- Multi-chapter guide
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- Slo vs sla
SLO vs SLA: A Best Practices Guide
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Subscribe nowService-level objectives (SLOs) and service-level agreements (SLAs) are closely related measurements designed to achieve service and business success, but they serve distinctly different audiences and purposes. In general terms, executive leadership focuses on contractual commitments within SLAs, while engineers concentrate on SLOs that reflect system performance and reliability. This dual perspective requires both parties to understand the critical differences between these metrics.
In this article, we will explore best practices and practical examples that showcase the key distinctions between SLAs and SLOs, also examining how modern observability platforms can streamline SLO management and enable closely tied SLAs.
Summary of key SLO and SLA best practices
Best practice |
Description |
Establish a business case for SLO and SLA development |
Establish a foundational business case that directly associates internal SLOs with external SLAs and that identifies stakeholders, ownership, and overall objectives to pave the way for discovery and development work. |
Perform discovery to understand the user journey and user expectations |
Develop an understanding of your system’s influence on the customer's user journey and how this will relate to service expectations and SLAs |
Define SLOs first |
Define the SLOs that will measure and reflect the user journey experience and translate into corresponding SLAs reflecting customer expectations. |
Operate, monitor, and right-size SLOs |
Operate SLOs and configure monitoring, alerting, and error budget policies, iterating to ensure that fine-tuned SLOs will lead to and defend meaningful and realistic SLAs. |
Define specific SLAs based on specific SLO data analysis |
Use SLO data to define SLAs. Analyze current and historical SLO data to infer achievable and deliverable SLAs based on proven metrics. |
Communicate SLO and SLA data to stakeholders |
Drive engagement from decision makers and provide an effortless SLO-SLA connection by sharing SLO and SLA data on dashboards, reports, and management visualizations. |
Conduct regular review cycles |
Align SLO and SLA review cycles, ensuring that SLO data is incorporated into SLA changes. |
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Establish a business case for SLO and SLA development
A systematic approach to implementing SLOs—leading to associated SLAs—starts with establishing a foundational business case. This business case will articulate the desired outcomes and investment rationale for developing the service’s SLOs and SLAs. It should have clear outcome-focused objectives and make a compelling business-focused case for your development journey.
At this stage, all stakeholders should understand the key high-level differences between SLOs and SLAs, as shown in the table below.
SLO |
SLA |
|
Definition |
A performance and reliability target for a service |
A contractual agreement for customers of the same service |
Audience |
Internal: engineers, product owners, and technical staff |
External: customers and business stakeholders |
Enforcement |
Some organizations have formal error budget policies, and SLOs are monitored centrally. Some choose to monitor within SRE teams |
Legally binding and subject to penalties for breaching |
Precision |
Specific and measurable targets, sometimes multi-level |
Broader and less stringent targets with failure clauses |
Modification |
Self-managed, so it’s easy to change and adapt to suit the internal engineering team's needs, or other internal stakeholders. |
Harder to change, requiring customer negotiation or contract updates |
Rationale |
Provides an accurate measure of reliability, helps balance operations and development effort, and ultimately helps defend the service SLA |
Commits a business to a formal service quality promise to customers |
Imagine an example platform consisting of a multi-tenant SaaS e-commerce platform where businesses run their online stores or services with an integrated chatbot service. Developing a business case for this could tie the people, process, and aspirations together and formulate a vision for developing SLOs to create successful SLAs. Such a business case could include the following:
- A high-level vision linking reliability to business success
- An investment case and possible returns
- Identification of all stakeholders
- Definition of desired outcomes
- A connection between technical SLOs and business SLAs
Perform discovery to understand user expectations
SLOs and SLAs have a common unifying goal of measuring, improving, and protecting the customer experience. This makes it critically important that teams understand how the services they provide and their components influence the overall user experience.
The discovery phase maps out service components, dependencies, user interactions, and system behavior. Take our example online store and integrated chatbot service, which could look like the map in the diagram below.
