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Google SRE工作手册
book

Google SRE工作手册

by Betsy Beyer, Niall Richard Murphy, David K. Rensin, Kent Kawahara, Stephen Thorne
September 2020
Intermediate to advanced
526 pages
8h 23m
Chinese
China Electric Power Press Ltd.
Content preview from Google SRE工作手册
SRE
团队生命周期
449
改进的可靠性、可伸缩性和可运维性。
更好地重用现有模式。
更简单的迁移(如果需要)。
自我调控工作负载
随着时间的推移,架构方面的合作伙伴关系应该会有机地融合在一起,而
SRE
团队
则必须向他们的合作伙伴明确提出原则
3
。要想这样做,就需要强大的领导力,以及
高级管理层前期的明确承诺。具备了调控工作负载的能力,
SRE
团队就能确保以团
队的地位存在、
SRE
团队工作在组织最重要的服务上,并且与他们合作的产品开发
团队是对等的。
实际上,
SRE
团队如何决定自己的工作量,取决于与
SRE
所交互的团队。在
Google
,最通常的情况下大多数
SRE
团队都和一个明确的产品开发团队互动。在这
种情况下,该关系具有以下特征:
SRE
团队选择是否以及何时接手一个服务(请参阅第一本
SRE
书的第
32
章)。
在运维型工作负载的情况下,团队可以通过以下方式减少琐事:
下调
SLO
将运维的工作转移给另一个团队(例如,产品开发团队)。
如果在约定的琐事极限内,无法将服务运作在
SLO
以内的话,则
SRE
团队可以
将服务移交给产品开发团队。
SRE
的参与不是永久的,通过大规模解决问题和提高服务的可靠性来实现
SRE
自身价值。如果
SRE
团队已经为服务解决了所有此类问题,则你需要:
认真考虑是否需要
SRE
团队解决其他的可靠性挑战。
有意做出将服务移交给产品开发团队的决定。
否则,你的团队将面临人力消耗的风险,由于
SRE
工程师可能会转向更多有趣
的机会。人力消耗导致的人员流失可能会给生产带来风险。 ...
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Publisher Resources

ISBN: 9787519845858