《凤凰项目》：IT转型与DevOps实践

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"凤凰devops" 《凤凰项目》是关于DevOps实践的一部小说，通过讲述主人公Bill在Parts Unlimited公司的IT管理挑战中如何采用DevOps理念来拯救一个关键项目的故事，揭示了DevOps在IT领域的重要性。这本书以紧张刺激的情节和引人入胜的叙述方式，展示了IT工作与制造流程之间的共通性，并教导读者如何优化IT组织结构，改善跨部门沟通，以及更好地服务于企业的其他业务功能。书中的核心概念——"The Three Ways"（三条路径），是DevOps哲学的基石，包括： 1. 流动的原则：强调快速、可靠地交付价值。这涉及提高开发和运维的效率，减少不必要的等待时间，实现持续集成和持续部署（CI/CD）。 2. 反馈的原则：建立实时的反馈机制，以便快速识别并解决问题。这包括监控、日志记录、警报和故障分析，以促进学习和改进。 3. 持续学习和实验的文化：鼓励团队不断试验、学习和分享知识，以促进创新和适应变化。这包括通过失败快速恢复、持续学习和知识共享来提升组织能力。书中的故事线展示了Bill如何应用这些原则，他组织工作流程，改善内部沟通，确保IT部门能够更有效地响应业务需求。例如，他推动实施自动化工具，减少手动干预，以提高效率；他加强跨部门协作，确保开发、测试和运维团队能够紧密合作，缩短产品上市时间；他还重视安全性，确保信息安全策略与业务目标保持一致。通过阅读《凤凰项目》，IT从业者不仅能学习到如何提升自身的IT组织，还能从根本上改变对IT的看法，认识到它不仅是技术实施，更是价值创造和服务提供的重要环节。书中的案例和教训对于任何希望提升IT运营效率、实现敏捷性和可靠性的组织都具有深远的指导意义。

Walking quickly to keep up, I nearly run into him when he stops and peers through a conference

room window. He opens the door. “How’s it going in here, Ann?”

There are two well-dressed women in the room: one, around forty-five years old, studies the

whiteboard, filled with flowcharts and a lot of tabulated numbers, and the other, in her early thirties,

types on a laptop. Spreadsheets are strewn all over the large conference room table. The older woman

gestures with an open marker at what appears to be a list of potential failure causes.

Something about the way they dress, and their concerned and irritated expressions, makes me think

they were recruited from a local accounting firm. Ex-auditors. Good to have them on our side, I

suppose.

Ann shakes her head in exhausted frustration. “Not much progress, I’m afraid. We’re almost certain

this is an IT systems failure in one of the upstream timekeeping systems. All of the hourly factory

worker records got screwed up in the last upload—”

Dick interrupts her. “This is Bill from IT. He’s been assigned to fix this mess or die trying, is what I

think he said.”

I say, “Hi, guys. I’ve just been made the new head of IT Operations. Can you start from the

beginning and tell me what you know about the problem?”

Ann walks over to the flowchart on the whiteboard. “Let’s start with the information flow. Our

financial system gets payroll data from all our various divisions in different ways. We roll up all the

numbers for salaried and hourly personnel, which includes wages and taxes. Sounds easy, but it’s

extremely complex, because each state has different tax tables, labor laws, and so forth.

“To make sure something doesn’t get screwed up,” she continues, “we make sure the summarized

numbers match the detailed numbers from each division.”

As I hurriedly jot down some notes, she continues, “It’s a pretty clunky and manual process. It

works most of the time, but yesterday we discovered that the general ledger upload for hourly

production staff didn’t come through. All of the hourlies had zeroes for their hours worked and amount

due.

“We’ve had so many problems with this particular upload,” she says, obviously frustrated, “that IT

gave us a program that we use to do manual corrections, so we don’t have to bother them anymore.”

I wince. I don’t like finance personnel manually changing payroll data outside the payroll

application. It’s error-prone and dangerous. Someone could copy that data onto a USB drive or e-mail it

outside of the organization, which is how organizations lose sensitive data.

“Did you say all the numbers for salaried employees are okay?” I ask.

“That’s right,” she replies.

“But hourly employees are all zeroes,” I confirm.

“Yep,” she again replies.

Interesting. I ask, “Why do you think the payroll run failed when it was working before? Have you

had problems like this in the past?”

She shrugs. “Nothing like this has happened before. I have no idea what could have caused it—no

major changes were scheduled for this pay period. I’ve been asking the same questions, but until we

hear from the IT guys, we’re stuck dead in the water.”

“What is our backup plan,” I ask, “if things are so hosed that we can’t get the hourly employee data

in time?”

