Chapter 20. Observability’s Stakeholders and Allies
Most of this book has focused on introducing the practice of observability to software engineering teams. But when it comes to organization-wide adoption, engineering teams cannot, and should not, go forward alone. Once you’ve instrumented rich wide events, your telemetry data set contains a treasure trove of information about your services’ behavior in the marketplace.
Observability’s knack for providing fast answers to any arbitrary question means it can also fill knowledge gaps for various nonengineering stakeholders across your organization. A successful tactic for spreading a culture of observability is to build allies in engineering-adjacent teams by helping them address those gaps. In this chapter, you’ll learn about engineering-adjacent use cases for observability, which teams are likely adoption allies, and how helping them can help you build momentum toward making observability a core part of organizational practices.
Recognizing Nonengineering Observability Needs
Engineering teams have a constellation of tools, practices, habits, goals, aspirations, responsibilities, and requirements that combine in ways that deliver value to their customers. Some engineering teams may focus more on software development, while others may be more operationally focused. While different engineering teams have different specializations, creating an excellent customer experience for people using your company’s software is never “someone ...