Programming

17394 readers

765 users here now

Welcome to the main community in programming.dev! Feel free to post anything relating to programming here!

Cross posting is strongly encouraged in the instance. If you feel your post or another person's post makes sense in another community cross post into it.

Hope you enjoy the instance!

Rules

Follow the programming.dev instance rules
Keep content related to programming in some way
If you're posting long videos try to add in some form of tldr for those who don't want to watch videos

Wormhole

Follow the wormhole through a path of communities !webdev@programming.dev

founded 1 year ago

MODERATORS

snowe@programming.dev

Ategon@programming.dev

MaungaHikoi@lemmy.nz

As an SRE, what do I do about Alerts caused almost entirely by poor customer communication or misuse of a product? (tucson.social)

submitted 1 year ago by th3raid0r@tucson.social to c/programming@programming.dev

21 comments fedilink hide all child comments

A bit more context there since you might wonder why customers can cause Sev1's.

Well, I work for a Database Technology company and we provide a managed service offering. This managed service offering has SLA's that essentially enforce a 5 minute response time for any "urgent" issue.

Well, a common urgent issue is that the customer suddenly wants to load in a bunch of new data without informing us which causes the cluster to stop accepting write loads.

It's to the point where most if not all urgent pages result in some form of scaling of the cluster.

Since this is a customer driven behavior, there is no real ability to plan for it - and since these particular customers have special requirements (and thus, less ability to automate scaling operations), I'm unsure if there is any recourse here.

It's to the point that it doesn't even feel like an SRE team anymore - we should just instead be called "On-demand scaling agents". Since we're constantly trying to scale ahead of our customers.

All in all, I'm starting to feel like this is a management/sales level issue that I cannot possibly address. If we're selling this managed service offering as essentially "magic" that can be scaled whenever they need then it seems like we're being setup for failure at the organizational level. Not to mention, not being smart about costs behind scaling and factoring that into these contracts.

So, fellow SRE's have you had to have this conversation with a larger org? What works for something like this? What doesn't? Should I just seek greener pastures at this point?

P.S. - Posted c/Programming due to lack of a c/SRE

you are viewing a single comment's thread
view the rest of the comments

[–] snowe@programming.dev 8 points 1 year ago (2 children)

As soon as you go down the path of customization for “special clients” you’ve already lost the battle. Business needs to agree to not sell something like that. I’m not being helpful here, but as soon as you’ve started customizing like that to get massive clients it will never end and it will just slowly suffocate your company.

[–] deegeese@sopuli.xyz 5 points 1 year ago

When I was working in enterprise software, we had 2 ways of handling special customer requirements.

The product manager would engage with the sales engineer to identify if this was part of a feature that other customers of similar size or industry might need.

If so, design the feature for the broadest use cases and put in the development roadmap.

If it’s highly specific to one customer, offer customization work on a contract basis and keep it as a separate code branch and environment.

[–] joemo@lemmy.sdf.org 2 points 1 year ago

Yeah this sounds like more of an issue with how the company interacted with the clients and the expectations that are set.

My comment also isn't helpful, just saying the situation sucks when you're the employee dealing with the situation.

In my view, from some years in customer service and tech, you either need to develop a more robust system to prevent this behavior, or start slapping clients on the wrist for this behavior. Otherwise they will continue to walk all over your company. The c-levels don't care because the customer is happy because shit gets done and they get paid. However, if a client runs into an issue due to their negligence and you're not there immediately to fix it they either learn to prevent the issues themselves or switch to another service.

There are points where you may need to grin and bear it, but it's not sustainable as you mentioned.

My favorite issue that's been happening far too frequently is my company takes on a new client or a new request from an existing client without confirming that the software can do the request. And then right before their deadline (1-2 days typically) they go "oh this value isn't what we expected" or "can we provide X to the client".

We sure can fix that, but it won't magically happen in your expedited timeframe. Failure to plan on your end does not constitute an emergency on my end.