“For crying out loud,” Dick says. “It’s in that e-mail you’re holding. The deadline for electronic

payments is 5 p.m., today. If we can’t hit that window, we may have to FedEx bales of paper checks to

each of our facilities for them to distribute to employees!”

I frown at this scenario and so does the rest of the finance team.

“That won’t work,” Ann says, clicking a marker on her teeth. “We’ve outsourced our payroll

processing. Each pay period, we upload the payroll data to them, which they then process. In the worst

case, maybe we download the previous payroll run, modify it in a spreadsheet, and then re-upload it?

“But because we don’t know how many hours each employee worked, we don’t know how much to

pay them!” she continues. “We don’t want to overpay anyone, but that’s better than accidentally

underpaying them.”

It’s obvious that plan B is fraught with problems. We’d basically be guessing at people’s paychecks,

as well as paying people who were terminated, and not paying people who were newly hired.

To get Finance the data they need, we may have to cobble together some custom reports, which

means bringing in the application developers or database people.

But that’s like throwing gasoline on the fire. Developers are even worse than networking people.

Show me a developer who isn’t crashing production systems, and I’ll show you one who can’t fog a

mirror. Or more likely, is on vacation.

Dick says, “These are two lousy options. We could delay our payroll run until we have the correct

data. But we can’t do this—even if we’re only a day late, we’ll have the union stepping in. So, that

leaves Ann’s proposal of paying our employees something, even if it’s the incorrect amount. We’d have

to adjust everyone’s paycheck in the next pay period. But now we have a financial reporting error that

we’ve got to go back and fix.”

He pinches the bridge of his nose and continues to ramble. “We’ll have a bunch of odd journal

entries in our general ledger, just when our auditors are here for our SOX-404 audits. When they see this,

they’ll never leave.

“Oh, Christ. A financial reporting error?” Dick mutters. “We’ll need approval from Steve. We’re

going to have auditors camped out here until the cows come home. No one’ll ever get any real work

done again.”

SOX-404 is short for the Sarbanes-Oxley Act of 2002, which Congress enacted in response to the

accounting failures at Enron, WorldCom, and Tyco. It means the CEO and CFO have to personally sign

their names, attesting that their company’s financial statements are accurate.

Everyone longs for the days when we didn’t spend half our time talking to auditors, complying with

each new regulatory requirement du jour.

I look at my notes and then at the clock. Time is running out.

“Dick, based on what I’ve heard, I recommend that you continue to plan for the worst and we fully

document plan B, so we can pull it off without further complications. Furthermore, I request that we

wait until 3 p.m. before making a decision. We may be still able to get all the systems and data back.”

When Ann nods, Dick says, “Okay, you’ve got four hours.”

I say, “Rest assured that we understand the urgency of the situation and that you’ll be apprised of

how it’s going as soon as I find out myself.”

“Thanks, Bill,” Ann says. Dick remains silent as I turn around and walk out the door.

I feel better, now that I’ve seen the problem from the business perspective. It’s now time to get under

the covers and find out what broke the complex payroll machinery.

While walking down the stairs, I dig out my phone and scan my e-mails. My feeling of calm focus

disappears when I see that Steve hasn’t sent out an announcement of my promotion. Wes Davis and

Patty McKee, who until today were my peers, still have no idea that I’m now their new boss.

Thanks, Steve.

When I enter Building 7, it hits me. Our building is the ghetto of the entire Parts Unlimited campus.

It was built in the 1950s, and last remodeled in the 1970s, obviously built for utility, not aesthetics.

Building 7 used to be our large brake-pad manufacturing factory until it was converted into data center

and office space. It looks old and neglected.

The security guard says cheerfully, “Hello, Mr. Palmer. How is the morning going so far?”

For a moment, I’m tempted to ask him to wish me luck, so he can get paid the correct amount this

week. Of course, I merely return his friendly greeting.

I’m headed toward the Network Operations Center, or as we call it, the NOC, where Wes and Patty

are most likely to be. They’re now my two primary managers.

Wes is Director of Distributed Technology Operations. He has technical responsibility for over a

thousand Windows servers, as well as the database and networking teams. Patty is the Director of IT

Service Support. She owns all the level 1 and 2 help desk technicians who answer the phones around the

clock, handling break-fix issues and support requests from the business. She also owns some of the key

processes and tools that the entire IT Operations organization relies upon, like the trouble ticketing

system, monitoring, and running the change management meetings.

I walk past rows upon rows of cubicles, the same as every other building. However, unlike Buildings

2 and 5, I see peeling paint and dark stains seeping through the carpet.