Example: mapping architecture components and dependencies for user journey discovery
Teams should conduct a detailed service discovery and analysis in this phase to ensure that they can proceed to develop meaningful and accurate SLOs. These will eventually be used to formulate SLAs that satisfy customer expectations. Those SLAs must be set within the limits of the team’s proven engineering and support capabilities.
This analysis should capture key user journeys which, in our example, it could look like this:
Example: identifying technical dependencies in specific user journeys
Analyzing further, teams can determine the technical dependencies involved in these user journeys, for example:
Example: identifying and mapping specific user journeys
A methodical discovery at this stage provides rich and informed input for developing SLOs, ultimately leading to evidence-based SLAs that the business and technical teams can be confident in. Put simply, the better the SLO, the better the SLA. The SLODLC Discovery Worksheet provides a useful and comprehensive guide to executing this stage.Customer-Facing Reliability Powered by Service-Level Objectives
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Define SLOs first
SLOs should be created first as they are a key input for defining SLAs. Creating achievable SLOs ensures that SLAs can be met. The initial definition of your SLO will include the SLO specification itself, the SLIs used as metrics for the SLO, and error budget specifications with corresponding policies. Error budget policies are critical for defending SLAs because they provide the action to take when SLAs are at risk of being breached. These definitions will be further refined over time through experience and observation to ensure that they reflect the system's real-world reliability and the engineering team's ability to respond to ever-maturing SLO monitoring data.
In our example online store and chatbot service, the SLO definition could be based on the following chatbot latency SLI: “Proportion of requests served successfully (in 200ms) as measured at the web server daily from the controller app server.”
That could result in an SLO specification as shown in the table that follows.
Specification Element |
Specification Detail |
Time Window |
1 day, rolling |
Error Budgeting Method |
Occurrences (not time slices) |
Values - Achievable |
Objective 1: “OK”
Objective 2: “MIN”
|
Values - Aspirational |
Objective 1: “OK”
Objective 2: “MIN”
|
Error Budget Policy |
If the remaining error budget is <= 75%:
If the remaining error budget is <= 50%:
|
An example SLO specification template can be seen in the SLODLC SLO Template, while a complete example can be found in this SLODLC SLO example.
Operate, monitor, and right-size SLOs
Having designed and implemented their SLOs, teams enter the operating phase, configuring accompanying monitoring, alerting, and error budget policies. This is an iterative process where the SLOs are regularly fine-tuned to ensure that they first lead to the definition of realistic SLAs and then continue to defend those SLAs once in place.
SLOs are the key guardrail and alerting mechanism to prevent SLA breach. A key part of the alerting mechanism is to ensure that you are enforcing error budget policies. The policies define exactly what action should be taken when your acceptable level of risk, or error rate, is exceeded. Error budget alerting plays a key role in maintaining SLO and, hence, SLA compliance.
Nobl9's centralized alerting center is a good example of error budget management and alerting. It offers the ability to simplify the configuration of custom alerts, notification channels, and intelligent alerting logic through a guided wizard or in YAML code, as shown below.
Guided alert creation:
Example: Nobl9’s guided alert creation interface
Alert policies in code:
apiVersion: n9/v1alpha
kind: AlertPolicy
metadata:
name: fast-burn
project: default
spec:
alertMethods: []
conditions:
- alertingWindow: 5m
measurement: averageBurnRate
value: 20
op: gte
coolDown: 5m
description: "Policy that triggers when the average burn rate based based on the last 5 minutes is greater than or equal to 20x"
severity: High
Example: Nobl9 Alert Policy defined in code
Tuning SLOs in day-to-day operations can help teams strike the right balance between dedicating time to operations and new features. Alerting policies can be refined to ensure sufficient reaction time for corrective action, e.g., altering the balance between development and operations.
