Book Image

Real-World SRE

By : Pavlos Ratis, Nat Welch
Book Image

Real-World SRE

By: Pavlos Ratis, Nat Welch

Overview of this book

Real-World SRE is the go-to survival guide for the software developer in the middle of catastrophic website failure. Site Reliability Engineering (SRE) has emerged on the frontline as businesses strive to maximize uptime. This book is a step-by-step framework to follow when your website is down and the countdown is on to fix it. Nat Welch has battle-hardened experience in reliability engineering at some of the biggest outage-sensitive companies on the internet. Arm yourself with his tried-and-tested methods for monitoring modern web services, setting up alerts, and evaluating your incident response. Real-World SRE goes beyond just reacting to disaster—uncover the tools and strategies needed to safely test and release software, plan for long-term growth, and foresee future bottlenecks. Real-World SRE gives you the capability to set up your own robust plan of action to see you through a company-wide website crisis. The final chapter of Real-World SRE is dedicated to acing SRE interviews, either in getting a first job or a valued promotion.
Table of Contents (16 chapters)
Real-World SRE
Contributors
Preface
Other Books You May Enjoy
Index

Tech as a profit center and procurement


As mentioned earlier, depending on your company, tech can be thought of as a profit center or a cost center. Usually, if technology is the product you are selling, your team is a profit center, and if technology is helping your company succeed, you are instead a cost center. If this is rubbed in your team's face too much, it can feel like an insult. Engineers are builders and creative types, and some may feel unmotivated or depressed to be thought of as not an integral part of the company's success. This is utter nonsense, but it happens. One way to remove it from your team's mind is to fight harder for a larger budget. Often, engineers only notice the difference if they find that they cannot do things they want to because things are not in the budget. The team's manager probably needs to do a better job of helping their manager or executive team to understand the value their team is providing and how investment in them improves the company overall...