sres logo download What is SRE (site reliability engineering)? Site reliability engineering (SRE) is a software engineering approach to IT operations. SRE teams use software as a tool to manage systems, solve problems, and automate operations tasks. SRE takes the tasks that have historically been done by operations teams, often manually, and instead gives them to engineers or ops teams who use software and automation to solve problems and manage production systems. SRE is a valuable practice when creating scalable and highly reliable software systems. It helps you manage large systems through code, which is more scalable and sustainable for sysadmins managing thousands or hundreds of thousands of machines. The concept of site reliability engineering comes from the Google engineering team and is credited to Ben Treynor Sloss. SRE helps teams find a balance between releasing new features and making sure that they are reliable for users. Standardization and automation are 2 important components of the SRE model. Site reliability engineers should always be looking for ways to enhance and automate operations tasks. In this way, SRE helps to improve the reliability of a system today, while also improving it as it grows over time. SRE supports teams who are moving from a traditional approach to IT operations to a cloud-native approach. What does a site reliability engineer do? A site reliability engineer is a unique role that requires either a background as a software developer with additional operations experience, or as a sysadmin or in an IT operations role that also has software development skills. SRE teams are responsible for how code is deployed, configured, and monitored, as well as the availability, latency, change management, emergency response, and capacity management of services in production. Site reliability engineering helps teams to determine what new features can be launched and when by using service-level agreements (SLAs) to define the required reliability of the system through service-level indicators (SLI) and service-level objectives (SLO). An SLI is a defined measure of specific aspects of provided service levels. Key SLIs include request latency, availability, error rate, and system throughput. An SLO is based on the target value or range for a specified service level based on the SLI. An SLO for the required system reliability is then determined based on the downtime agreed upon as acceptable. This downtime level is referred to as an error budget, the maximum allowable threshold for errors and outages. With SRE, 100% reliability is not expected; failure is planned for and accepted. The development team is able to "spend" the error budget when releasing a new feature. Using the SLO and error budget, the development team can determine whether or not a product or service is able to launch based on the available error budget. If a service is running within the error budget, then the development team can launch whenever they want, but if the system currently has too many errors or goes down for longer than the error budget allows then no new launches can take place until the errors are within budget. The development team conducts automated operations tests to demonstrate reliability. Site reliability engineers split their time between operations tasks and project work. According to SRE best practices from Google, a site reliability engineer can only spend a maximum of 50% of their time on operations, which should be monitored to ensure they don’t go over. The rest of the time should be spent on development tasks like creating new features, scaling the system, and implementing automation. Excess operational work and poorly performing services can be redirected back to the dev team to run instead of the site reliability engineer spending too much time on the operations of an application or service. Automation is an important part of the site reliability engineer’s role. If they are dealing with a problem repeatedly then they will automate a solution. This also helps ensure that operations work remains at half of their workload. Maintaining the balance between operations and development work is a key component of SRE. DevOps vs. SRE. DevOps is an approach to culture, automation, and platform design intended to deliver increased business value and responsiveness through rapid, high-quality service delivery. SRE can be considered an implementation of DevOps. Like DevOps, SRE is about team culture and relationships. Both SRE and DevOps work to bridge the gap between development and operations teams to deliver services faster. Faster application development life cycles, improved service quality and reliability, and reduced IT time per application developed are benefits that can be achieved by both DevOps and SRE practices. SRE is different because it relies on site reliability engineers within the development team who also have an operations background to remove communication and workflow problems. The site reliability engineer role itself combines the skillset of dev teams and operations teams by requiring an overlap in responsibilities. SRE can help DevOps teams whose developers are overwhelmed by operations tasks and need someone with more specialized ops skills. In terms of code and new features, DevOps focuses on moving through the development pipeline efficiently, while SRE is focused on balancing site reliability with creating new features. Modern application platforms based on container technology, Kubernetes and microservices are critical to DevOps practices, helping deliver secure and innovative software services. Technology to support SRE. SRE relies on automating routine operational tasks and standardization across an app’s lifecycle. Linux® containers give your team the underlying technology needed for a cloud-native development style. Containers support a unified environment for development, delivery, integration, and automation. And Kubernetes is the modern way to automate Linux container operations. Kubernetes helps you easily and efficiently manage clusters running Linux containers across public, private, or hybrid clouds. With the right platform, you can best take advantage of the culture and process changes you’ve implemented. Red Hat® OpenShift® is the enterprise-ready Kubernetes platform to support SRE initiatives. Let our AI-based logo maker create a logo just for you. 