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Implementing Enterprise Observability for Success

Implementing Enterprise Observability for Success

By : Manisha Agrawal, Karun Krishnannair
4.5 (4)
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Implementing Enterprise Observability for Success

Implementing Enterprise Observability for Success

4.5 (4)
By: Manisha Agrawal, Karun Krishnannair

Overview of this book

Observability can be implemented in multiple ways within an organization based on the organization’s needs. So, it’s crucial for organizations to decide whether they need observability and to what extent, what skills and tools will suit them, and how long will it take to implement it. Implementing Enterprise Observability for Success provides a step-by-step approach to help you create an observability strategy, understand the principles behind the creation of the strategy, and logical steps to plan and execute the implementation. You’ll learn about observability fundamentals and challenges, the importance of data and analytics along with different tools. Further, you’ll discover the various layers from which data should be collected for setting up observability. Through real- life examples distilled from the author's experience in implementing observability at an enterprise level, you’ll uncover some of the non-technical & technical drivers of observability like the culture of the organization, the hierarchy of stakeholders, tools at disposal and the willingness to invest. By the end of this book, you’ll be well-equipped to plan the observability journey, identify different stakeholders, spot the technology stack required, and lay out an effective plan for organization-wide adoption.
Table of Contents (16 chapters)
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1
Part 1 – Understanding Observability in the Real World
7
Part 2 – Planning and Implementation
12
Part 3 – Use Cases

Achieving and Measuring Observability Success

In this book, we have stated multiple times that observability is about a change in culture within an organization, which results in a change in the way the organization thinks, behaves, and organizes itself. But how do we assess the level of current maturity implementation, how do we start the observability journey keeping a particular maturity level as a goal, what kind of people skills are needed for a maturity level, and how do we measure the progress of this journey?

This chapter provides answers to all these questions in detail as well as guardrails for you to implement the maturity levels in your organization and engage the people with the required skill sets. We believe the observability journey must be treated as any organizational-level change, probably not to the extent of an organizational restructuring, but close to it. Therefore, we need a mechanism to monitor, measure, and report on the progress and success of the journey...

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