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Exploits in Management* Robert Barnes General Manger, Microsoft.Com Core Microsoft * No lab animals were harmed in the making of this story – some were.

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Presentation on theme: "Exploits in Management* Robert Barnes General Manger, Microsoft.Com Core Microsoft * No lab animals were harmed in the making of this story – some were."— Presentation transcript:

1 Exploits in Management* Robert Barnes General Manger, Microsoft.Com Core Microsoft * No lab animals were harmed in the making of this story – some were used… 1

2 Chapters Background Path to Management Management Challenges 2

3 Background Rubber bands… Be Prepared… To Be or Not to Be… Outliers… 3

4 Microsoft.com Staffing 150 FTE, 300 vendor Redmond, Beijing, Hyderabad What we build Content Publishing and analytics Redemption Infrastructure and Application Footprint 3 Internet data centers and 5 CDN partnerships 2+ gb/sec website; gb/sec downloads 1.3 – 1.7 billion hits/day from 57+ million unique IPs 128 Web Servers 10 SQL Servers Reach: #11 US, #8 Worldwide domain with 303M UU/month** Availability: MSCOM Platform at 99.93% availability as measured by Keynote ** Data Source: WebTrends FY10Q2 My Day Job 4

5 In the Beginning In the early 1980s, relational databases were new Most applications used Flat files, ISAM files, or Navigational Databases (Codasysl) Relational was what people wanted…. – What did they need? The Ice Box – Getting paid to play…. Key lessons: – Scientific method critical to results – Feedback systems critical – you get what you measure – Outsiders perspective - Ignorance can be helpful 5

6 Scale-out vs. Scale-up The power of parallelism The challenge of parallelism – Scale-up begins to look like scale-out as you add processors – Scale-out with commodity hardware is economically compelling – Every large successful web site uses scale-out – it is practical, but hard – Operations complexity is the key barrier to scale-out Simple demo 6

7 DebitCredit History 1987: 256 tps Benchmark 14 M$ computer (Tandem) A dozen people False floor, 2 rooms of machines Simulate 25,600 clients A 32 node processor array A 40 GB disk array (80 drives) Hardware experts Admin expert Performance expert OS expert Network expert Auditor Manager DB expert 7

8 DebitCredit History 1988: DB2 / CICS Mainframe 65 tps IBM 4391 Simulated network of 800 clients 2 x 3725 network controllers Refrigerator-sized CPU 16 GB disk farm 4 x 8 x.5GB 2m$ computer Staff of 6 to do benchmark 8

9 DebitCredit History 1997: 10 years later 1 Person and 1 box = 1400 tps 1 Breadbox ~ 5x 1987 machine room 23 GB is hand-held One person does all the work Cost/tps is 20,000x less 1 micro dollar per transaction 4x200 Mhz cpu 1/2 GB DRAM 12 x 4GB disk Hardware expert 3 x7 x 4GB disk arrays OS expert Net expert DB expert App expert 9

10 DebitCredit Database is a hypothetical Bank – 1.6 Billion Accounts – 160,000 tellers, – 16,000 branches, – 30 day history file Transaction is – Debit or Credit an account (and update teller, branch and history) – 15% of transactions are distributed non-local to teller/branch so involve multiple nodes 10

11 8 Seconds of Terror 11

12 Going Over to the Dark Side After years of IC and technical manager roles, I decided to find out what I had been doing wrong Learning the language of business was valuable Leadership and organizational change were my favorite courses – Playing in the desert 12

13 Challenge: Driving Cross-Company Initiatives Common Engineering Criteria – Standardizing capabilities across server products – Driving new capabilities across server products Lessons Learned – Driving organizational change across divisions requires top-down and bottoms-up efforts – Participation contributes towards support – Transparency in the process – Decision owner(s) and process must be clear – Exceptions process must be published and consistent 13

14 Challenge: New Org Manager, then Disaster Strikes Took on new role in December, 2007 Release review in November as observer – I told them they my have performance problems…. – I told them they needed to improve engineering Jan. 8, 2008, a blogger post criticizes key executives in the company about Partner It turns out, May 2007 and Nov releases had been flawed I had to fix the problem, learn the organization, and lead the organization at the same time 14

15 New Manager Disaster Quickly brought communication under control Established “follow-the-sun” monitoring and management Drove hard changes in the organization because we had to People wanted to be led People accepted change People saw the value in change 15

16 Challenge: Re-org Microsoft.Com reorganized into IT from product groups in March, 2009 May, 2010: I become leader – Due to org-depth and SPOC, leadership changes required – Friction between disciplines – IT resentment – Need for improved engineering practices – Managing performance to a curve “Engineering Culture” – a failed attempt 16

17 Engineering Culture Attempted to solve friction issue by asking Dev and Test disciplines to become “fungible” In new team (Beijing), part of org structure In existing, not part of structure – People did not want to be led – People did not accept change – People did not see the value in change – Poll results tanked 17

18 The Future of Management Why to people become managers? – Seat at the table – Career growth – Wanting to be in charge – Someone has to do it Feedback systems are critical Management innovation can only happen when integrated with feedback systems and aligned with organization culture – context matters 18


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