0/ I’m tired of hearing about observability replacing monitoring. It’s not going to, and that’s because it shouldn’t.

Observability will not _replace_ monitoring, it will _augment_ monitoring.

Here’s a thread about observability, and how monitoring can evolve to fit in: 👇

1/ Let’s start with the diagram (above) illustrating the anatomy of observability. There are three layers:

I. (Open)Telemetry: acquire high-quality data with minimal effort
II. Storage: “Stats over time” and “Transactions over time”
III. Benefits: *solve actual problems*
2/ The direction for “Telemetry” is simple: @opentelemetry.

(This is the (only) place where the so-called "three pillars” come in, by the way. If you think you’ve solved the observability problem by collecting traces, metrics, and logs, you’re about to be disappointed. :-/ )
3/ The answer for “Storage” depends on your workload, but we’ve learned that it’s glib to expect a data platform to support observability with *just* a TSDB or *just* a transaction/trace/logging DB. And also that “cost profiling and control” is a core platform feature.
4/ But what about “Benefits”? There’s all of that business about Control Theory (too academic) and “unknown unknowns” (too abstract). And “three pillars” which is complete BS, per the above (it’s just “the three pillars of telemetry,” at best).
5/ Really, Observability *Benefits* divide neatly into two categories: understanding *health* (i.e., monitoring) and understanding *change* (i.e., finding and exposing signals and statistical insights hidden within the firehose of telemetry).
6/ Somewhere along the way, “monitoring” was thrown under a bus, which is unfortunate. If we define monitoring as *an effort to connect the health of a system component to the health of the business* – it’s actually quite vital. And ripe for innovation! E.g., SLOs.
7/ “Monitoring” got a bad name because operators were *trying to monitor every possible failure mode of a distributed system.* That doesn’t work because there are too many of them.

(And that’s why you have too many dashboards at your company.)
8/ Monitoring doesn’t have to be that way. It can actually be quite clarifying, and there’s still ample room for innovation. I’d argue that SLOs, done properly, are what monitoring can and should be (or become).
9/ So what if we do things differently? What if we do things *right*? We treat Monitoring as a first-class citizen, albeit only one aspect of observability, and we closely track the signals that best express and predict the health of each component in our systems.
10/ … And then we need a new kind of observability value that’s purpose-built to manage *changes* in those signals. More on that part in a future post. :) But the idea is to facilitate intentional change (e.g., CI/CD) while mitigating unintentional change (Incident Response).
11/ Zooming out: Monitoring will never be *replaced* by Observability: it’s not just "part of Observability’s anatomy," it’s a vital organ! Our challenge is to *evolve* Monitoring, and to use it as a scaffold for the patterns and insights in our telemetry that explain change.

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हिमालय पर्वत की एक बड़ी पवित्र गुफा थी।उस गुफा के निकट ही गंगा जी बहती थी।एक बार देवर्षि नारद विचरण करते हुए वहां आ पहुंचे।वह परम पवित्र गुफा नारद जी को अत्यंत सुहावनी लगी।वहां का मनोरम प्राकृतिक दृश्य,पर्वत,नदी और वन देख उनके हृदय में श्रीहरि विष्णु की भक्ति अत्यंत बलवती हो उठी।


और देवर्षि नारद वहीं बैठकर तपस्या में लीन हो गए।इन्द्र नारद की तपस्या से घबरा गए।उन्हें हमेशा की तरह अपना सिंहासन व स्वर्ग खोने का डर सताने लगा।इसलिए इन्द्र ने नारद की तपस्या भंग करने के लिए कामदेव को उनके पास भेज दिया।वहां पहुंच कामदेव ने अपनी माया से वसंतऋतु को उत्पन्न कर दिया।


पेड़ और पौधों पर रंग बिरंगे फूल खिल गए और कोयलें कूकने लगी,पक्षी चहकने लगे।शीतल,मंद,सुगंधित और सुहावनी हवा चलने लगी।रंभा आदि अप्सराएं नाचने लगीं ।किन्तु कामदेव की किसी भी माया का नारद पे कोई प्रभाव नहीं पड़ा।तब कामदेव को डर सताने लगा कि कहीं नारद क्रोध में आकर मुझे श्राप न देदें।

जैसे ही नारद ने अपनी आंखें खोली, उसी क्षण कामदेव ने उनसे क्षमा मांगी।नारद मुनि को तनिक भी क्रोध नहीं आया और उन्होने शीघ्र ही कामदेव को क्षमा कर दिया।कामदेव प्रसन्न होकर वहां से चले गए।कामदेव के चले जाने पर देवर्षि के मन में अहंकार आ गया कि मैने कामदेव को हरा दिया।

नारद फिर कैलाश जा पहुंचे और शिवजी को अपनी विजयगाथा सुनाई।शिव समझ गए कि नारद अहंकारी हो गए हैं और अगर ये बात विष्णु जी जान गए तो नारद के लिए अच्छा नहीं होगा।ये सोचकर शिवजी ने नारद को भगवन विष्णु को ये बात बताने के लीए मना किया। परंतु नारद जी को ये बात उचित नहीं लगी।
"I really want to break into Product Management"

make products.

"If only someone would tell me how I can get a startup to notice me."

Make Products.

"I guess it's impossible and I'll never break into the industry."

MAKE PRODUCTS.

Courtesy of @edbrisson's wonderful thread on breaking into comics –
https://t.co/TgNblNSCBj – here is why the same applies to Product Management, too.


There is no better way of learning the craft of product, or proving your potential to employers, than just doing it.

You do not need anybody's permission. We don't have diplomas, nor doctorates. We can barely agree on a single standard of what a Product Manager is supposed to do.

But – there is at least one blindingly obvious industry consensus – a Product Manager makes Products.

And they don't need to be kept at the exact right temperature, given endless resource, or carefully protected in order to do this.

They find their own way.