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SRE for Everyone: Making Tomorrow Better Than Today

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Keynote presentation at DevOps Days Austin 2019 by Damon Edwards, co-founder of Rundeck.

Wouldn't everyone doing operations work love more time to focus on exciting projects? Build out new platforms, improve performance, contribute to open source projects, pay down tech debt, level-up their automation — all things that add value to your company and advance your career.

But instead, we find ourselves buried in interruptions and repetitive work. Imagine the things you could do, if you just had the time to get to it.

This talk is about applying ideas from the SRE movement that can be applied to any organization. Ideas that can help us all make tomorrow better than today.

See a Demo of Rundeck Enterprise :
https://www.rundeck.com/see-demo

--or--

Download Rundeck Open Source here:
https://rundeck.com/open-source

Connect:
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Publicado en: Tecnología
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SRE for Everyone: Making Tomorrow Better Than Today

  1. 1. SRE for Everyone: Making Tomorrow Better Than Today Damon Edwards @damonedwards 2019
  2. 2. Not that far away, maybe in a company just like yours…
  3. 3. Not that far away, maybe in a company just like yours… Overloaded. Constant firefighting. Ticket Ticket Project A ··· Project B ··· Ticket Ticket Ticket Ticket Ticket Ticket Ticket Ticket Ticket Ticket Ticket DUE: Yesterday! DUE: Tomorrow! Ticket Ticket Ticket
  4. 4. Waiting in ticket queues for everything. Not that far away, maybe in a company just like yours…
  5. 5. Waiting in ticket queues for everything. Ticket Not that far away, maybe in a company just like yours…
  6. 6. Waiting in ticket queues for everything. Ticket Ticket Ticket Ticket Ticket Ticket Not that far away, maybe in a company just like yours…
  7. 7. Things break. Break again. And again. Later… Later… same same Help! Ticket Wait Interrupt Help! Ticket Wait Interrupt Help! Ticket Wait Interrupt Not that far away, maybe in a company just like yours…
  8. 8. Everyone is busy, but it doesn’t get any better. Improvement Project Business Delivery Incidents Business Delivery Business Delivery Not that far away, maybe in a company just like yours…
  9. 9. Overloaded. Constant firefighting. Waiting in ticket queues for everything. Things break. Break again. And again. Everyone is busy, but it doesn’t get any better. Not that far away, maybe in a company just like yours…
  10. 10. Overloaded. Constant firefighting. Waiting in ticket queues for everything. Things break. Break again. And again. Everyone is busy, but it doesn’t get any better. Not that far away, maybe in a company just like yours… Everything takes too long, costs too much, and breaks too often! Executives Have you heard of SRE? Google does it.
  11. 11. “SRE… When you ask software engineers to do operations” “SRE… Next-generation, cloud-native Operations” Class SRE implements DevOps “SRE… When Ops does more engineering than Ops”
  12. 12. “SRE… When you ask software engineers to do operations” “SRE… Next-generation, cloud-native Operations” Class SRE implements DevOps “SRE… When Ops does more engineering than Ops” SRE
  13. 13. Have you heard of SRE? Google does it.
  14. 14. Jane Doe Systems Administrator
  15. 15. Jane Doe Systems Administrator We have SysAdmins
  16. 16. Jane Doe Systems Administrator They should be SREs!
  17. 17. Jane Doe SRE They should be SREs!
