slo-negotiation-prep

Overview

The QA manager is heading into a meeting with SRE and Product. The product team wants to ship Feature X in two weeks. The SRE team's burn-rate alerts have fired three times this quarter. The QA manager's job in that meeting is not to win - it is to walk in with structured evidence and explicit options so the team makes a defensible decision the group can stand behind in retro.

This skill produces that prep pack. Per the Google SRE Workbook, the error-budget policy needs the agreement of three stakeholders - product manager, product developers, and the production-environment team - and "if all three parties do not agree to enforce the error budget policy, you need to iterate on the SLIs and SLOs until all stakeholders are happy." The conversation is bidirectional: either side can argue for relaxing the SLO if reality has moved.

When to use

• Error-budget burn-rate alerts have fired; the conversation about freeze vs deprioritise vs renegotiate-SLO is imminent.
• Product proposes an aggressive timeline or a scope expansion that will stress the SLO.
• Quarter-start: SLO targets are being re-set and the team needs evidence-anchored proposals.
• Post-incident: the meeting where stakeholders decide whether the incident's root cause warrants an SLO change.
• Pre-board / pre-leadership review: the manager needs to explain why the team chose the option they chose, with citations.

Do not use this skill when:

• No SLO is in place - the team needs to define SLOs first; use error-budget-tests to author the SLI / SLO / budget structure.
• No decision question is framed - without a specific question ("ship Feature X in 2 weeks?" / "extend budget?" / "lower SLO?"), the prep pack has no shape. The skill halts.
• The team's culture rejects structured negotiation - some shops prefer "the loudest voice wins"; this skill's value is structured evidence; if the meeting doesn't reward that, the skill is wasted effort.

Step 1 - Capture the inputs

Required:

The skill halts with NO_DECISION_FRAMED if no specific question is offered, or with MISSING_SLO if no current SLO is configured.

Step 2 - Build the current-state evidence pack

The manager walks into the meeting with the data already structured. The pack has these sections:

• SLO - the current objective and window.
• Error-budget consumption - budget for the window and the amount consumed to date, with burn-rate alert status.
• MTTR / MTBF trend - current values vs the prior-quarter trailing average; call out whether frequency (MTBF) or recovery time (MTTR) is the bigger problem.
• Top contributing incidents - each cited to its mttr-mtbf-tracker incident id and root cause.
• Source citations - the config commit, incident-log path, and alert export the numbers came from.

See references/worked-example.md for a fully worked, dated pack.

The evidence pack is read aloud at the start of the meeting - not as a pitch, but to ensure all stakeholders see the same numbers before anyone proposes an option.

Step 3 - Frame the decision and enumerate the option matrix

Per the Google SRE Workbook, when budget is exhausted (or close to exhausted) the documented standard responses are:

1. "The development team gives top priority to bugs relating to reliability issues over the past four weeks."
2. "The development team focuses exclusively on reliability issues until the system is within SLO."
3. "A production freeze halts certain changes to the system until there is sufficient error budget to resume changes."

The skill extends this canonical 3-option set with two negotiation-specific options:

4. Extend the budget (raise the SLO ceiling temporarily) - sometimes called "burn-down deferral."
5. Lower the SLO (renegotiate the underlying objective) - appropriate when the original SLO no longer matches user expectations.

The skill emits the option matrix as a table that scores each option on three axes:

• Impact: how much does this option affect end users? Lower = better.
• Reversibility: how easy is it to undo this decision in 2-4 weeks if it was wrong? Higher = better.
• Stakeholder cost: weighted cost to each stakeholder (product / SRE / QA). Lower aggregate = better.

The matrix is the decision input; the team picks. No option is auto-recommended in the matrix itself. See references/worked-example.md for a fully scored example matrix.

Step 4 - Author the recommended posture (with alternatives)

The skill does recommend a posture, but always with at least one fallback alternative, anchored on the inputs and cited. The posture section contains:

• a primary recommendation with a cited "why" tied to the burn-rate projection and the reliability fixes already in flight;
• at least one fallback alternative with an explicit "when to fall back";
• rejected options with reasoning (e.g., why not extend the budget or lower the SLO under short-term pressure);
• stakeholder positions to anticipate - the likely stance of each attendee and the data-anchored rebuttal.

