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Structured Logging and Your Team | Honeycomb
This guest blog post from Anton Drukh of snyk.io is part of our series on structured logging. We run a distributed engineering team at Snyk. As we scale our team and infrastructure, we want to make sure that we don’t make a mess of the daily operation our system.
IFTTT  Pocket  logging  ops 
3 days ago by neverminding
Postmortem: Performance Issues and failures in VSTS West Europe – 7 February 2018 – Service Blog – Visual Studio Team Services
On 7 February 2018 we had an incident which impacted users in our Western European scale unit. During this time, users experienced slow performance and 503 errors (service unavailable) when interacting with VSTS services. Close to 5,000 users were impacted at the peak of the incident.
IFTTT  Pocket  ops 
3 days ago by neverminding
Why, as a Netflix infrastructure manager, am I on call?
The twitter discussions on on-call last week (1, 2) motivated me to write a blog post that’s been in my Trello list for some time (actual card title “Why am I still on-call”).
IFTTT  Pocket  ops 
3 days ago by neverminding
Apache Guacamole™
Clientless remote desktop
ops  cool 
10 days ago by pavelr
KPTI/KAISER Meltdown Initial Performance Regressions
The recently revealed Meltdown and Spectre bugs are not just extraordinary issues of security, but also performance. The patches that workaround Meltdown introduce the largest kernel performance regressions I've ever seen.
IFTTT  Pocket  linux  ops 
11 days ago by neverminding
Per-IP rate limiting with iptables - Making Pusher
Every second, Pusher’s main pub-sub system handles 9,000 new WebSocket connections. No sweat. But earlier this year, when the system started receiving spikes of 20,000 new connections every second per server, the sweat began to bead on our foreheads.
IFTTT  Pocket  ops 
11 days ago by neverminding
ssm-sh/README.md at master · itsdalmo/ssm-sh · GitHub
Little experiment to mimic SSH by using SSM agent to send commands to remote instances and fetching the output.
aws  golang  ops 
13 days ago by hugowett
Resetting the Process: An inside look at the state of legal operations | In-House Ops
necdotally, I would estimate that most corporations in this industry, 60 percent or so, are at the foundational level in terms of building out their operations function. About 35 percent are at an advanced level. They’ve done some really good things, but they’ve got much room to improve. Only about 5 percent are at what we would consider a mature level, and even those have some significant areas left for improvement.

Brenton: Prior to operations, we had been solutioning in silos, and we have evidence that that doesn’t work. It might look good on paper, but when you go to implement, it just doesn’t work.

On Embracing Technology

Franke: When we look at the CLOC operations maturity model, a lot of companies have implemented or started to implement the basics. But if you look at a competency like dashboards and data analytics, a competency found in somewhat more mature ops functions, we see that this is an area that’s still beyond the grasp of many companies. So, while a percentage of companies may be moving down the path to operational maturity a bit quicker and may be a bit further along, in some cases having adopted a lot of tools and AI, many other companies are still near ground zero. Even a technology like contracts management has only been implemented by maybe 50 percent of corporations, and most don’t have robust implementations with comprehensive processes to support their tool.

Brenton: I think the tech companies have been much more collaborative and willing to share because we’re not regulated and have a culture that is different in terms of sharing information about processes.



On Billing Methods – and Market Forces

Franke: It’s not so much about getting away from the billable hour as it is about what things should cost. When you hire a contractor to do work on your house, they fix their bid based on the different resources that they have to bring to the table – plumbers, electricians – and what that’s going to cost them. There’s an underlying hourly rate there, but they know how many hours it’s going to take to install a new faucet or sink. They don’t try to figure it out for every job.



Law firms, however, start from scratch every time they do an M&A deal or a tech transaction or an employment contract. Good contractors know how to do a remodel and when to use tools rather than manual labor, and they know how to staff a job.

That’s not been the case with law firms. We’re getting away from that – firms are gathering data, figuring out optimal staffing models, determining when to outsource, etc. That allows them to offer AFAs that are win-win.
firms  ops  clients  metrics  data  pricing  process 
13 days ago by JordanFurlong
A Third of CLOs Fired Outside Counsel in 2017, and That Number's Set to Rise | Corporate Counsel
Inside spend allocation rose from 53 percent to 56 percent, since last year’s edition of the survey, part of what Sarwal calls a “continuing trend” toward moving responsibilities in-house.

This trend is paired with another, the rise of more legal operations professionals on staff. This year, 47 percent of respondents reported having legal ops staff versus 43 percent last year. Ten percent of respondents said they planned to add legal ops staff this year.

“We’re at the growth side of that [legal ops] curve,” Sarwal said. “It is so obvious, [the benefits of being] able to have someone focused on the business side of the practice of law, [who is] able to speak the language of finance or tech.”
clients  ops 
13 days ago by JordanFurlong

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