  18. 18. ITIL Book 1 ITIL Book 2 ITIL Book 3 ITIL Book 4 ITIL Book 5 Quality! is job #1 Sys Admin CAB CALENDAR Your new title is SRE. Now write code and be better at ops. PROVISIONING PROCESS Dilbert characters © Scott Adams www.dilbert.com Sys Admin CAB CALENDAR our new title is SRE. w write code and be better at ops. PROVISIONING PROCESS Dilbert characters © Scott Adams www.dilbert.com
  19. 19. SysAdmins Overloaded. Constant firefighting. Waiting in ticket queues for everything. Things break. Break again. And again. Everyone is busy, but it doesn’t get any better. ansformation has largely nored Ops. Any ideas? Have you heard of SRE? Google does it. Everything takes too long, cost too much, and break too often! Executive View
  20. 20. SysAdmins Overloaded. Constant firefighting. Waiting in ticket queues for everything. Things break. Break again. And again. Everyone is busy, but it doesn’t get any better. ansformation has largely nored Ops. Any ideas? Have you heard of SRE? Google does it. Everything takes too long, cost too much, and break too often! Executive View SRE (new name) Overloaded. Constant firefighting. Waiting in ticket queues for everything. Things break. Break again. And again. Everyone is busy, but it doesn’t get any better. Our transformation has largely ignored Ops. Any ideas? Have you h Google Everything takes too long, cost too much, and break too often! Executive View
  21. 21. Changing job titles or adding individual skills doesn’t make systems administrators SREs.
  22. 22. Changing job titles or adding individual skills doesn’t make systems administrators SREs.
  23. 23. Changing job titles or adding individual skills doesn’t make systems administrators SREs. Observability Programming Skills Distributed Systems Arch. Blameless Post-Mortems
  24. 24. Changing job titles or adding individual skills doesn’t make systems administrators SREs. Observability Programming Skills Distributed Systems Arch. Blameless Post-Mortems 000000000000000
  25. 25. Changing job titles or adding individual skills doesn’t make systems administrators SREs. Not SRE Observability Programming Skills Distributed Systems Arch. Blameless Post-Mortems 000000000000000
  26. 26. Changing job titles or adding individual skills doesn’t make systems administrators SREs.
  27. 27. Changing job titles or adding individual skills doesn’t make systems administrators SREs. SRE is a rethinking of how Operations work gets done.
  28. 28. Principles are what makes SRE different
  29. 29. Principles are what makes SRE different Stephen Thorne, Google At DevOps Enterprise Summit London 2018 “Principles of SRE” https://youtu.be/c-w_GYvi0eA
  30. 30. Principles are what makes SRE different 1. SRE needs Service Level Objectives, with consequences Stephen Thorne, Google At DevOps Enterprise Summit London 2018 “Principles of SRE” https://youtu.be/c-w_GYvi0eA
  31. 31. SLO and Error Budgets: Tools for Shared Responsibility 0 100 Service Level Objective Error Budget* Service Level Indicator (*Use this to improve the service)
  32. 32. SLO and Error Budgets: Tools for Shared Responsibility 0 100 Service Level Objective Error Budget* Service Level Indicator (*Use this to improve the service)
  33. 33. SLO and Error Budgets: Tools for Shared Responsibility 0 100 Service Level Objective Error Budget* Service Level Indicator (*Use this to improve the service) DEV BIZ Ops
  34. 34. SLO and Error Budgets: Tools for Shared Responsibility 0 100 Service Level Objective Error Budget* Service Level Indicator (*Use this to improve the service) DEV BIZ Ops SLO takes priority!!
  35. 35. Principles of SRE are what set SRE apart 1. SRE needs Service Level Objectives, with consequences
  36. 36. Principles of SRE are what set SRE apart 1. SRE needs Service Level Objectives, with consequences 2. SREs have time to make tomorrow better than today
  37. 37. Toil: Name For a Problem We’ve All Felt
  38. 38. Toil: Name For a Problem We’ve All Felt “Toil is the kind of work tied to running a production service that tends to be manual, repetitive, automatable, tactical, devoid of enduring value, and that scales linearly as a service grows.” -Vivek Rau Google
  39. 39. Toil vs. Engineering Work Toil Engineering Work Lacks Enduring Value Builds Enduring Value Rote, Repetitive Creative, Iterative Tactical Strategic Increases With Scale Enables Scaling Can Be Automated Requires Human Creativity
  40. 40. Excessive Toil Prevents Fixing the System Toil Engineering Work E.W.Toil Reduce toil Improve the business ǡ No capacity to reduce toil No capacity to improve business Toil at manageable percentage of capacity Toil at unmanageable percentage of capacity (“Engineering Bankruptcy”)
  41. 41. Excessive Toil Prevents Fixing the System Toil Engineering Work E.W.Toil Reduce toil Improve the business ǡ No capacity to reduce toil No capacity to improve business Toil at manageable percentage of capacity Toil at unmanageable percentage of capacity (“Engineering Bankruptcy”)
  42. 42. Excessive Toil Prevents Fixing the System Toil Engineering Work E.W.Toil Reduce toil Improve the business ǡ No capacity to reduce toil No capacity to improve business Toil at manageable percentage of capacity Toil at unmanageable percentage of capacity (“Engineering Bankruptcy”) Downward spiral is inevitable!