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Use the paid options to export it both in SVG (vector files) and high-resolution PNG. How do I make a payment? We accept payments through Paypal, as well as credit and debit cards. Pick your preferred method before proceeding to the payment. You can pay with Visa, MasterCard, Amex, Discover Card, JCB, Diners Club, or Debit Card. Is there online support available? For questions, feel free to contact our 24/7 support team at [email protected] Love DevOps? Wait until you meet SRE. You may have heard of a little company called Google. They invent cool stuff like driverless cars and elevators into outer space. Oh: and they develop massively successful applications like Gmail, Google Docs, and Google Maps. It’s safe to say they know a thing or two about successful application development, right? They’re also the pioneers behind a growing movement called Site Reliability Engineering (SRE). SRE effectively ends the age-old battles between Development and Operations. It encourages product reliability, accountability, and innovation – minus the hallway drama you’ve come to expect in what can feel like Software Development High School. How? Let’s look at the basics. What in the world is SRE? Google’s mastermind behind SRE, Ben Treynor, still hasn’t published a single-sentence definition, but describes site reliability as “what happens when a software engineer is tasked with what used to be called operations.” The underlying problem goes like this: Dev teams want to release awesome new features to the masses, and see them take off in a big way. Ops teams want to make sure those features don’t break things. Historically, that’s caused a big power struggle, with Ops trying to put the brakes on as many releases as possible, and Dev looking for clever new ways to sneak around the processes that hold them back. (Sounds familiar, I'd wager.) SRE removes the conjecture and debate over what can be launched and when. It introduces a mathematical formula for green- or red-lighting launches, and dedicates a team of people with Ops skills (appropriately called Service Reliability Engineers, or SRE’s) to continuously oversee the reliability of the product. As Google’s own SRE Andrew Widdowson describes it, “Our work is like being a part of the world’s most intense pit crew. We change the tires of a race car as it’s going 100mph.” Doesn’t sound revolutionary yet? Much of the magic is in how it works. Here are some of the core principles – which also happen to be some of the biggest departures from traditional IT operations. First, new launches are green-lighted based on current product performance. Most applications don’t achieve 100% uptime. So for each service, the SRE team sets a service-level agreement (SLA) that defines how reliable the system needs to be to end-users. If the team agrees on a 99.9% SLA, that gives them an error budget of 0.1%. An error budget is exactly as it’s named: it’s the maximum allowable threshold for errors and outages. ProTip: You can easily convert SLAs into "minutes of downtime" with this cool uptime cheat sheet. Here’s the clincher: The development team can “spend” this error budget in any way they like. If the product is currently running flawlessly, with few or no errors, they can launch whatever they want, whenever they want. Conversely, if they have met or exceeded the error budget and are operating at or below the defined SLA, all launches are frozen until they reduce the number of errors to a level that allows the launch to proceed. The genius? Both the SREs and developers have a strong incentive to work together to minimize the number of errors. SREs can code, too. In the old model, you throw people at a reliability problem and keep pushing (sometimes for a year or more) until the problem either goes away or blows up in your face. Not so in SRE. Both the development and SRE teams share a single staffing pool, so for every SRE that is hired, one less developer headcount is available (and vice versa). This ends the never-ending headcount battle between Dev and Ops, and creates a self-policing system where developers get rewarded with more teammates for writing better performing code (i.e., code that needs less support from fewer SREs). SRE teams are actually staffed entirely with rock-star developer/sys-admin hybrids who not only know how to find problems, but fix them, too. They interface easily with the development team, and as code quality improves, are often moved to the development team if fewer SRE’s are needed on a project. In fact, one of the core principles mandates that SRE’s can only spend 50% of their time on Ops work. As much of their time as possible should be spent writing code and building systems to improve performance and operational efficiency. Developers get their hands dirty, too. At Google, Ben Treynor had to fight for this clause, and he’s glad he did. In fact, in his great keynote on SRE at SREcon14 he emphasizes that getting this commitment