“Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.” — Peter Drucker
In the past several years of my engineering career, I have worked at companies big and small, startups, and established public companies, and I have realized how critical it is to have discipline around operational health. No matter how perfect the service design is, its surface area is going to expand over time, you are going to add features to it, the customer usage patterns are going to evolve. A few months or years down the line, it is not going to be the same service you started with. Ultimately, we are building these services in order to meet a business goal or customer requirement. And customers expect a service which is available, reliable and performant. This is a two part series in which in the first part we talk about how we should think about operational health maturity and then in second part we will cover how you can build it through a process called operational reviews.
In this post, before we talk about what an Operational Health Maturity Model can look like, there are a couple of points I would like us to reflect on.