Helping operations top-heavy teams the smart way
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This presentation discusses helping operations teams that have become top-heavy. It provides two scenarios of teams at LinkedIn that had issues with technical debt, resource allocation, capacity planning and alert fatigue. The presentation outlines a formula for success that includes defining problem areas, communicating expectations, acquiring needed resources, planning short and long-term work, and establishing exit criteria with metrics to measure progress. The goal is to help teams work through high toil, reduce burnout, and create sustainable workloads.
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Helping operations top-heavy teams the smart way
- 1. Helping operations top-heavy teams the smart way Jeff Weiner Chief Executive Officer Michael Kehoe Staff Site Reliability Engineer Todd Palino Sr Staff Site Reliability Engineer
- 2. This Is The Only Slide You May Need a Picture Of slideshare.net/ToddPalino slideshare.net/MichaelKehoe3
- 3. Michael Kehoe $ WHOAMI • Staff Site Reliability Engineer @ LinkedIn • Production-SRE Team • Funny accent = Australian + 4 years American • Former Network Engineer at the University of Queensland
- 4. Todd Palino $ WHOAMI • Senior Staff SRE @ LinkedIn • Capacity Engineering Team • Co-Author of Kafka: The Definitive Guide • Late of VeriSign Infrastructure Engineering
- 5. When Operations Isn’t Perfect Code Yellow https://devops.com/code-yellow-when-operations-isnt-perfect/
- 6. • How to quickly erase all your technical debt • How to change your engineering culture This talk is not
- 7. • How to identify team anti-patterns • How to work through high toil • How to create sustainable workloads This talk is
- 8. Today’s agenda 1 Background 2 Scenario 1: Traffic-SRE 3 Scenario 2: Kafka-SRE 4 Building A Formula For Success 5 Key Learnings 6 Q&A
- 9. Background
- 10. Personal Experience in the past 19 months ASSISTANCE RENDERED • Traffic-SRE: Technical Debt/ Resource Allocation • Voyager-SRE: Technical Debt • Capacity War-room • Espresso-SRE: Reliability • Kafka-SRE: Capacity and Alert Fatigue
- 12. Problem Statement Technical Debt • Written documentation needed improvement • Deployment infrastructure needed investment • Alert Fatigue Traffic-SRE
- 13. Problem Statement Resource Allocations • Backlog of work for clients • Staff shortage
- 16. Problem Statement Capacity Planning • Multi-tenant Infrastructure • No resource controls • Unclear resource ownership • Ad-hoc capacity planning • Sudden 100% increase in traffic
- 17. Problem Statement Alert Fatigue • Multiple applications overutilized • No time for proactive work • Most alerts non-actionable
- 18. Building a formula for success
- 19. Code Yellow
- 20. Building a formula for success Define the areas that need attacking Problem Statement Communicate expectations with clients & partners Communication & Partnerships Define success criteria Exit Criteria Get the help that you require Resource Acquisition Plan for short-term & long-term Planning
- 21. Define the areas that need attacking Problem Statement • Admit there is a problem • Measure the problem • Understand the problem • Determines underlying causes that need to be fixed Building a formula for success
- 22. Define success criteria Exit Criteria • Define concrete goals • Define concrete success criteria • Measure via an operational metric • Measure via a project being completed • Define timelines for completion Building a formula for success
- 23. Get the help you require Resource Acquisition • Ask other teams for help • Get dedicated engineers/ project managers/ other roles as required • Set exit-date for resources Building a formula for success
- 24. Plan for the short-term & long-term Planning • Plan out short-term work • Plan out longer-term projects • Do they need to be rescheduled? • Prioritize work that will reduce toil & burnout (Automation + Measurement) Building a formula for success
- 25. Communicate expectations with clients & partners Communication & Partnerships • Communicate problem statement & exit criteria • Send regular progress updates • Ensure that stakeholders understand delays & expected outcomes Building a formula for success
- 26. Key Learnings
- 27. Key Learnings Measure toil/ overhead Measure Prioritize efforts to remove overhead/toil Prioritize Communicate with partners & teams Communicate
- 28. Q&A