Today, I would like to present to you The Dark Side of SRE.

Basically, this is a yet another article on the things that sucks at work. Things like stress from the incidents, continuous context switch, the need to use multiple technologies and thus inability to become an expert in one, and so on...

I disagree with some points made in this article. Specifically:

- Operational Treadmill:
this where Platform Engineering shines. The whole idea of PE is to switch from the reactive operational approach to the proactive
product-focused approach (OPS still exists in this paradigm, tho)

- The Limited Career Progression: I didn't get this point at all. An SRE can become a manager just as any other engineer if they wish. Obviously, being a manager requires a completely different skill set. However, this point almost sounds like the author was denied a promotion and now is sour about it.

Yet, this article has an interesting document
linked - an instruction from Google SREs on what to expect from an SRE
position outside Google. It's hilarious, TBH. This document shows once again how inconsistent are the titles across the industry. Especially, when it comes to the OPS roles.

#culture #sre