Gary Mitchell took the Avogadro exit ramp off the Fremont bridge, and pulled up to the parking gate, headlights bouncing off the reflective paint on the barrier in the early morning darkness. He waved his badge triumphantly at the machine. The barrier rose up, and Gary drove into the nearly empty parking garage, a broad smile on his face.
It was two days before the deadline to pull ELOPe off the server. David and Mike hadn’t done anything to drop usage. Gary gleefully looked forward to sending an email to Sean Leonov letting him know he was going to kill ELOPe. He’d been looking forward to this day for months.
He would have liked to have pulled the plug first, and then send the email, but he knew Sean would be angry if he didn’t get a heads up before Gary shut it down.
It was the first time in a while he’d arrived at the office this early. Gary found the empty building oddly disquieting. He pushed the feeling aside and thought about sending the email, which brought a smile back to his face again. A few minutes later, Gary passed his secretary’s empty desk and went into his own office. His desk computer came to life, and Gary went straight into his email to type the message to Sean.
From: Gary Mitchell (Communications Products Operations)
To: Sean Leonov (Executive Team)
Subject: ELOPe Project
Time: 6:22am
Body:
Sean, just to give you a heads up, on Friday I’m going to have to pull the production resources for the Email Language Optimization Project. They’re consuming almost 2,000 times the server resources we allocated to them. I’ve given them almost carte blanche when we had excess capacity because I know it’s your special project. However, they’re consuming so many resources that we’ve twice eaten into the reserve server pool. As you know, if we exhaust the reserve server pool, we’d start having distributed AvoMail service outages. The last time that happened we lost a dozen commercial account opportunities we had in the sales pipeline. I’ve spoken to David and Mike about it again and again, but they’ve done nothing to get their resource utilization down. I gave them a final warning and two weeks to do something about it, but they’ve done nothing.
Email finished, Gary sat and gloated for a minute. Then he heaved himself back up, and headed out to find a coffee shop and a newspaper. Naturally, it was too early to do any real work. He’d read the paper and come back in a couple of hours.
Gary sauntered down the hallway whistling.
John Anderson gratefully let his heavy messenger bag slide to the floor. He shrugged out of his wet raincoat, hanging it behind his desk. Dropping heavily into his chair, the pneumatic shock absorber took his weight without complaint. He sighed at the thought of another day in the Procurement department processing purchasing requests. Tentatively peeking at his inbox, he saw more than a hundred new email messages. His shoulders slumped a little, and he reached for his coffee.
This week John had the kids, which meant dropping them off at school before work. Portland’s crazy school system meant that the best public schools were all elective. He and his ex-wife had to choose among a dozen different schools, and they ended up with the Environmental School in Portland’s southeast section. John’s kids loved the school, and so did he. Unfortunately, they lived in Northeast Portland, the school was in the Southeast quadrant, and work was across the river in Northwest Portland. His normal twenty minute commute turned into well more than an hour drive on the days he dropped the kids off, and he was always late getting into the office. By the time he arrived at work, his smartphone had been beeping and buzzing for an hour as emails arrived. He loathed the backlog of email he started his day with. The only consolation was that the kids’ school was right next to a Stumptown Coffee. John sipped at the roasted Ethiopian brew. The dark, bittersweet warmth of the coffee brought a smile to his face.
As the coffee gradually brought his brain into gear, he regained his will to tackle his inbox. He was brought up short by a puzzling email from Gary Mitchell. Sent earlier this morning, the email asked him to divert 5,000 servers. John read the email three times in its brief entirety.
From: Gary Mitchell (Communication Products Division)
To: John Anderson (Procurement)
Subject: ELOPe Project
Time: 6:22am
Body:
Hi John,
Sean Leonev has asked me to help out the ELOPe guys. They need additional servers ASAP, and we’re running out of extra capacity here. Can you accelerate 5,000 standard Avogadro servers out of the normal procurement cycle, and give them to IT for immediate deployment? Please assign asset ownership directly to David Ryan.