  43. 43. Principles of SRE are what set SRE apart 1. SRE needs Service Level Objectives, with consequences 2. SREs have time to make tomorrow better than today
  44. 44. Principles of SRE are what set SRE apart 1. SRE needs Service Level Objectives, with consequences 2. SREs have time to make tomorrow better than today 3. SRE teams have the ability to regulate their workload
  45. 45. SRE teams have the ability to regulate their workload
  46. 46. SRE teams have the ability to regulate their workload Example:
  47. 47. SRE teams have the ability to regulate their workload Example: What if handing-off responsibility to SRE/Ops wasn’t a right?
  48. 48. SRE teams have the ability to regulate their workload Example: What if handing-off responsibility to SRE/Ops wasn’t a right? (separate the “running in production” from “run by SRE/Ops”)
  49. 49. SRE teams have the ability to regulate their workload Example: What if handing-off responsibility to SRE/Ops wasn’t a right? (separate the “running in production” from “run by SRE/Ops”) “?!?”
  50. 50. Principles of SRE are what set SRE apart 1. SRE needs Service Level Objectives, with consequences 2. SREs have time to make tomorrow better than today 3. SRE teams have the ability to regulate their workload
  51. 51. Where to start (the practical approach)
  52. 52. Where to start (the practical approach) 1. SRE needs Service Level Objectives, with consequences 2. SREs have time to make tomorrow better than today 3. SRE teams have the ability to regulate their workload
  53. 53. Where to start (the practical approach) 1. SRE needs Service Level Objectives, with consequences 2. SREs have time to make tomorrow better than today 3. SRE teams have the ability to regulate their workload Company-wide culture change (hard!)
  54. 54. Where to start (the practical approach) 1. SRE needs Service Level Objectives, with consequences 2. SREs have time to make tomorrow better than today 3. SRE teams have the ability to regulate their workload Company-wide culture change (hard!) Company-wide culture change (hard!)
  55. 55. Where to start (the practical approach) 1. SRE needs Service Level Objectives, with consequences 2. SREs have time to make tomorrow better than today 3. SRE teams have the ability to regulate their workload Company-wide culture change (hard!) Company-wide culture change (hard!) Reduce toil.
 Everybody wins!
  56. 56. Where to start (the practical approach) 1. SRE needs Service Level Objectives, with consequences 2. SREs have time to make tomorrow better than today 3. SRE teams have the ability to regulate their workload Company-wide culture change (hard!) Company-wide culture change (hard!) Reduce toil.
 Everybody wins!
  57. 57. Why focus on reducing toil?
  58. 58. Why focus on reducing toil? 1. Lots of value independent of “SRE”
  59. 59. 2. Your people are you most expensive assets
 … stay out of their way! Why focus on reducing toil? 1. Lots of value independent of “SRE”
  60. 60. Start reducing toil today Toil
  61. 61. Start reducing toil today 1. Track toil levels for each team Toil
  62. 62. Start reducing toil today 1. Track toil levels for each team Toil
  63. 63. Track toil levels for each team
  64. 64. Track toil levels for each team • Standardize (e.g. meetings and email are “overhead" not “toil”)
  65. 65. Track toil levels for each team • Standardize (e.g. meetings and email are “overhead" not “toil”) • Track • Self-reporting • Periodic surveys • SM or PM interview/sampling
  66. 66. Track toil levels for each team • Standardize (e.g. meetings and email are “overhead" not “toil”) • Track • Self-reporting • Periodic surveys • SM or PM interview/sampling • Don’t get lost in time tracking weeds!
