A little background.
We are an in-house software development team, responsible mainly for producing new functionality & implementing enhancements.
We also provide support for our processes; there are a small number of high-priority processes that already have effective alerting in place when there are issues (mails / phone calls, etc.), and a much larger number of low-priority processes that we react to when asked.
A little while ago, we (along with other teams) installed a "monitor", a flatscreen on the wall, that can show dashboards.
The flatscreen is located directly next to my desk.
Initially, this showed a small number of critical measures. Lately, my boss has gone into monitoring overdrive, and added more and more information-dense dashboards, covering more and more of our low-priority processes.
Obviously, this is becoming increasingly distracting and time-consuming for me, as I feel semi-obligated (if not officially tasked) with looking at the screen and checking to see if any of the information shows a possible issue needing our attention.
He has never directly said to me that this is my formal responsibility, but in team meetings he tells "the team" (who turn and look at me) that we should "notice" and react accordingly. His attitude is that it should take no time to just glance at the screen and see if there are problems.
I have two concrete questions:
How can I persuade my boss that monitoring is an actual task, that takes real time and concentration away from my main job; and it isn't just something that can be done cost-free in the background?
Does anyone have any strategies on how best to manage this activity? Personally, I feel that we should maybe ditch the monitor completely, and define alerts for those things that we feel warrant the team's attention. Is there ever a role for monitoring, as opposed to alerting? This is sensitive, because my boss has built (and is proud of) the dashboards, and I don't want to seem critical of his work.