See references/worked-example.md for the fully worked posture.

The "stakeholder positions to anticipate" section is the meeting prep in its purest form - the manager walks in already knowing which positions will be defended and what the rebuttal is.

Step 5 - Audit appendix

Every numeric and every citation in Steps 2-4 traces to a source artifact, laid out as a Claim | Source table (budget-consumed snapshot, burn projection, incident filter, cited standard responses, plus a note that the reversibility / stakeholder-cost scores are heuristics the team can adjust). See references/worked-example.md for a fully populated appendix.

The audit appendix is what the manager shows in retro: "here's why we recommended O3, here's what we said about O4, here's the data we cited." If the team chose O2 instead and the quarter ended badly, the audit traces the decision back to the evidence - not to the manager's gut.

Anti-patterns

Limitations

• Bound by the input quality. A pack built on stale mttr-mtbf-tracker data is misleading; the manager confirms incident-log freshness before the meeting.
• Heuristic scoring. The reversibility / stakeholder-cost scores in Step 3 are heuristic - team-specific dynamics (a Product PM with strong leverage, an SRE on PIP) shift the actual cost. Score is the starting point, not the ending point.
• No real-time data integration. The skill produces a snapshot prep pack. If the conversation slides (decision deferred, new burn alert fires mid-meeting), the pack ages.
• Not a substitute for the meeting itself. Per the SRE Workbook, agreement among the three stakeholders is what creates the policy. The pack structures the input; the agreement happens in the room.
• No legal / contract escalation path. Some SLOs are bound by external customer contracts; this skill flags the contract but does not negotiate it.
• Quarterly window assumed. Other budget windows (rolling 30-day, monthly) work mechanically; the canonical Google SRE framing uses quarterly.
• Single-service scope. Multi-service SLO trade-offs (Service A's budget burn affecting Service B's deploy schedule) require running this skill per service, then a separate cross-service synthesis.

Hand-off targets

• Compute / configure the underlying SLI / SLO / budget → error-budget-tests.
• Maintain the per-incident MTTR / MTBF log → mttr-mtbf-tracker.
• Ladder the SLO conversation outcome into the quarterly OKR set → qa-okr-author (in the qa-process plugin).
• Author the underlying test strategy that the SLO references → test-strategy-author.
• Post-meeting retro on the chosen option's outcome → post-mortem-author when the decision turned out badly; quarterly OKR retro (deferred candidate component) when it played out across the quarter.

References

• Google SRE Book - Embracing Risk chapter (error budget definition, freeze-on-exhaustion policy): https://sre.google/sre-book/embracing-risk/
• Google SRE Workbook - Implementing SLOs (SLI / SLO definitions, error-budget policy structure, the bidirectional stakeholder agreement, the canonical three standard responses): https://sre.google/workbook/implementing-slos/
• CTO Craft - Data-Driven Negotiation with SLIs, SLOs, and Error Budgets (Part One framing the negotiation; Part Two on the conversation structure this skill mirrors): https://ctocraft.com/blog/data-driven-negotiation-with-slis-slos-and-error-budgets-part-one/
• MIT Sloan Executive Education - AI Meets Negotiation: Seven Lessons from MIT (chain-of-thought prompting for option-matrix construction, the methodology underlying Step 3): https://executive.mit.edu/blog/ai-meets-negotiation.html
• Google SRE Book - Service Level Objectives chapter (the contract layer SLOs operationalise: an SLA is "an explicit or implicit contract with your users that includes consequences of meeting (or missing) the SLOs they contain"): https://sre.google/sre-book/service-level-objectives/
• ISTQB glossary - non-functional testing (the layer SLOs anchor on): https://glossary.istqb.org/en_US/term/non-functional-testing
• ISO/IEC 25010 - reliability and performance-efficiency characteristics (the underlying quality dimensions): https://en.wikipedia.org/wiki/ISO/IEC_25010
• error-budget-tests, mttr-mtbf-tracker - sibling skills that produce the input data this skill consumes.
• qa-okr-author, post-mortem-author - downstream skills that consume the conversation outcome.