We’ve noted before that one of the problems that we frequently run into with enterprises’ monitoring practices is that they have too many alerts triggering. While technically this problem can be solved using best practices (i.e. scheduling downtime on active alerts until they can be addressed, tuning thresholds, reporting on most frequent alerts and addressing them first, etc.), sometimes a split in team responsibilities makes it hard to solve. If the team running the monitoring does not know an appropriate threshold or know whether an alert is actionable or not, what then?
We’ve talked before about this – using a security incident at a nuclear weapons facility as an example of poor practices. In contrast, the U.S. Navy nuclear program can be held up as an example of good practices. The Harvard Business Review published an article about how the Department of Defense adopted practices from the U.S. Navy’s nuclear-propulsion program to improve cybersecurity – but the same principles also apply to IT monitoring practices.
Distilled down, here are the best practices from the HBR article that also apply to monitoring:
If your enterprise is running or using IT infrastructure that is providing value to your organization, you should make the decision to have a monitoring system in place. That’s half the battle – the next step is to ensure that you put the organizational practices in place to make sure the monitoring delivers all the value it should.
Steve is the founder of LogicMonitor.
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