My org recently made a bunch of people SREs, with no one leading the cause except for a Director who only involves themselves enough to be effectively seen as a taskmaster, and otherwise is forgetful, disorganized, egotistical, lacks follow-through, constantly spreads his team too thin, and has put my direct boss in a REALLY terrible spot more than one after my boss did exactly what he was instructed to.

A bunch of people were moved from roles they previously excelled at into this new org structure and called SREs. Hired a few more off the street. What are they doing? 25% help desk tasks, 25% break fixes on legacy systems, 40% fixing their own damn laptops, 10% having panic attacks. Roadmaps? Lol. Planning? Lol. SLO? SL-NO. Error budget? I dunno, expense it.

We had to have a zoom to explain and get approval to use Terraform this morning. Not even Terraform enterprise (which is a cost), just plain Terraform.

Management essentially threw a bunch of shit at a wall, stood back, watched as it slid down towards the carpet and but found themselves pondering why the shit wont stick.

Short of using my main account which is a bit too revealing, I have NO qualms admitting a brutal truth about the situation in which I find myself: I am milking this company for every ounce of knowledge and upskill-ing my dev chops and I am gone come Summer.

The pay is JUST good enough that I can take my time, be VERY selective about the next job because good lord if I end up in another shop like this ever again it will be 100% my fault. I'm about to start being stupidly picky about who gets my labor from now on, my only regret is not seeing this value sooner.

Sorry for the rant but I'm mad and snowed in and that part of your comment really brought some shit up.

I'm also like you, preparing for my next job and this is the first time in my career that I actually know what questions to ask on the next job interview. The experience here is that bad. The only problem I have right now is that I'm so ridiculously micromanaged at work and interrupted every few minutes (or more) that I just cannot focus on learning anything of substance. So I'm trying to do it my free time. I'll get there, but I agree, some changes you're trying to do on a job take years to get there (even if those happen). Life is too short to change a lot of short sighted, entrenched people.

[1]: word of caution for anyone: you cannot be a decision maker (and SREs are supposed to at least be at the place of decision making) if you're on the bottom of the hierarchy. So be wary of jobs with great sounding titles where you cannot change anything for the better.

I’m guessing you can build AWS in a weekend and it would only cost a few thousand or less in hardware costs, and you can host it all on your cable connection.

The OP did mention "scale" in his/her comment, the very great majority of projects now being started won't get to AWS's size hence they won't need to use AWS's way of doing things (or Google's, or Facebook's).

Google's way is SRE as mentioned here, and I don't have experience to say more there. However, at least in my bubble of the world, AWS's way of "you build it, you run it" is quite popular (and quite effective IMO) for small companies up to any scale.

If you want a different team to be on-call for your application though, there are baseline standards that you have to comply to, and if you breach those standards down the line they're going to hand the pager back to you until you're up to scratch.

The intent of SysDev is to create and maintain the internal, non-customer facing services. This includes writing code and creating services that maintain the reliability of the service/system. It’s usually related to the infrastructure in some way, whether it’s servers or networking but also expands to understanding how all the different sub systems of the AWS product work together.

The core difference here between sysdevs and SREs is that SREs often take over a product from an SWE team once it’s reliable and maintain / improve it. Sysdevs create an internal product and maintain it through the life of it.

Of course in AWS not all orgs follow the intent and often implement the role differently.

No, but a service on my NUC has better uptime than a service on AWS, and costs less, so why would I want to build AWS?

A power outage can be dealt just like in the old days with a UPS unit.

SRE here.

92% of all companies can't handle this either.

sure, but 99% of sysadmins/devops/SRE/whatever will never work on anything that has million concurrent users.

Most startup will never reach million concurrent users. And if they do, investors will happily shuffle as much money as you need to make your site work at that scale.

Hell even million monthly users is a nice milestone that most projects never reach, and that usually translates to couple of thousand concurrent request (peak), that average laptop could handle.

A lot of things I see with millions of concurrent users aren't actually monoliths: Sure, Facebook needs to handle that. But most cloud apps would better be run where each tenant/business/team operates an Intel NUC in their basement, instead of the developer using the cloud as a way to force rent-seeking behavior.

