As organizations began relying more on service-oriented cloud usage, they evolved from focusing on development to emphasizing operations. The focus shifted from R&D and IT to DevOps and SRE professionals. This means that several departments are now responsible for operations, resulting in multiple stakeholders with different interests managing operations.
Organizations are trying to find a balance between reaching business goals and completing operational tasks. To keep everything running smoothly, businesses need to create a sense of service ownership and alignment among the stakeholders.
What Is Alignment and Service Ownership?
Alignment is when all the stakeholders work together to keep everything running smoothly so that speed and efficiency are increased. Once you’ve achieved alignment – your teams’ goals are aligned and you can move on to service ownership.
Service ownership means that each team and team member is aware of their role and responsibilities in keeping everything running smoothly. When they are aware of their position in the group as a whole, they will take ownership of accomplishing their tasks.
How to Achieve Service Ownership:
There are five dimensions to service ownership
Managing the various stakeholders: Having many stakeholders means juggling many goals and requirements. They have individual mentalities which must be aligned for them to work together. One way to do this is by ensuring everyone is in possession of the information relevant to them, and is up-to-date on the process.
Observability: Observability means giving the teams a way of understanding what is going on in the system at a single glance, using illustrative tools like graphs. Although there are many challenges with making observability work for multiple stakeholders and it can quickly become overwhelming, solutions can include using a simple tool which only tells teams what they need to know, or presenting an event as actionable with a recommended solution.
Standardization: Standardization involves keeping all the information available to the relevant parties in a standard format. Keeping information available in the same format as often as possible, even if that means using a tool to aggregate and format the information, makes it easier for different teams to understand the process and where they stand.
Balancing automation and human intelligence: While automation is a great tool for repetitive tasks, it’s not a catch-all solution. Companies should have a plan B in place in case of a malfunction, and only automate what’s necessary and not events which can be easily repaired manually. Automation should be complementary to human intelligence, not a replacement.
Creating a sense of urgency: The most important aspect of an event is how it will impact the business side of things. Making tech teams understand that an error is only relevant if it has an impact on the business is crucial, and less impactful events shouldn’t be treated with the same urgency. If everything is treated as urgent, nothing is.
We dive into these methods and how to implement them in the webinar recording below: