November 2020
Beginner to intermediate
250 pages
7h 41m
English
Content preview from 97 Things Every SRE Should Know
Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.
Chapter 66. The Best Advice I Can Give to Teams
Nicole Forsgren
If I had to say one thing, it would be this: integrate your teams.
That’s it. That’s the advice. Work together. Talk more.
If there’s one thing we’ve learned about developing and delivering software over the past decade (or more), it’s that more communication and fewer silos is key. It really is all about information flow. It should come as no surprise that this applies to SRE teams, too. Carving off another special team simply creates a new silo, and their work and influence can’t reach those who need it most. By separating the SRE team from the development teams they support—sometimes by creating a Center of Excellence—you end up causing more problems than you solve. Separating SRE from dev teams leads to a few problems, including:
- Elitism
- I get it; it feels good to be part of the special club, but by isolating expertise, you simply create a bottleneck and limit the ability for others to get work done. This can lead to everyone coming to you for everything in a case of learned helplessness, or coming to you for nothing because the process is too hard. Neither of these is good because they remove you from important, high-priority work.
- Knowledge constraints
- When one central group owns and hoards all the knowledge, it becomes harder to share, mentoring is more difficult, and best practices become more difficult ...
Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.
Read now
Unlock full access
More than 5,000 organizations count on O’Reilly
O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.