatting about this where Joël and I were trying to understand why the tests weren't being balanced properly across each process that was available. And we found the answer, and we started immediately digging into fixing it or solutions. And then it took us a moment to go back and say, "Actually, this ticket is really just about understanding the problem, not fixing the problem." And so that was a nice; now that we understand the problem, let's go back high-level to define our next goal from this big, nebulous task because maybe fixing that balancing is the right thing to do, but maybe not, and we just need to reconsider. So for that portion of breaking down a big, nebulous task and then identifying smaller tasks that you can achieve, time-boxing has been huge for us in regards of what's something that we can accomplish this week, or what's something we can accomplish today that will then move us forward? And then making sure that we are setting deadlines for ourselves. So normally, this is another area where it's like, huh, that's interesting. I'm a big believer in deadlines. But I do think self-imposed deadlines are really helpful. CHRIS: I'm intrigued to hear you say that you're not a big fan of deadlines because I assume we're actually more aligned on this. But deadlines that are arbitrary and also come with fixed scope and other immovable things, yes, those are the worst in the world. But deadlines that we set for ourselves, and then we use that as a mechanism to hone and refine the scope that we're going to get out the door by that deadline, I find those incredibly useful. And that sounds like that's the same sort of thing you have going on here is like by saying we're willing to expend this much to get a result, that defines the work going into it. STEPH: Yeah, that's fair. Everything that you said is true, too; in regards to, I'm realizing I default that when I hear the word deadline, I'm so used to teams having deadlines that are defined by other individuals that are not part of the work. And as you said, the scope has already been defined, and it can't be changed. And it's all of the bad things that then go with it. So when I think of deadlines, I immediately think of that type of deadline versus the more self-imposed, yes, we can revisit, yes, the team has bought in and understands why this is important. Those types of deadlines are very helpful. It's that first part that I default to that I think of immediately, and I need some reassurance that that is not the type of deadline that I'm looking at or being forced to meet. I have a very similar feeling for estimates. Like, those both fall in the same category for me is; as soon as I hear estimation and deadline, I get nervous. And then I just need to understand the purpose of both and who is setting both of those and the communication around them. And then what does that failure mode look like, the one that we're always looking for? So yeah, deadlines and estimations fit into that. Initially, I'm very hesitant and cautious, but I think they're both very good tools. CHRIS: Yeah, I feel like those are very closely related. And they're definitely tools that can be used for great good or for great evil. And so, ideally, we advocate for the great good usage. But more generally, I love, again, the sharing around the process and what's worked for you in this less typical or often somewhat problematic workflow. I will say, again, so I gave you the series of compliments earlier, and I stand by those compliments for you and Joël. But I think also the sort of related aspect is that you two are both quite senior, very capable, very comfortable suggesting changes, suggesting workflows. So I think the potential dangers of isolation are still very much there. And the fact that the two of you have been able to find a way to work more effectively and perhaps change the terms of things just a little bit to make this effective is A, unsurprising but B, not something that I would expect of every team. I think you've described a wonderful list of the specifics as to how you did that. And ideally, if folks that are perhaps a little earlier on in their career are sent out for a month with a wild project, and they're sent to do it in isolation, hopefully, they can borrow from that list. But again, I do think this is a thing that, from an organizational perspective, we should be very careful with when we're imposing this isolation on it because it takes two fantastic folks like you and Joël to break out of the shackles of it. STEPH: The more we're talking about this, the more apparent it's also becoming that I started with this; how do you manage isolation? And my answer is you get out of it. [laughs] Get out of isolation as quickly as possible. Someone thought it was a good idea to put you there or a good idea to structure it that way. Or maybe they didn't mean it intentionally, but that's how things then shook out. So that's really what a lot of those strategies are about is, then how do I get myself out of this corner that you put me in? Because nobody put Stephanie in a corner. So it's essentially that's all the strategies are looking for ways to say, hey, I'm isolated, but I really don't want to be, and it's dangerous for me to be isolated in this way. Even as a more senior capable developer, it's more likely that things could go wrong, and miscommunications, misaligned expectations. So I need to find ways to then bring the work that I'm doing to make it more relevant to other people on the team. So then we can have more overlap, or at least I can share a lot of the work that's being done. CHRIS: Yeah, absolutely. I think with that wonderful summary and, frankly, utterly fantastic movie reference, what do you think? Should we wrap up? STEPH: Let's do it. Let's wrap up. CHRIS: The show notes for this episode can be found at bikeshed.fm. STEPH: This show is produced and edited by Mandy Moore. CHRIS: If you enjoyed listening, one really easy way to support the show is to leave us a quick rating or even a review on iTunes, as it really helps other folks find the show. STEPH: If you have any feedback for this or any of our other episodes, you can reach us at @_bikeshed or reach me on Twitter @SViccari. CHRIS: And I'm @christoomey. STEPH: Or you can reach us at hosts@bikeshed.fm via email. CHRIS: Thanks so much for listening to The Bike Shed, and we'll see you next week. ALL: Byeeeeeeeeee!!!!!! ANNOUNCER: This podcast was brought to you by thoughtbot. thoughtbot is your expert design and development partner. Let's make your product and team a success.