alt Hacker NewsI started my career as a software performance engineer. We measured everything across different code implementations, multiple OS, hardware systems, and in various network configurations.
It was amazing how often people wanted to optimize stuff that wasn't a bottleneck in overall performance. Real bottlenecks were often easy to see when you measured and usually simple to fix.
But it was also tough work in the org. It was tedious, time-consuming, and involved a lot of experimental comp sci work. Plus, it was a cost center (teams had to give up some of their budget for perf engineering support) and even though we had racks and racks of gear for building and testing end-to-end systems, what most dev teams wanted from us was to give them all our scripts and measurement tools to "do it themselves" so they didn't have to give up the budget.
Replies
That sounds like fascinating work, but also kind of a case study in what a manager's role is to "clear the road" and handle the lion's share of that internal advocacy and politicking so that ICs don't have to deal with it.
It's because patting yourself on the back for getting 5x performance increase in microbenchmark feels good and looks good on yearly review.
> But it was also tough work in the org. It was tedious, time-consuming, and involved a lot of experimental comp sci work. Plus, it was a cost center (teams had to give up some of their budget for perf engineering support) and even though we had racks and racks of gear for building and testing end-to-end systems, what most dev teams wanted from us was to give them all our scripts and measurement tools to "do it themselves" so they didn't have to give up the budget.
Misaligned budgeting and goals is bane of good engineering. I've seen some absolutely stupid stuff like outsourcing hosting a simple site to us, because client would rather hire 3rd party to buy domain and put a simple site there (some advertising), than to deal with their own security guys and host it on their own infrastructure.
"It's a cost center" "So is fucking HR, why you don't fire them ?" "Uh, I'll ignore that, pls just invoice anything you do to other teams" ... "Hey, they bought cloud solution that doesn't work/they can't figure it out, can you help them" "But we HAVE stuff doing that cheaper and easier, why they didn't come to us" "Oh they thought cloud will be cheaper and just work after 5 min setup"
In an online services company, a perf team can be net profitable rather than a "cost center." The one at my work routinely finds quantifiable savings that more than justify their cost.
There will be huge mistakes occasionally, but mostly it is death by a thousand cuts -- it's easy to commit a 0.1% regression here or there, and there are hundreds of other engineers per performance engineer. Clawing back those 0.1% losses a couple times per week over a large deployed fleet is worthwhile.