  67. 67. Start reducing toil today 1. Track toil levels for each team Toil
  68. 68. Start reducing toil today 1. Track toil levels for each team Toil 2. Set toil limit for each team (50% is conventional wisdom)
  69. 69. Start reducing toil today 1. Track toil levels for each team 2. Set toil limit for each team (50% is conventional wisdom) 3. Fund efforts to reduce toil (with emphasis on teams already over limit) Toil
  70. 70. Start reducing toil today 1. Track toil levels for each team 2. Set toil limit for each team (50% is conventional wisdom) 3. Fund efforts to reduce toil (with emphasis on teams already over limit) Toil Michael Kehoe Todd Palino (LinkedIn) At SREcon Americas 2019 Example Process “Code Yellow”
  71. 71. Where to focus? Toil
  72. 72. Where to focus? Toil Reduce Technical Debt
  73. 73. Where to focus? Toil Reduce Technical Debt Re-Engineer Processes
  74. 74. Where to focus? Toil Reduce Technical Debt Re-Engineer Processes Enable Self-Service
  75. 75. Where to focus? Toil Reduce Technical Debt Re-Engineer Processes Enable Self-Service
  76. 76. Eliminate Interruptions Eliminate Waiting
  77. 77. Eliminate Interruptions Eliminate Waiting Self-Service Do X.
  78. 78. Eliminate Interruptions Eliminate Waiting Self-Service Do X. … and a lot less toil
  79. 79. How to enable self-service? Empower teams to spot and fix the anti-patterns.
  80. 80. “Do this for me, do it again, then do it again.” Done.I need you to do X Your other work I need you to do X I need you to do X Ticket Do X Later… Do X Do X Done. Done. Your other work Self-Service Self-Service Self-Service Your other work x2 Your other work x3 Later…Later… Later… Your other work Your other work After Before Wait Interrupt Ticket Wait Interrupt Ticket Wait Interrupt
  81. 81. “Do this for me, do it again, then do it again.” Done.I need you to do X Your other work I need you to do X I need you to do X Ticket Do X Later… Do X Do X Done. Done. Your other work Self-Service Self-Service Self-Service Your other work x2 Your other work x3 Later…Later… Later… Your other work Your other work After Before Wait Interrupt Ticket Wait Interrupt Ticket Wait Interrupt
  82. 82. “I could fix it, but I can’t get to it.” Environment I could fix it if I could get to it Before Wait Interrupt
  83. 83. “I could fix it, but I can’t get to it.” Environment I could fix it if I could get to it Before Wait Interrupt After I’ve got this! Environment Self- Service
  84. 84. “The dog-pile.” !! I think its a problem with db07-store2.uswest.acme “$ top” “$ top” db07store2. uswest.acme “$ top” “$ top” “$ top” !! “$ top” !! !! !! healthcheck store2 -all db07store2. uswest.acme Self-Service 1. 2. 3. I think its a problem with db07-store2.uswest.acme
  85. 85. “I’m an expert, I don’t read the wiki.” docs Service has changed. Use this flag or bad things will happen! Pause monitoring first or we all get woken up! “restart -doit -now” I’ve done this before. I’ve got this… Environment docs Later… Before
  86. 86. “I’m an expert, I don’t read the wiki.” docs Service has changed. Use this flag or bad things will happen! Pause monitoring first or we all get woken up! “restart -doit -now” I’ve done this before. I’ve got this… Environment docs Later… Before
  87. 87. “I’m an expert, I don’t read the wiki.” docs Service has changed. Use this flag or bad things will happen! Pause monitoring first or we all get woken up! “restart -doit -now” I’ve done this before. I’ve got this… Environment docs Later… Before Service has changed. Use this flag or bad things will happen! Pause monitoring first or we all get woken up! “restart” Environment Later… Update Restart Job ✅ I’ve done this before. I’ve got this. Self-Service Self-Service After