This part of the building was built on top of what used to be the main assembly floor. When they

converted it, they couldn’t get all the machine oil cleaned up. No matter how much sealant we put down

to coat the floors, oil still has a tendency to seep through the carpet.

I make a note to put in a budget request to replace the carpets and paint the walls. In the Marines,

keeping the barracks neat and tidy was not only for aesthetics but also for safety.

Old habits die hard.

I hear the NOC before I see it. It’s a large bullpen area, with long tables set up along one wall,

displaying the status of all the various IT services on large monitors. The level 1 and 2 help desk people

sit at the three rows of workstations.

It’s not exactly like mission control in Apollo 13, but that’s how I explain it to my relatives.

When something hits the fan, you need all the various stakeholders and technology managers to

communicate and coordinate until the problem is resolved. Like now. At the conference table, fifteen

people are in the midst of a loud and heated discussion, huddled around one of the classic gray

speakerphones that resembles a UFO.

Wes and Patty are sitting next to each other at the conference table, so I walk behind them to listen

in. Wes leans back in his chair with his arms crossed over his stomach. They don’t get all the way

across. At six feet three inches tall and over 250 pounds, he casts a shadow on most people. He seems to

be in constant motion and has a reputation of saying whatever is on his mind.

Patty is the complete opposite. Where Wes is loud, outspoken, and shoots from the hip, Patty is

thoughtful, analytical, and a stickler for processes and procedures. Where Wes is large, combative, and

sometimes even quarrelsome, Patty is elfin, logical, and levelheaded. She has a reputation for loving

processes more than people and is often in the position of trying to impose order on the chaos in IT.

She’s the face of the entire IT organization. When things go wrong in IT, people call Patty. She’s our

professional apologist, whether it’s services crashing, web pages taking too long to load, or, as in

today’s case, missing or corrupted data.

They also call Patty when they need their work done—like upgrading a computer, changing a phone

number, or deploying a new application. She does all of the scheduling, so people are always lobbying

her to get their work done first. She’ll then hand it off to people who do the work. For the most part,

they live in either my old group or in Wes’ group.

Wes pounds the table, saying, “Just get the vendor on the phone and tell them that unless they get a

tech down here pronto, we’re going to the competition. We’re one of their largest customers! We should

probably have abandoned that pile of crap by now, come to think of it.”

He looks around and jokes, “You know the saying, right? The way you can tell a vendor is lying is

when their lips are moving.”

One of the engineers across from Wes says, “We have them on the phone right now. They say it’ll be

at least four hours before their SAN field engineer is on-site.”

I frown. Why are they talking about the SAN? Storage area networks provide centralized storage to

many of our most critical systems, so failures are typically global: It won’t be just one server that goes

down; it’ll be hundreds of servers that go down all at once.

While Wes starts arguing with the engineer, I try to think. Nothing about this payroll run failure

sounds like a SAN issue. Ann suggested that it was probably something in the timekeeping applications

supporting each plant.

“But after we tried to rollback the SAN, it stopped serving data entirely,” another engineer says.

“Then the display started displaying everything in kanji! Well, we think it was kanji. Whatever it was,

we couldn’t make heads or tails of those little pictures. That’s when we knew we needed to get the

vendor involved.”

Although I’m joining late, I’m convinced we’re totally on the wrong track.

I lean in to whisper to Wes and Patty, “Can I get a minute with you guys in private?”

Wes turns and, without giving me his full attention, says loudly, “Can’t it wait? In case you haven’t

noticed, we’re in the middle of a huge issue here.”

I put my hand firmly on his shoulder. “Wes, this is really important. It’s about the payroll failure and

concerns a conversation I just had with Steve Masters and Dick Landry.”

He looks surprised. Patty is already out of her chair. “Let’s use my office,” she says, leading the way.

Following Patty into her office, I see a photo on her wall of her daughter, who I’d guess is eleven

years old. I’m amazed at how much she looks like Patty—fearless, incredibly smart, and formidable—in

a way that is a bit scary in such a cute little girl.

In a gruff voice, Wes says, “Okay, Bill, what’s so important that you think is worth interrupting a

Sev 1 outage in progress?”

That’s not a bad question. Severity 1 outages are serious business-impacting incidents that are so

disruptive, we typically drop everything to resolve them. I take a deep breath. “I don’t know if you’ve

heard, but Luke and Damon are no longer with the company. The official word is that they’ve decided

to take some time off. More than that, I don’t know.”

The surprised expressions on their faces confirm my suspicions. They didn’t know. I quickly relate

the events of the morning. Patty shakes her head, uttering a tsk-tsk in disapproval.

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