The model I like is to build and own a service as a team, including the business aspects. Closing the loop so the team has a meaningful sense of ownership over those business aspects is super super important. In that framing, error budgets become macabre.
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I kinda like the idea that when a team runs out of error budget (eg risk breaching SLA) they start working on reliability and tech debt rather than features. It does feel a little bit like a bandaid though.
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It feels like organizations that wantonly buff their budgets regardless if they need it so they can set a precedence that they’ll have it in forthcoming years.
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