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Implementing Enterprise Observability for Success

You're reading from   Implementing Enterprise Observability for Success Strategically plan and implement observability using real-life examples

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Product type Paperback
Published in Jun 2023
Publisher Packt
ISBN-13 9781804615690
Length 164 pages
Edition 1st Edition
Concepts
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Authors (2):
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Karun Krishnannair Karun Krishnannair
Author Profile Icon Karun Krishnannair
Karun Krishnannair
Manisha Agrawal Manisha Agrawal
Author Profile Icon Manisha Agrawal
Manisha Agrawal
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Table of Contents (16) Chapters Close

Preface 1. Part 1 – Understanding Observability in the Real World
2. Chapter 1: Why Observe? FREE CHAPTER 3. Chapter 2: The Fundamentals of Observability 4. Chapter 3: The Real World and Its Challenges 5. Chapter 4: Collecting Data to Set Up Observability 6. Chapter 5: Observability Outcomes: Dashboards, Alerts, and Incidents 7. Part 2 – Planning and Implementation
8. Chapter 6: Gauging the Organization for Observability Implementation 9. Chapter 7: Achieving and Measuring Observability Success 10. Chapter 8: Identifying the Stakeholders 11. Chapter 9: Deciding the Tools for Observability 12. Part 3 – Use Cases
13. Chapter 10: Kickstarting Your Own Observability Journey 14. Index 15. Other Books You May Enjoy

Introducing the RASCI matrix

So far, we have discussed the drivers, users, actors, and supporters, each in their own context. Throughout this book, we have been talking about which team is responsible for what type of actions. You might have made mental notes of it. To make things easier, we can use the RASCI matrix (R = Responsible, A = Accountable, S = Support, C = Consulted, I = Informed), which is a standard method for representing the roles of various stakeholders of a project.

The following table provides a high-level summary of the RASCI matrix for observability implementation:

Table 8.1 – RASCI matrix for observability

Table 8.1 – RASCI matrix for observability

You can apply this RASCI matrix as is or make certain changes to it, depending on how the involved teams are set up in your organization. For example, the enterprise data team and enterprise architects may be a single unit performing both functions, so you should merge the rows for them so that you can reach out to them...

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