Where is the CTO stronger than the average programmer?

The development of the Internet, so that countless programmers worth rising, have become a "fragrant bobo", but also a lot of "entrepreneurship", the CTO, married mating legend. All said don't want to be Marshal's soldiers are not good soldiers, I think this matter, but to enhance their value, so that they become more excellent and more competitive, it must be the first-tier city of most IT people's inner pursuit.

Admittedly, not all programmers will become CTO, programmer-->cto Path like a funnel, very few precipitation down, in the industry set off a hurricane. These CTO than the average programmer, where is the strong? The rich technical knowledge is only the foundation, more important is the strategic vision, the management control ability. So what is the difference between the CTO and the average programmer?

Ordinary programmers are often only responsible for module development, code optimization, and new technology research, OH to me is the ordinary programmer, rather than just fork small white programmers, and the management of senior programmers may have started to take responsibility for the team, team progress and efficiency. And the CTO, often not only to consider optimizing the team's development tools, processes, shoulder the responsibility to control the overall technical direction, to be forward-looking, but also responsible for corporate performance. Especially technology-driven companies, you ask such a company CTO good recruit, the answer is usually "difficult to recruit." Technology selection is actually the most tangled problem of startups, many teams often come up based on the personal habits and hobbies of existing programmers, choose a technical solution, and then to a certain day, I am, I am all pits (of course, may also be related to the ability of performers).

Figure for the usual programmer's development route:

The factors that influence enterprise performance are in every aspect, but the core factor is often concentrated on the product. It is not an exaggeration to say that the performance of the application has a very large impact on enterprise performance. Internet products everywhere, the SDK endless, users of a new product trial time and Internet product update speed inversely proportional. User experience the idea that has been told is still the key to boosting the value of the product, whether it's 2C or 2 B.

Once users do not get the best experience in the product you are responsible for, or directly solve the pain points, they will not hesitate to choose other platforms.

This problem is usually not solved by ordinary programmers, and a good CTO needs a bit of effort. How to become a good CTO is a problem, and one problem is often a solution to another problem. Why does a team need a good CTO? It is because someone needs to lead the technical team to optimize the application performance-solve the user experience problems, improve the development, operations, control the strategic direction of the technical team. So, to optimize the application performance, to obtain a good user experience, improve development, operational efficiency, and how to do it?

To ensure that applications meet or exceed the high expectations of users, the performance of the underlying IT infrastructure needs to be continuously optimized. However, as the infrastructure becomes more dynamic, mixed and complicated, a wave of new challenges comes along, giving many CTO a few more white hairs.

But the emergence of a problem often means that the corresponding solution is on the way. To optimize the performance of your application, a good CTO needs to be proactive and agile.

Proactively optimize all infrastructure including physical and virtual servers, networks, storage devices, databases, end-user services, cloud, and big data environments. The IT team needs to be led to a preemptive organization that is not only able to identify and solve problems quickly, but also has strong anti-vulnerability, before the problem affects the user experience negatively. The following five key measures may help us to achieve a point.

1. Capturing and reporting performance metrics

Given the importance of good performance, it is not sufficient for IT teams to generate alarms only when there are problems with infrastructure components. The CTO needs to enable the team to identify potential performance issues ahead of time and proactively resolve them. For example, configure alarms with free or paid third-party tools and some open source tools to resolve problems before they occur. Different teams often have the most appropriate infrastructure monitoring tools, and a good CTO needs to be able to measure team size, development, operational level, and manpower and capital costs, and choose the right monitoring method that best fits the company's current situation. For the large or high-speed development of the company, blindly increase the manpower and spend time to develop system monitoring solutions for self-development often lead to waste of time, not worth the candle.

2. Unify views and tools to increase visibility and speed problem resolution

As open source tools and third-party solutions abound, many IT teams are also willing to try new tools and methods. Although there are many new tools to solve different aspects of the problem, when the problem arises, the team members still spend a lot of time to meet and discuss, and keep meeting wasted a lot of time. At the same time, users are experiencing the experience of a slot cake. Why is it that there are many tools that still take this approach to communication? There are two reasons, one is that many IT teams use different tools for collaboration and monitoring, and the other is that the team does not have the habit of using a monitoring platform or collaboration tools internally. At this point, the CTO needs to work with a unified and powerful view and architecture to monitor critical IT services, be it virtual machines, physical hosts, cloud hosts, or other components, and take a deep understanding of devops, improve collaboration, communicate efficiency, optimize the development process, save operational costs, Methods of discovering problems in advance.

3. Track User Experience

It teams may have a lot of performance metrics, but if you don't know the real user experience, you still can't really understand performance. What is the real experience? Is the user in the actual operation, is how to use our products, in an interface for how long, to which link is not satisfied, and so on. IT teams need to analyze the response time of an end-to-end infrastructure and continuously track transaction response times with virtual trading capabilities, even when the user is not using the application.

4. Adoption of strict SLA management

Once the enterprise's overall monitoring is in place, it teams are critical to track performance and experience for service level agreements (SLAs). IT teams need to be able to track SLA compliance and identify and resolve potential issues immediately when they occur. By tracking Slas,it Enterprises can assess their effectiveness in managing the user experience and infrastructure performance. This assessment is critical to accurately measuring team performance, setting goals and tracking progress.

5. Correlate it and non-it data for efficient capacity planning

Meet the increasing expectations of users and not just track IT data. By correlating IT and business data, teams can proactively identify bottlenecks and improve the end-user experience. For example, linking server CPU utilization metrics to simple historical data, such as displaying the number of user logins or transactions together with IT data, can provide meaningful insight into capacity planning for future development. An example of a team importing a Cloud Insight dashboard with data such as PHP requests, response times, and system performance data.

In a fun way, for a team member ingenuity to use the keyboard to import the dashboard to display, perhaps Keylogger is just a fun and ingenious, but the same, you can also import operational data, business data, system performance data into the dashboard to display, which for a fast-growing IT team, It's worth it.

Summary

Data-driven Internet in the era of high-speed development, technical team Leader in addition to skilled, unique vision, but also to follow the pace of DevOps, looking at home and abroad, fast, agile, as much as possible to optimize team development tools and processes, reduce the development, operation and maintenance of communication barriers between operations, Incorporate data into every aspect of technology advancement. And when you have a core competency in these areas, it's no longer just an ordinary programmer.

Where is the CTO stronger than the average programmer?