If there is one thing I notice when I look around at the IETF—and many other places where I meet a lot of network operations and engineering folk—it’s that we all seem to be getting a bit older. This should lead us to an obvious question—what are we doing about bringing up a new generation of network engineers? David Huberman joins Tom Ammon and I to discuss this interesting question. David i s involved in a number of community-based efforts to train next generation network engineers, some of which he discusses in his excellent article at the APNIC blog.
This is the first of the ironies of automation Lisanne Bainbridge discusses—and this is the irony I’d like to explore. The irony she is articulating is this: the less you work on a system, the less likely you are to be able to control that system efficiently. Once a system is automated, however, you will not work on the system on a regular basis, but you will be required to take control of the system when the automated controller fails in some way. Ironically, in situations where the automated controller fails, the amount of control required to make things right again will be greater than in normal operation.
In the case of machine operation, it turns out that the human operator is required to control the machine in just the situations where the least amount of experience is available. This is analogous to the automated warehouse in which automated systems are used to stack and sort material. When the automated systems break down, there is absolutely no way for the humans involved to figure out why things are stacked the way they are, nor how to sort things out to get things running again.
According to Michael Natkin, “in the tech industry, with our motto of “strong opinions, loosely held” (also known as “strong opinions, weakly held”), we’ve glorified overconfidence.” Michael joins Tom Ammon and Russ White to discuss the culture of overconfidence, and how it impacts the field of information technology.
Network engineering and operations are both “mental work” that can largely be done remotely—but working remote is not only great in many ways, it is also often fraught with problems. In this episode of the Hedge, Roland Dobbins joins Tom and Russ to discuss the ins and outs of working remote, including some strategies we have found effective at removing many of the negative aspects.
Two things which seem to be universally true in the network engineering space right this moment. The first is that network engineers are convinced their jobs will not exist or there will only be network engineers “in the cloud” within the next five years. The second is a mad scramble to figure out how to add value to the business through the network. These two movements are, of course, mutually exclusive visions of the future. If there is absolutely no way to add value to a business through the network, then it only makes sense to outsource the whole mess to a utility-level provider.
The result, far too often, is for the folks working on the network to run around like they’ve been in the hot aisle so long that your hair is on fire. This result, however, somehow seems less than ideal.
For any field of study, there are some mental habits that will make you an expert over time. Whether you are an infrastructure architect, a network designer, or a network reliability engineer, what are the habits of mind those involved in the building and operation of networks follow that mark out expertise?
Experts involve the user
Experts don’t just listen to the user, they involve the user. This means taking the time to teach the developer or application owner how their applications interact with the network, showing them how their applications either simplify or complicate the network, and the impact of these decisions on the overall network.
Experts think about data
Rather than applications. What does the data look like? How does the business use the data? Where does the data need to be, when does it need to be there, how often does it need to go, and what is the cost of moving it? What might be in the data that can be harmful? How can I protect the data while at rest and in flight?
Nash King (@gammacapricorni) joins Russ White and Tom Ammon in a wide ranging discussion of ethics in IT, including being comfortable with standing up and saying “no” when asked to do something you consider unethical and the virtue ethic. This is meant to be the first of a series of episodes on this topic.
Over at the ECI blog, Jonathan Homa has a nice article about the importance of network planning–
In the classic movie, The Graduate (1967), the protagonist is advised on career choices, “In one word – plastics.” If you were asked by a young person today, graduating with an engineering or similar degree about a career choice in telecommunications, would you think of responding, “network planning”? Well, probably not.
Jonathan describes why this is so–traffic is constantly increasing, and the choice of tools we have to support the traffic loads of today and tomorrow can be classified in two ways: slim and none (as I remember a weather forecaster saying when I “wore a younger man’s shoes”). The problem, however, is not just tools. The network is increasingly seen as a commodity, “pure bandwidth that should be replaceable like memory,” made up of entirely interchangeable parts and pieces, primarily driven by the cost to move a bit across a given distance.
There is a rule in sports and music about practice—the 10,000 hour rule—which says that if you want to be an expert on something, you need ten thousand hours of intentional practice. The corollary to this rule is: if you want to be really good at something, specialize. In colloquial language, you cannot be both a jack of all trades and a master of one.
Translating this to the network engineering world, we might say something like: it takes 10,000 hours to really know the full range of products from vendor x and how to use them. Or perhaps: only after you have spent 10,000 hours of intentional study and practice in building data center networks will you know how to build these things. We might respond to this challenge by focusing our studies and time in one specific area, gaining one series of certifications, learning one vendor’s gear, or learning one specific kind of work (such as design or troubleshooting).
This line of thinking, however, should immediately raise two questions. First, is it true? Anecdotal evidence seems to abound for this kind of thinking; we have all heard of the child prodigy who spent their entire lives focusing on a single sport. We also all know of people who have “paper skills” instead of “real skills;” the reason we often attribute to this is they have not done enough lab work, or they have not put in hours configuring, troubleshooting, or working on the piece of gear in question. Second, is it healthy for the person or the organization the person works for?
Working in information technology is notoriously stressful — but why? In this episode of the Hedge, Sonia Cuff, Denise Donohue, and Russ White dig into the reasons information technology tends to produce so much stress, and what we can do about it.