Providers of reliability platforms such as Nobl9 put alerting at the heart of their solutions to ensure that SLOs achieve their primary goal of avoiding SLA breach.Define specific SLAs based on specific SLO data analysis
Once SLOs are embedded and operational, they can be used to define SLAs. SLOs can incorporate current and historical reliability data, giving a detailed quantitative and proven picture of actual reliability. Features such as Nobl9’s Replay also allow historical monitoring data to be used to extend the look-back period for new SLOs. This can be used to account for past SLA breach events.
Operational SLOs provide organizations with rich data and evidence to formulate an accurate SLA for their service. The SLA should be less challenging and demanding than the related SLO.
To illustrate, the table below shows how elements of an operational SLO can translate into specific SLAs:
Element |
SLO detail |
SLA detail |
Time Window |
1 day, rolling |
Average over calendar month |
Values (SLO Achievable versus SLA Contractual) |
Objective 1: “OK”
Objective 2: “MIN”
|
Objective: “SLA”
|
Monitoring related to the SLO provides an early warning of a threat to the SLA, so the SLO should leave sufficient “headroom” by comparison. This is also why teams have different objectives as part of the same SLO, e.g., realistic and aspirational dimensions.
Ultimately, detailed SLO data gives technical teams demonstrable evidence to enable business teams to set competitive and achievable SLAs.
Visit SLOcademy, our free SLO learning center
Visit SLOcademy. No Form.Communicate SLO and SLA data to stakeholders
SLAs are important to an organization's highest levels, so SLO and related SLA data should be shared widely throughout the organization and be made easily accessible. This is important to enable the executive level to avoid financial penalties and customer credits from SLA violations. It also empowers engineers to prevent a loss of customer satisfaction or churn from SLO violations.
The link between SLOs and SLAs should be clear in the data shared across an organization. This aligns the technical and business parts of the organization, uses language and perspectives that they both understand, and effectively creates a common guiding goal for all stakeholders. In turn, this should also drive engagement, communication, and cross-disciplinary feedback.
There are many ways to utilize and present SLO and SLA data, but connecting both perspectives in a single place is key. Dashboards and reports are ideal for presenting a high-level picture of SLO performance against SLA obligations and allowing teams to drill down for greater detail and insight.
Presenting detailed and quantitative information on the reliability of an organization's services leads to more informed data-driven decision-making. This can unlock new operational, financial, and strategic insights. We can see this in an example from the reporting seen in Nobl9:
Example: rollup dashboard showing global reliability overview across multiple services
Conduct regular reviews
SLOs and SLAs should be reviewed regularly to ensure that they are current and reflect the latest information. There are key differences in the frequency of these review cycles, however:
Requirement |
Typical Frequency |
|
SLO |
At the team’s discretion |
Every sprint, retro or development program |
SLA |
Pre-agreed legally and contractually |
1, 3 or 5 years in alignment with contract renewal |
For SLOs, this continual refinement process should also contain a feedback loop incorporating analysis from any recent incidents that have caused a breach of an SLA. This can establish a root-cause analysis and further improve the SLO. Likewise, an SLO's review and revision process can be integrated into an organisation’s retrospective and post-mortem processes to strengthen the continuous improvement benefits.
Similarly, the latest SLO data should inform accurate and complementary SLA revisions before SLA renewal. To ensure that all SLO data is incorporated into the review process, dashboards can be consulted, and reports can be produced for the previous SLA period.
This regular review and continuous improvement approach is illustrated in this Periodic Review Checklist Example from SLODLC, which gives teams a template for structuring and documenting their reviews.
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SLOs and SLAs have fundamental differences, yet they are inextricably linked as key measurements of service quality and reliability used by two complementary parts of an organization: the technical side and the business side.
Setting and maintaining SLOs enables engineers and service providers to intimately understand their systems and maintain high reliability and productive development velocity.
In turn, this enables the wider organization to set SLAs with confidence and safety in the knowledge that they can deliver on their SLAs while having a comprehensive early-warning system to ensure they do not breach their SLA without very good reason.
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