  88. 88. “Known issue… doesn’t get permanent fix”
  89. 89. “Known issue… doesn’t get permanent fix”
  90. 90. Self-Service Operations Design Pattern (in a nutshell) Consumer of Ops Capabilities Self-Service On Demand Ops Capability Specialist Knowledge Ops Capability Specialist Knowledge
  91. 91. Self-Service Operations Design Pattern (in a nutshell) Pull-Based Consumer of Ops Capabilities Self-Service On Demand Ops Capability Specialist Knowledge Ops Capability Specialist Knowledge
  92. 92. Self-Service Operations Design Pattern (in a nutshell) Pull-Based Accept tools/languages that teams want to use Consumer of Ops Capabilities Self-Service On Demand Ops Capability Specialist Knowledge Ops Capability Specialist Knowledge
  93. 93. Self-Service Operations Design Pattern (in a nutshell) Pull-Based Accept tools/languages that teams want to use Define “guardrails” to provide work safety Consumer of Ops Capabilities Self-Service On Demand Ops Capability Specialist Knowledge Ops Capability Specialist Knowledge
  94. 94. Self-Service Operations Design Pattern (in a nutshell) Pull-Based Accept tools/languages that teams want to use Let people who “push buttons” define the buttons Define “guardrails” to provide work safety Consumer of Ops Capabilities Self-Service On Demand Ops Capability Specialist Knowledge Ops Capability Specialist Knowledge
  95. 95. Self-Service Operations Design Pattern (in a nutshell) Pull-Based Accept tools/languages that teams want to use Let people who “push buttons” define the buttons Build in security and compliance Define “guardrails” to provide work safety Consumer of Ops Capabilities Self-Service On Demand Ops Capability Specialist Knowledge Ops Capability Specialist Knowledge
  96. 96. Self-Service is ultimately about user experience Consumer of Ops Capabilities Self-Service On Demand Ops Capability Specialist Knowledge Ops Capability Specialist Knowledge
  97. 97. Self-Service is ultimately about user experience Consumer of Ops Capabilities Self-Service On Demand Ops Capability Specialist Knowledge Ops Capability Specialist Knowledge 1.Work how they want to work (GUI, API, CLI)
  98. 98. Self-Service is ultimately about user experience Consumer of Ops Capabilities Self-Service On Demand Ops Capability Specialist Knowledge Ops Capability Specialist Knowledge 1.Work how they want to work (GUI, API, CLI) 2. “Guardrails” (Smart options that helpfully constrain)
  99. 99. Self-Service is ultimately about user experience Consumer of Ops Capabilities Self-Service On Demand Ops Capability Specialist Knowledge Ops Capability Specialist Knowledge 1.Work how they want to work (GUI, API, CLI) 2. “Guardrails” (Smart options that helpfully constrain) 3.Dynamic resource model
 (Up-to-date details of your environment)
  100. 100. Self-Service can also be a foundation for strategic initiatives
  101. 101. Strategic: Improve incident response times https://youtu.be/USYrDaPEFtM Jody Mulkey at DOES ‘15 SF
  102. 102. Strategic: Improve incident response times https://youtu.be/USYrDaPEFtM Jody Mulkey at DOES ‘15 SF Services Monitoring Scripts/Tools Services Monitoring Scripts/ToolsServices Monitoring Scripts/Tools DEV STAGE PROD Dev & QA NOC/Ops Dev Promote approved jobs Self-Service Self-Service Empower
  103. 103. Strategic: Improve incident response times https://youtu.be/USYrDaPEFtM Jody Mulkey at DOES ‘15 SF Services Monitoring Scripts/Tools Services Monitoring Scripts/ToolsServices Monitoring Scripts/Tools DEV STAGE PROD Dev & QA NOC/Ops Dev Promote approved jobs Self-Service Self-Service Empower
