The notes of Justin Abrahms

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enterprise-roadmap-to-sre-diff

Feb 16, 20268 min read

Reading Plan: Enterprise Roadmap to SRE — James Brookbank and Steve McGhee

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Summary

CategoryCount%
Novel932%
Depth Gap1968%
Review00%
Total chunks28

Thresholds: novel < 0.5, review >= 0.65

High Priority: Novel Content

These sections have low similarity to anything in your vault.

Chapter 4. SRE Practices > Leadership > Choosing to Invest in Reliability — pp.42-43 (score: 0.37)

Suggested note: Sustained Investment in Reliability

behaved teams, we see that an investment in reliability is used to treat an outage or series of outages. Although this might be a neces‐ sary increase…

Nearest vault note: Sai Kodi (0.37)

Google Cloud — pp.2-5 (score: 0.40)

Suggested note: Google Cloud SRE Roadmap

Want to know more about SRE? To learn more, visit https://sre.google James Brookbank and Steve McGhee Enterprise Roadmap to SRE How to Build and S…

Nearest vault note: SRE (0.40)

Chapter 4. SRE Practices > What Makes SRE Possible? — pp.38-39 (score: 0.43)

Suggested note: Defining Meaningful SRE Metrics

metrics that are directly representative of things such as customer happiness, system stability, and development velocity. SRE should not just be a “2…

Nearest vault note: SRE (0.43)

Chapter 4. SRE Practices > Leadership > Making Decisions — pp.44-45 (score: 0.43)

Suggested note: Ulysses Antipattern in Reliability Planning

Antipattern: Ignoring Ulysses When it comes to reliability, a common antipattern is to let outages or other “bad news” affect your planning cycle, eve…

Nearest vault note: Followship a proposed model of incident organizations (0.43)

Table of Contents — pp.6-9 (score: 0.47)

Suggested note: Safe-to-Fail Innovation Environment

Create a Safe-to-Fail Environment for Your Adoption Journey 22 B…

Nearest vault note: Engineering Leveling (0.47)

Chapter 2. Why the SRE Approach to Reliability? > Why Not More Traditional Ops? — pp.20-21 (score: 0.47)

Suggested note: Cost-Effective Scaling Strategies

scale sooner, while also saving money. Consider the alternative: to reduce the cost of scaling a team whose responsibilities are increas‐ ing with com…

Nearest vault note: batch size (0.47)

Chapter 4. SRE Practices > Upskilling — pp.46-47 (score: 0.48)

Suggested note: Facilitating Team Role Transitions

or otherwise are highly resistant to adopting a new role. By provid‐ ing paid education, time and room to learn, and the context to help your team und…

Nearest vault note: Velocity Retrospective (0.48)

Chapter 6. Not Just Google > Retail // Kip and Randy — pp.58-61 (score: 0.49)

Suggested note: Organizational Role Ambiguity

expectations of roles and responsibilities. This kind of ambiguity can cause problems when a team interacts with an “unofficial” RE in one part of the…

Nearest vault note: Team Topologies (0.49)

Chapter 1. Getting Started with Enterprise SRE > DevOps/Agile/Lean — pp.10-11 (score: 0.50)

Suggested note: SRE and ITIL Compatibility

SRE Practices Can Coexist with the ITIL Framework The Information Technology Infrastructure Library, or ITIL, is a set of detailed practices for IT ac…

Nearest vault note: SRE (0.50)

Medium Priority: Depth Gaps

You have notes on these topics, but the book goes deeper.