John thought briefly about the exception process. Normally when a department wanted new servers, they put in a purchase request. Then parts were purchased, shipping to Avogadro data centers, assembled into the custom servers Avogadro used, and installed onto racks. Next, another group took over and installed the operating system and applications used on the servers. In all, depending on the size and timing of the order, it would take anywhere from six to twelve weeks from the time they were requested before the servers were available for use. The lag was the result of the time necessary to ship the hardware, receive it, install it into racks, install the software, configure it, and then run a burn-in test.
When a department needed additional servers in a rush, then they could request an exception. The exception process would take servers that had already been bought for another group, and were already in the processing pipeline, and divert them to the department that needed them urgently. Then replacement computers would be ordered for the first group, who would have to wait a little longer.
Diversion requests were not the norm, but certainly they weren’t uncommon either. No, the puzzling part was not the request itself, but that Gary would submit such a request in email. Only the official procurement application could be used to order, expedite, or divert servers. Gary should know that.
He put his hand on the phone to call Gary, and then took it away. A call to Gary would eat up at least fifteen minutes. He had learned over time that regardless of what the procurement rules were, whenever John tried to explain them to anyone, they would just argue with him. The higher up in the company they were, then the more they would argue as though their lofty organizational heights carried with it some kind of potential energy that could just roll over the rules. A quick email would save John from getting his ear chewed out.
To: Gary Mitchell (Communication Products Division)
From: John Anderson (Procurement)
Subject: Email Procurement Forms
Gary,
We can’t do a server reallocation exception based on an email. I couldn’t do that for 5 servers, let alone 5,000 servers. Please use the online Procurement tool to submit your request: http://procurement.internal.avogadrocorp.com, or have your admin do it for you. That’s the only process for procurement exceptions we can use. We can easily approve your reallocation exception if you follow the existing process, and provide appropriate justification.
John worked through his backlog of emails as he gradually drained his coffee cup. The hundreds of new messages in his inbox would give the casual observer the impression he had been gone from work for a week, rather than just the late start he had gotten dropping off his kids. He took another sip of coffee, and continued to work through emails. The rest of his day, like every other, would consist of endless cups of coffee and endless emails. Gary’s email might have been a little unusual, but it was quickly forgotten amid the deluge of other issues.
A few hours later, on the other side of the campus from John Anderson, Pete Wong brought his lunch from the cafeteria in Building Six diagonally across to Building Three, pausing briefly on the windowed sky bridge. The sun had come out, and he raised his face to it for a few moments. Looking down, he saw the light glisten on wet streets, perhaps one of his favorite parts of the rain. He remembered as a kid he would run outside on rainy days when the sun broke through the clouds, pretending that fairies had covered the street with magic dust. A crowd of laughing people, marketing folk from their attire, entered the skybridge, distracting him from his memories. He continued through the sky bridge, and then down four flights of stairs to his office. Out of the sun, and into the fluorescent gloom of basement offices.
At one department meeting after another, Pete had been assured that his Internal Tools team, responsible for delivering the IT tools used inside the company, would be relocated just as soon as there was available above ground office space again. Pete shook his head thinking about it. It was no surprise to Pete that the Internal Tools team was stuck in what effectively amounted to the dungeons of Avogadro Corp. Everyone in the company used their tools every day to get their jobs done, from ordering office supplies to getting more disk space to filling out their timecards. But because they didn’t develop the sexy customer-facing products, they were the absolute runts of the company. No executives or research and development engineers would ever be sentenced to the basement offices. It was enough to make him gnash his teeth sometimes.
When Pete got back to his desk, he took solace in his lunch. His office space might suck, and his job might be unappreciated, but at least the food was good. Fresh gnocchi in a butter sauce, mixed salad greens, and a cup of gelatto in a special vacuum insulated cup that kept it cold while he ate his lunch. All organic and locally sourced, of course. The coffee wasn’t bad either, though it came from Kobos. Pete preferred Ristretto Roasters over Kobos, but of course only a few of Portland’s coffee roasters were big enough to supply Avogadro’s headquarters. Ristretto was one of the best micro-roasters in town. Pete’s wife, who was a tea drinker, couldn’t understand the Portland obsession with coffee.
While he ate, Pete looked over his inbox. A new email caught his eye, and he opened it.
