Универсальные ответы для собесов по DevOps

... Что ...?

— «Docker» (40%)
— «Kubernetes» (40%)
— «Зависит от контекста» (20%)


... Почему?

— «Так исторически сложилось» (100%)

#devops #design

Re: Google doesn’t want employees working remotely any...

I'm one of those weirdos who hates going in to the office. However, I'd like to provide a counter-point to that fact. My company has offices in Europe and I _love_ going to the office over there. Hate it in America. Love it in Europe. The question I ask myself is why? I don't feel isolated from my family. Its a couple blocks away. Safe and easy to get to. My son whose very young could safely walk there and back without being harmed (intentionally or accidentally). The city is so safe he could take the subway on his own if he wanted to. If I want to go home I can. If I want to go to lunch my family can meet me halfway.

The office in Europe _feels_ like an extension of home (in my experience - maybe not true for all). I feel a general sense of ease there. Taking the subway in New York or driving to work in Houston feels like a horrific burden that I'm just not willing to put up with anymore.

stickyricky, 13 hours ago

Re: Google uses in-person office attendance as part of...

After going back and forth between in-person and remote jobs, my conclusion:

* Remote work is much better if you know what you're building and "just" need to execute.

* In-person is much better if you don't know what you need to build, are trying to "figure it out as you go along", and are relying on the implicit fast feedback loop of standing next to each other.

Obvious, right? But I think what I've realize is the dimension of "we know what we need to do" is actually pretty much orthogonal to the product, size of the company, tenure of the employees, etc. I've been in early stage startups with no PMF that nonetheless have strong product-centric leadership who can set down an unambiguous vision for what they believe needs to be done. And I've been in startups that have PMF yet have no vision, and everyone is standing around in their remote offices twiddling their thumbs on "what to build next".

For large companies like FAANG, I actually think they mostly fall in bucket 2. I worked at Meta remotely for a year. My instructions when I joined were something like "Yeah so just talk to a bunch of people and look for opportunities to contribute". WTF? No wonder remote is not working well for them. You had to go 5-6 layers up the reporting chain to find anyone with any sort of holistic sense of what needed to be done, and they were not exactly empowered to share that vision lest it conflict with someone elses.

TL;DR I think remote work is well set up for companies with leadership that resembles a benevolent dictatorship. I think if you are all-remote and your leadership is effectively "managerial" in nature, NGMI.

extr, 10 hours ago

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Любовь или дело

И в политике, и в бизнесе есть одна очень любопытная закономерность - чем больше ты делаешь конкретных дел, тем меньше тебя любят.

Пока ты пиздишь об абстрактном, тебя любят. Пока ты рассказываешь о том, как тебе мешают что-то делать, тебя любят. Пока ты ябедничаешь, жалуешься, обвиняешь, предполагаешь, обещаешь - тебя любят.

Но как только ты начинаешь делать хоть что-то конкретное, тебя сразу разлюбляют. А если ты делаешь много дел - то прям ненавидят.

Поэтому любой политик и бизнесмен должен для себя решить - что ему нужнее в жизни. Быть любимым пиздаболом или оставить след, но стать нелюбимым (признание если и придет, то обычно после смерти).

Коллеги, в офисе такого не будет.

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Вокзал станции «Новохованск» в одноименной деревне Псковской области. Деревянное здание построено в 1907 году.