Chapter 2. Why the SRE Approach to Reliability? > When to Focus on Reliability? — pp.14-15 (score: 0.50)

we feel its presence in customer satisfaction (CSAT) scores, third- party sites like Downdetector, and the overall trend of moving more of our lives a…

Chapter 3. SRE Principles — pp.23-24 (score: 0.50)

CHAPTER 3 SRE Principles Before we talk about specific practices, it’s important to be clear on principles, similar to the legal terminology of adhere…

Chapter 5. Actively Nurturing Success > SRE Care and Feeding > Steering the Ship — pp.52-53 (score: 0.50)

For this, you might need to consider some more unconventional perspectives. If things are genuinely going well, the virtuous cycle will start to feel …

Chapter 4. SRE Practices > What Makes SRE Possible? — p.37 (score: 0.51)

contributions recognized. Most of all, SREs should not be made to feel “other” or “less” than their counterparts in a development organization. This i…

Chapter 6. Not Just Google > Retail // Kip and Randy — p.56 (score: 0.51)

At the end of the day, though, there was value in the fact that people started measuring things they were not measuring before. SLOs gave the teams a …

Chapter 6. Not Just Google > Healthcare // Joseph — pp.54-55 (score: 0.51)

What’s wrong with an SRE team being managed under an IT cost center, you might ask? When enterprises are used to managing through broad IT frameworks …

Chapter 3. SRE Principles > Preventing Org-Destroying Mistakes — pp.29-31 (score: 0.51)

Antipattern: Simple means I can understand it An executive dashboard can’t meaningfully display everything. Don’t try to force it. Antipattern: Static…

Chapter 2. Why the SRE Approach to Reliability? > When to Focus on Reliability? — pp.16-17 (score: 0.52)

coverage), capacity planning for multiple customer bases, multire‐ gion deployments, and less ability overall to fall back on things like maintenance …

Chapter 5. Actively Nurturing Success > … > SRE org structure: Separate SRE Org Versus Embedded Teams — pp.50-51 (score: 0.52)

You can still budget and plan for this, but aim for outcomes rather than specific tasks and fixed team sizes. This will feel strange at first because …

Chapter 3. SRE Principles > How Do You Get Buy-In to These Principles, with t… — pp.32-34 (score: 0.52)

to “insufficient impact” by making the ongoing value of your SRE adoption visible. A proven way to do so is to find the right metrics for your organiz…

Chapter 4. SRE Practices > What Makes SRE Possible? — p.36 (score: 0.53)

capabilities, you can scale the impact of your investment. We expand on this concept of platform and capabilities later in this chapter. Not every pro…

Chapter 5. Actively Nurturing Success > Culture Eats Strategy for Breakfast — pp.48-49 (score: 0.55)

Google internally uses shared objectives and key results (OKRs) to align teams and set goals when it’s not always clear how they’ll be achieved. Your …

Chapter 3. SRE Principles > The Evolution of Automation at Google (SRE Book C… — pp.27-28 (score: 0.57)

Antipattern: Alerts to nowhere An email inbox full of ignored alerts means that no one will respond to high-severity alerts because of too much noise…

Chapter 4. SRE Practices > Building a Platform of Capabilities — pp.40-41 (score: 0.57)

your developers and your environment. That is, build what they ask for, e.g., “We need a message bus!” and build what you know they’ll need, e.g., “Th…

Chapter 4. SRE Practices > How to Get There — p.35 (score: 0.57)

is to say that 99.99% costs 10 times more than 99.9%. While this statement is difficult to prove exactly, the principle is true. There‐ fore, setting …

Chapter 2. Why the SRE Approach to Reliability? > Beyond the Google Halo — pp.18-19 (score: 0.58)

The newer model used in cloud computing is that of a probabilistic- reliability or intersectional model, in which only a subset must be available for …

Chapter 1. Getting Started with Enterprise SRE > … > Embrace Your Uniqueness — pp.12-13 (score: 0.61)

Outline Your Expectations and Vision Next, it’s important to understand what outcomes you expect. SRE has a number of technical and cultural component…

Chapter 6. Not Just Google > Retail // Kip and Randy — p.57 (score: 0.63)

a new platform and with a new remit and felt empowered to work through anything in the stack that related to reliability. They hired a lot of cloud na…

Chapter 3. SRE Principles > Eliminating Toil (SRE Book Chapter 5) — pp.25-26 (score: 0.66)

Service-Level Objectives (SRE Book Chapter 4) Start with service-level indicators (SLIs) before you worry about SLOs and SLAs, and use the data on you…

Score Distribution

Score Distribution (top similarity per book chunk):

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