And if your whole region has a problem, which is more likley to happen than one might think, then you want a multi-region setup e.g. us-west-1 and us-east-2, and then we can start to calculate the numbers of nines, unless your username is ocdtrekkie, he can beat AWS with a single NUC while he is sleeping.

How would you suggest that a software development team (one of many such teams in a company) that has no experience scaling or making software resilient operate? To just make a blanket statement saying that all sre practices are bad, seems unfair. Most companies won't be able to get the talent required to do it well in each and every team. Having specialized individuals that can help guide those teams seems logical.

The sre team can also cover the basics needed for a software company to operate with velocity and reliability. It doesn't really matter whatever you call it, but having the basics like logging, metrics, distributed tracing, dashboarding, and alerting managed well by one centralized team will help allow the component developers to focus on their components and not have to worry about all that other stuff.

The old way of having IT and developers complete separate was crap. Working together by using devops, sre, or whatever you want to call it has in my experience been so much more helpful in building and scaling companies.

Probably 99% of the SRE problems I've seen are not IT problems. They're usually bugs or shortcomings in code some engineer deployed.

But if you look at scaled companies, you'll see a different picture. One of AWS's sales pitches is that setting up a datacenter is a big upfront expense, you need the space, hardware, and personnel to build it, and you have to provision it for peak load.

Take e.g. a recent game like Fall Guys, that went from 0 to millions of concurrent players within days, maybe even hours. Can't run that on your $500 NUC. You couldn't buy and provision enough NUCs to keep up even if you tried.

Anyway once again, if that one works for you then stick with it. I too prefer to not go overboard with scalability and the fancy technologies of today if I can help it.

Hard disagree.

Properly architecting software, setting reasonable SLAs/SLOs and trying to achieve them/doing postmortems when not, reducing toil, proper monitoring etc are good practices for any company that serves customers. Spend (both time and effort) relative to your company size and resources and it'll serve you well.

(Disclaimer: Google SRE, opinions are my own)

Not in the least because we've apparently already made agreements with 2-person SaaS companies with no consideration to SLAs whatsoever.

If you take service delivery serious then SRE’ing and DevOps’ing is inherent in the ways you work and the leadership. You use metrics to continuously improve and don’t leave things hanging. This requires a lot of work and most likely some custom tooling and a LOT of automation and strict conventions.

If you’re more of a traditional IT shop where people are winging it - separate network team, dedicated “vmware” team and a few guys doing “storage”... well you’ve been left in the dust. Even if you dedicate a team but rely on the above organization - it will be an unreliable mess. And most likely slow moving - which is why stuff gets funneled to the “cloud” although for most uses it is more expensive and lower performant. It’s worth it because you no longer have to deal with the above... it saddens an old school guy like myself.

This is at least my experience from big to small, tech through enterprise.

Edit: you’re either looking at IT as cost center or a strategic asset. This is where the different approaches and delivery models branches out from.

If you have hundreds or thousands of machines, that's an indicator that you /may/ have the complexity that requires the disciplines that can come from dedicated SRE. The tough thing is conflating filling operations problems with a role named SRE, versus actually using the best practices that will help you scale and improve reliability.

If your hot standby is a$100/mo VM, it's not noticeable. If it's $5000/mo, less so.

To say nothing of scaling up and down with the load — which, of course, you only need if you are a pretty large operation.

It'll run for ten years for next to nothing.

I think the main issue is that the cloud providers don't publish much about outages that don't affect the end-user. I mean a failed hard drive happens all the time, but S3 is never affected by that.

And you also need to have diverse routing for power coming in and generator / battery room set up.

Where I work the classic on-prem bare metal and ESX based systems are just massively more reliable than on-prem or cloud Kubernetes, and take far less people to operate. 3 or 4 9’s is easy with ESX and 5 is do-able. Kubernetes barely makes it into 1 9 and might not even do that! Still it employs a lot of engineers, and they probably get paid more than the crusty old ESX guys too! From that point of view you should definitely push for it.

The purpose of an employee is not to jack up the stock price, it's to make their boss look more important. Shareholders are like customers, it pays to have them think you're on their side, but your interests do not always align.