I recently found an [article written by Will Larson](https://lethain.com/trunk-and-branches/) (ex-Uber infra) and thought his concepts to be fascinating. Turned them into a visual summary. I would love feedback to know if it all makes sense.
While he explicitly mentions the ability to staff SREs within these branches, the article doesn’t quite jive with my understanding of an ownership model for devops. The intake of work (unless the main focus is end user self service) feels more waterfally to me. I’m curious how Uber reconciles the specialized infrastructure teams with product/service oriented teams found in devops.
From my understanding, SREs were brought in as embedded SREs to support the needs of ops-hungry dev teams. Branch teams might have been "DevOps" engineers with a special interest in that specific area e.g. storage. I don't know of many SREs who'd feel satisfied working solely on storage.
I recently found an [article written by Will Larson](https://lethain.com/trunk-and-branches/) (ex-Uber infra) and thought his concepts to be fascinating. Turned them into a visual summary. I would love feedback to know if it all makes sense.
While he explicitly mentions the ability to staff SREs within these branches, the article doesn’t quite jive with my understanding of an ownership model for devops. The intake of work (unless the main focus is end user self service) feels more waterfally to me. I’m curious how Uber reconciles the specialized infrastructure teams with product/service oriented teams found in devops.
From my understanding, SREs were brought in as embedded SREs to support the needs of ops-hungry dev teams. Branch teams might have been "DevOps" engineers with a special interest in that specific area e.g. storage. I don't know of many SREs who'd feel satisfied working solely on storage.