Google SRE book | Patreon

The book starts with a story about a time Margaret Hamilton brought her young daughter with her to NASA, back in the days of the Apollo program. During a simulation mission, her daughter caused the mission to crash by pressing some keys that caused a prelaunch program to run during the simulated mission. Hamilton submitted a change request to add error checking code to prevent the error from happening again, but the request was rejected because the error case should never happen.

On the next mission, Apollo 8, that exact error condition occurred and a potentially fatal problem that could have been prevented with a trivial check took NASA’s engineers 9 hours to resolve.

This sounds familiar -- I’ve lost track of the number of dev post-mortems that have the same basic structure.

This is an experiment in note-taking for me in two ways. First, I normally take pen and paper notes and then scan them in for posterity. Second, I normally don’t post my notes online, but I’ve been inspired to try this by Jamie Brandon’s notes on books he’s read. My handwritten notes are a series of bullet points, which may not translate well into markdown. One issue is that my markdown renderer doesn’t handle more than one level of nesting, so things will get artificially flattened. There are probably more issues. Let’s find out what they are! In case it's not obvious, asides from me are in italics.

Chapter 1: Introduction

Everything in this chapter is covered in much more detail later.

Two approaches to hiring people to manage system stability:

Traditional approach: sysadmins

Google’s approach: SREs

I don’t really understand how this is an example of circumventing the dev/ops split. I can see how it’s true in one sense, but the example of stopping all releases because an error budget got hit doesn’t seem fundamentally different from the “sysadmin” example where teams push back against launches. It seems that SREs have more political capital to spend and that, in the specific examples given, the SREs might be more reasonable, but there’s no reason to think that sysadmins can’t be reasonable.

Tenets of SRE

Ensuring a durable focus on engineering

2 events per shift is the max, but what’s the average? How many on-call events are expected to get sent from the SRE team to the dev team per week?

How do you get from a blameful postmortem culture to a blameless postmortem culture? Now that everyone knows that you should have blameless postmortems, everyone will claim to do them. Sort of like having good testing and deployment practices. I’ve been lucky to be on an on call rotation that’s never gotten paged, but when I talk to folks who joined recently and are on call, they have not so great stories of finger pointing, trash talk, and blame shifting. The fact that everyone knows you’re supposed to be blameless seems to make it harder to call out blamefulness, not easier.

Move fast without breaking SLO

It’s not explicitly stated, but for teams that need to “move fast”, consistently coming in way under the error budget could be taken as a sign that the team is spending too much effort on reliability.

I like this idea a lot, but when I discussed this with Jessica Kerr, she pushed back on this idea because maybe you’re just under your error budget because you got lucky and a single really bad event can wipe out your error budget for the next decade. Followup question: how can you be confident enough in your risk model that you can purposefully consume error budget to move faster without worrying that a downstream (in time) bad event will put you overbudget? Nat Welch (a former Google SRE) responded to this by saying that you can build confidence through simulated disasters and other testing.


Emergency Response

I personally agree, but boy do we like our on call heros. I wonder how we can foster a culture of documentation.

Change management

Demand forecasting and capacity planning


Efficiency and performance

Chapter 2: The production environment at Google, from the viewpoint of an SRE

No notes on this chapter because I’m already pretty familiar with it. TODO: maybe go back and read this chapter in more detail.

Chapter 3: Embracing risk

Managing risk

Measuring service risk

Risk tolerance of services

Identifying risk tolerance of consumer services

TODO: maybe read this in detail on second pass

Identifying risk tolerance of infrastructure services

Target availability

Motivation for error budgets

No notes on this because I already believe all of this. Maybe go back and re-read this if involved in debate about this.

Chapter 4: Service level objectives

Note: skipping notes on terminology section.

What do you and your users care about?

Collecting indicators


Choosing targets

Chapter 5: Eliminating toil

Carla Geisser: "If a human operator needs to touch your system during normal operations, you have a bug. The definition of normal changes as your systems grow."

Section on why toil is bad. Skipping notetaking for that section.

Chapter 6: Monitoring distributed systems

As Alex Clemmer is wont to say, our problem isn’t that we move too slowly, it’s that we build the wrong thing. I wonder how we could get from where we are today to having enough instrumentation to be able to make informed decisions when building new systems.

Setting reasonable expectations

Avoiding magic includes avoiding ML?

Interesting examples from Bigtable and Gmail from chapter not transcribed. A lot of information on the importance of keeping alerts simple also not transcribed.

The long run

Chapter 7: Evolution of automation at Google

Multiple interesting case studies and explanations skipped in notes.