  104. 104. Strategic: Improve incident response times https://youtu.be/USYrDaPEFtM Jody Mulkey at DOES ‘15 SF Services Monitoring Scripts/Tools Services Monitoring Scripts/ToolsServices Monitoring Scripts/Tools DEV STAGE PROD Dev & QA NOC/Ops Dev Promote approved jobs Self-Service Self-Service Empower • Reduced MTTR by 92% • Reduced escalations by 50% • Reduced overall support costs by 55%
  105. 105. Strategic: Reduce compliance burden & improve Shaun Norris at DOES ‘18 Las Vegas https://youtu.be/d5IMvK0YHTg
  106. 106. Strategic: Reduce compliance burden & improve Shaun Norris at DOES ‘18 Las Vegas https://youtu.be/d5IMvK0YHTg Optimized for compliance • 86,000+ employees • 60+ countries • Highly regulated
  107. 107. Strategic: Reduce compliance burden & improve Shaun Norris at DOES ‘18 Las Vegas https://youtu.be/d5IMvK0YHTg Optimized for compliance • 86,000+ employees • 60+ countries • Highly regulated LOB #1 LOB #2 LOB #3 LOB …n Services Scripts/Tools Data Center Services Scripts/Tools Data Center Services Scripts/Tools Data Center Services Scripts/Tools Cloud Services Scripts/Tools Cloud Services Scripts/Tools Cloud Services Scripts/Tools Cloud Self-Service ComplianceConsistency
  108. 108. Strategic: Reduce compliance burden & improve Shaun Norris at DOES ‘18 Las Vegas https://youtu.be/d5IMvK0YHTg Optimized for compliance • 86,000+ employees • 60+ countries • Highly regulated LOB #1 LOB #2 LOB #3 LOB …n Services Scripts/Tools Data Center Services Scripts/Tools Data Center Services Scripts/Tools Data Center Services Scripts/Tools Cloud Services Scripts/Tools Cloud Services Scripts/Tools Cloud Services Scripts/Tools Cloud Self-Service ComplianceConsistency 12 months: • Saved 28 person years of time • 13,000+ ops tasks in privileged environments that didn’t require a review • ~200 less customer impacting events
  109. 109. Recap: Make Tomorrow Better Than Today SRE is more than a title Be practical and start focusing on toil Find and fix toil anti-patterns Error Budgets and Toil Limits Apply Self-Service Operations design pattern Toil Engineering Work E.W.Toil Reduce toil Improve the business ǡ No capacity to reduce toil No capacity to improve business Toil at manageable percentage of capacity Toil at unmanageable percentage of capacity (“Engineering Bankruptcy”) SRE is a new way to think about Ops work ITIL Book 1 ITIL Book 2 ITIL Book 3 ITIL Book 4 ITIL Book 5 Quality! is job #1 Sys Admin CAB CALENDAR Your new title is SRE. Now write code and be better at ops. PROVISIONING PROCESS Dilbert characters © Scott Adams www.dilbert.com 1. SRE needs Service Level Objectives, with consequences 2. SREs have time to make tomorrow better than today 3. SRE teams have the ability to regulate their workload 0 100 Service Level Objective Error Budget* Service Level Indicator (*Use this to improve the service) Done.I need you to do X Your other work I need you to do X I need you to do X Ticket Do X Later… Do X Do X Done. Done. Your other work Self-Service Self-Service Self-Service Your other work x2 Your other work x3 Later…Later… Later… Your other work Your other work After Before Wait Interrupt Ticket Wait Interrupt Ticket Wait Interrupt Consumer of Ops Capabilities Self-Service Operation On Demand Ops Capability Specialist Knowledge Ops Capability Specialist Knowledge Toil
  110. 110. Let’s talk… @damonedwards damon@rundeck.com

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