September 2020
Intermediate to advanced
526 pages
8h 23m
Chinese
book
Google SRE工作手册
by Betsy Beyer, Niall Richard Murphy, David K. Rensin, Kent Kawahara, Stephen Thorne
Content preview from Google SRE工作手册
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461
第
21
章
管理
SRE
的组织变革
作者：
Alex Bramley, Ben Lutch, Michelle Duffy
和
Nir Tarcic
与
Betsy Beyer
在第一本
SRE
书的第
1
章介绍中，
Ben Treynor Sloss
说
SRE
团队“代表了一种快速、
创新、拥抱变化的文化”，并将管理组织变革定义为
SRE
团队的核心职责。本章探
讨了在
SRE
团队中如何这些理论应用到实践上。在回顾一些重要的变革管理理论之
后，我们将详细介绍两个研究案例，它们展示了在
Google
不同的变革管理风格是如
何具体发挥作用的。
注意，变革管理这个术语有两种解释：对组织变革的管理和对变更的控制。本章将
变革管理视为所有用于筹备与支持个人、团队和业务部门进行组织改革的方法的统
称。我们不会在项目管理环境中讨论此术语，因为它可能会被用于指代对变更的控制，
例如变更审查或版本控制。
SRE
拥抱变革
两千多年前，希腊哲学家
Heraclitus
就提出，“唯一不变的，就是变化”。
这个道
理在今天仍然适用，尤其是在技术方面，特别是在快速发展的互联网和云领域。
产品团队存在的意义就是制造产品、交付功能，并让客户满意。在
Google
，我们采用“发
布并迭代”的方法，大多数变更都是快节奏的；执行变更通常需要跨系统、跨产品并，
在全球分布的团队之间进行协调。
SRE
们经常处于这种复杂且瞬息万变的环境之中，
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