Description

"We no longer felt confident about what the exact operational boundaries of our cluster were supposed to be."

In early 2021, observability company Honeycomb dealt with a series of outages related to their Kafka architectural migration, culminating in a 12-hour incident, which is an extremely long outage for the company. In this episode, we chat with two engineers involved in these incidents, Liz Fong-Jones and Fred Hebert, about the backstory that is summarized in this meta-analysis they published in May. 

We cover a wide range of topics beyond the specific technical details of the incident (which we also discuss), including:

• Complex socio-technical systems and the kinds of failures that can happen in them (they're always surprises)
• Transparency and the benefits of companies sharing these outage reports
• Safety margins, performance envelopes, and the role of expertise in developing a sense for them
• Honeycomb's incident response philosophy and process
• The cognitive costs of responding to incidents
• What we can (and can't) learn from incident reports

Resources mentioned in the episode:

• Kafka Migration and Lessons Learned by  Honeycomb
• Managing the Hidden Costs of Coordination by Laura McGuire
• Above the Line, Below the Line by Richard Cook
• "Those found responsible have been sacked": Some observations on the usefulness of error by Richard Cook and Christopher P. Nemeth

Published in partnership with Indeed.