To: Pete Wong (Internal Tools)
From: John Anderson (Procurement)
Subject: Email Procurement Forms
Hi Pete,
This is John Anderson. I work over in Procurement. Even though we’ve got a procurement web application that I know you guys created, we still get hundreds of email requests into the procurement department. Part of the problem is that we’ve got sales people in the field who can send emails from their smartphone, but have a hard time getting a secure VPN connection to the internal web sites. Is it possible to create an email-to-web bridge that would allow people to email us, and get a return form by email that they could submit to make requests? I mentioned this to Sean Leonov, and he said you guys could whip up something like this in a day or two.
Pete Wong stared at this strange email. John Anderson, some guy in Procurement, was buddies with Sean Leonov, cofounder of Avogadro? Sean was a living legend at Avogadro. Pete hadn’t met anyone who knew Sean Leonov directly.
Pete pondered the email. Why did Sean think that Internal Tools could implement this in a day? Was Sean Leonov even aware that there was an Internal Tools department at Avogadro? How had they gotten his email address? It all seemed so unlikely.
It was a bizarre request, but it was true that he could pull it together easily. He imagined a salesperson working in the field, using their smartphone to access internal sites. Small screen, low bandwidth. The justification for the request made sense. And if doing this impressed Sean Leonov, well, that couldn’t hurt his career. Maybe he could get onto one of the real R&D project teams instead of being stuck in the dead-end Internal Tools department. Daydreaming of an office with sunlight pouring in big windows, he spent a few minutes lost in thought imagining what his office would look like with a big window overlooking the street, or even better, the river.
With a start, he sat up straight and decided he could definitely spend a few minutes looking into the request. He eagerly put his fingers on the keyboard and starting searching. When his first Avogadro search for ‘email to web service’ within seconds turned up an existing design posted by some IBM guys, his excitement grew. After reading through the design, he realized he could implement it all in a couple of hours.
His other work forgotten, Pete started in on the project. He used the existing Internal Tools servers, and created a new Ruby on Rails web application that converted web pages to emails, and emails into web page form submissions. It was easier than expected, and by lunch he had a simple prototype running.
He tried the prototype on the Internal Tools Request tool, and discovered some bugs. Puzzling over the details in his head, he mindlessly rushed down the hall to the coffee station for a refill.
Mike left his office, nodded to a few teammates he passed, and headed downstairs for the nearest outside door. After banging his head against the same problem for two hours and becoming increasingly frustrated, he needed to clear his mind and get a fresh perspective. The damn performance issues were becoming the insurmountable obstacle.
Once outside, Mike wandered around Avogadro’s South Plaza, an open amphitheater and park. Just one of the many perks that Avogadro employed to keep their everyone happy. The ground was wet from early morning rains, but the sky was blissfully clear now. He waved to a couple of engineers he knew that he saw jogging.
He thought back to his discovery. What he found that morning was even more puzzling than the issues he expected to run into.
Mike thought about the two distinct parts of the ELOPe system. The part that users saw, of course, was the front-end process that ran in real-time to evaluate emails that were being written by users and to offer suggested improvements. The piece that was troubling Mike was the other half, the backend process that analyzed historical emails to generate the language analysis and recommendation clusters.
While the performance of ELOPe was horrible by anyone’s measure, at least it was predictably horrible. In the course of attempting to improve the efficiency over the past months, Mike learned that each new email fed into ELOPe required roughly the same number of processor cycles to process the data.
This morning, nothing was predictable. According to the system logs, nobody was using ELOPe last night, and yet the load metrics were pegged — a sure indication that a ton of computer processing time was being spent on something. But what? ELOPe was in closed prototype mode. Mike knew that only the members of the development team had access. That meant software coders, interaction designers, and the linguistics experts particular to their project. Everyone’s activities were logged. Yet the someone or something was consuming processing resources, while the logs didn’t indicate any activity.
Mike hoped the fresh air and a walk around the Plaza would help him figure out the problem. The last thing he needed was additional performance problems when what they were looking for was a massive improvement in performance. He sat on the amphitheater steps, and rested his head on his hands. He watched another set of joggers go by. For someone who prided himself on taking things easy, the world was sure weighing heavy on his shoulders right now.