from your executives before you launch SRE should be mandatory. Basically, the development team handles 5% of all operations workload (handling tickets, providing on-call support, etc.). This allows them to stay closely connected to their product, see how it is performing, and make better coding and release decisions. In addition, any time the operations load exceeds the capacity of the SRE team, the overflow always gets assigned to the developers. When the system is working well, the developers begin to self-regulate here as well, writing strong code and launching carefully to prevent future issues. SRE’s are free agents (and can be pulled, if needed) To make sure teams stay healthy and happy, Treynor recommends allowing SRE’s to move to other projects as they desire, or even move to a different organization. SRE encourages highly motivated, dedicated, and effective teamwork – so no team member should be held back from pursuing his or her own personal objectives. If an entire team of SREs and developers simply can’t get along and are creating more trouble than reliable code, there’s a final drastic measure you can take: Pull the entire SRE team off of the project, and assign all of the operations workload directly to the development team. Treynor has only done this a couple times in his entire career, and the threat is usually enough to bring both teams around to a more positive working relationship. There’s quite a bit more to SRE than I can cover in once article – like how SRE prevents production incidents, how on-call support teams are staffed and the rules they follow on each shift, etc. Our take. IT is full of buzzwords and trends, to be sure. One minute it’s cloud, the next it’s DevOps or customer experience or gamification. SRE is in a strong position to become much more than that, particularly since it is far more about the people and process than the technology that underlies them. While technology certainly can (and likely will) adapt to the concept as it matures and more teams adopt it, you don’t need new tools to align your development and operations organizations around the principles of Site Reliability Engineering. In future articles, we’ll look at just that: practical steps for taking a step towards SRE, and the role technology can play. About the author. I've been with Atlassian a while now, and recently transfered from Sydney to our Austin office. (G'day, y'all!) In my free time, I enjoy taking my beard from "distinguished professor" to "lumberjack" and back again. Find me on Twitter! @topofthehill. Country-Level GDP and Downscaled Projections Based on the SRES A1, A2, B1, and B2 Marker Scenarios, 1990-2100. The Country-Level GDP and Downscaled Projections Based on the Special Report on Emissions Scenarios (SRES) A1, A2, B1, and B2 marker scenarios, 1990-2100, were developed using the 1990 base year GDP (Gross Domestic Product) from national accounts database available from the UN Statistics Division. SRES regional GDP growth rates were calculated from 1990 to 2100 based on the SRES marker model regional data and applied uniformly to each country that fell within the SRES-defined regions. This dataset is produced and distributed by the Columbia University Center for International Earth Science Information Network (CIESIN). Sres logo download. Bio-Data, Salary Details, Income Tax, PF/NPS ledger, Loans & Advances and many more. Railway Employee Self Service (RESS) – An online system for Indian Railway employees (Staff and Officers) has been developed by Centre for Railway Information Systems (CRIS). Now Railway employees can use this application to view their Personal Bio-data, Service and Pay related particular, Salary details, Provident fund/NPS details ,Salary related loans & advances, income tax details (including monthly deductible amount) ,Leave and Family details, Pension Benefits (for retired employee only) etc. Download of Payslip in PDF format is also available. Registration Process:- 1. For Registering with RESS, an employee should ensure following 2 points:- i. Date of Birth and Mobile No are updated in IPAS. Permission to update Date of Birth and Mobile No is available with Pay Bill Clerks. ii. Since initial password is sent on employee’s mobile, consent is required to be sent to SMS Server by sending an SMS to a designated Number. This is mandatory as per TRAI guidelines. This is one time exercise and subscriber has to send an SMS with content as below to 08860622020. SMS START 2. Link for “New Registration” has been provided in the Application. Touch the link. 3. Enter Employee Number, Mobile Number and Date of Birth 4. Verification code will be sent on the mobile number. 5. Enter verification code. 6. Registration is complete. Verification code is your Password. A registered railway employee can view following:- 1. Bio-data (Personal details, Job related, Pay related) 2. Salary details (Monthly and Yearly Summary) 3. Download Payslip in PDF 4. Financial Year wise Supplementary payments 5. Provident Fund (PF) ledger along with Status of last PF withdrawal Application 6. NPS recoveries during a financial year 7. Loans and Advances details 8. Income Tax projections and cumulative deductions 9. Leave Balances (LAP & LHAP) 10. Family Details 11. Details of OT, TA, NDA, NHA, KMA, Child Education Allowance. If you Forget password:- 1. Touch on link “Forgot Password” 2. Enter User Id (Employee Number or Aadhaar if registered through Aadhaar using Desktop Version of RESS) , Mobile Number and Date of Birth 3. Password will be sent on your mobile number. RESS system is easily accessible on Android based Mobile Phones. Currently RESS is under beta version. Some details may not be shown properly.