Chapter 8: Release engineering

Release engineer role

Chapter 9: Simplicity

Chapter 10: Altering from time-series data


Chapter 11: Being on-call

This is great. We should do this. People sometimes get really rough on-call rotations a few times in a row and considering the infrequency of on-call rotations there’s no reason to expect that this should randomly balance out over the course of a year or two.

Chapter 12: Effective troubleshooting

No notes for this chapter.

Chapter 13: Emergency response

No notes on process-induced example.

Chapter 14: Managing incidents

This is an area where we seem to actually be pretty good. No notes on this chapter.

Chapter 15: Postmortem culture: learning from failure

I'm in strong agreement with most of this chapter. No notes.

Chapter 16: Tracking outages

Our version of Escalator seems fine. We could really use something like Outalator, though.

Chapter 17: Testing for reliability

Preaching to the choir. No notes on this section. We could really do a lot better here, though.

Chapter 18: Software engineering in SRE

No notes on why SRE software, how to spin up a group, etc. TODO: re-read back half of this chapter and take notes if it’s ever directly relevant for me.

Chapter 19: Load balancing at the frontend

No notes on this section. Seems pretty similar to what we have in terms of high-level goals, and the chapter doesn’t go into low-level details. It’s notable that they do [redacted] differently from us, though. For more info on lower-level details, there’s the Maglev paper.

Chapter 20: Load balancing in the datacenter

I wonder what Heroku meant when they responded to Rap Genius by saying “after extensive research and experimentation, we have yet to find either a theoretical model or a practical implementation that beats the simplicity and robustness of random routing to web backends that can support multiple concurrent connections”.

Chapter 21: Handling overload

How much does it cost to generally over-provision CPU like that?

Having a “don’t retry” response is “obvious”, but relatively rare in practice. A lot of real systems have a problem with failed retries causing more retries up the stack. This is especially true when crossing a hardware/software boundary (e.g., filesystem read causes many retries on DVD/SSD/spinning disk, fails, and then gets retried at the filesystem level), but seems to be generally true in pure software too.

Chapter 22: Addressing cascading failures

Using deadlines instead of timeouts is great. We should really be more systematic about this.

Not allowing systems to fill up with pointless zombie requests by setting reasonable deadlines is “obvious”, but a lot of real systems seem to have arbitrary timeouts at nice round human numbers (30s, 60s, 100s, etc.) instead of deadlines that are assigned with load/cascading failures in mind.

Chapter 23: Distributed consensus for reliability

This reminds me of one of my favorite distributed database postmortems. The database is configured as a ring, where each node talks to and replicates data into a “neighborhood” of 5 servers. If some machines in the neighborhood go down, other servers join the neighborhood and data gets replicated appropriately.

Sounds good, but in the case where a server goes bad and decides that no data exists and all of its neighbors are bad, it can return results faster than any of its neighbors, as well as tell its neighbors that they’re all bad. Because the bad server has no data it’s very fast and can report that its neighbors are bad faster than its neighbors can report that it’s bad. Whoops!



TODO: finish this chapter?

Chapter 24: Distributed cron

TODO: go back and read in more detail, take notes.

Chapter 25: Data processing pipelines

Chapter 26: Data integrity

Defense in depth

No notes on the two interesting case studies covered.

Chapter 27: Reliable product launches at scale

No notes on this chapter in particular. A lot of this material is covered by or at least implied by material in other chapters. Probably worth at least looking at example checklist items and action items before thinking about launch strategy, though. Also see appendix E, launch coordination checklist.

Chapters 28-32: Various chapters on management

No notes on these.

Notes on the notes

I like this book a lot. If you care about building reliable systems, reading through this book and seeing what the teams around you don’t do seems like a good exercise. That being said, the book isn't perfect. The two big downsides for me stem from the same issue: this is one of those books that's a collection of chapters by different people. Some of the editors are better than others, meaning that some of the chapters are clearer than others and that because the chapters seem designed to be readable as standalone chapters, there's a fair amount of redundancy in the book if you just read it straight through. Depending on how you plan to use the book, that can be a positive, but it's a negative to me. But even including he downsides, I'd say that this is the most valuable technical book I've read in the past year and I've covered probably 20% of the content in this set of notes. If you really like these notes, you'll probably want to read the full book.

If you found this set of notes way too dry, maybe try this much more entertaining set of notes on a totally different book. If you found this to only be slightly too dry, maybe try this set of notes on classes of errors commonly seen in postmortems. In any case, I’d appreciate feedback on these notes. Writing up notes is an experiment for me. If people find these useful, I'll try to write up notes on books I read more often. If not, I might try a different approach to writing up notes or some other kind of post entirely.