![]() ![]() In this talk, I’ll share with you some key principles and a number of patterns which you can use to incrementally decompose an existing system into microservices. But how do you do this while still regularly releasing new features? We want to ship features, but we also want to improve our architecture, and for many of us this means breaking down existing systems into microservices. In fact, a big bang migration of a monolithic architecture into a microservice architecture can be especially problematic, as we’ll explore in this talk. With our users expecting new functionality to be shipped more frequently than ever before, we no longer have the luxury of a complete system rebuild. Close modalīig Bang rebuilds of systems are so 20th century. I collect stories from the daily life of IT transformation and package them in lighthearted, but meaningful anecdotes. I rode that elevator for 5 years in a major financial services organization and am now advising major corporations on their digital journey. They do so by riding the “Architect Elevator” from the penthouse, where the business strategy is set, to the engine room, where the enabling technology is implemented. They combine the technical, communication, and organizational skills to create business value from a tech stack refresh, to look behind buzzwords like “agile” and “DevOps”, and to build a technology platform that assures quality while moving faster. Chief IT Architects and CTOs play a key role in such a digital transformation endeavor. “Turning the tanker”, as the need to transform is often described, has become a board room-level topic in many traditional enterprises. This is tough stuff for enterprises that have been, and still are, very successful, but are built around traditional technology and organizational structures. Many large enterprises are feeling pressure: digital disruptors attack with brand-new business models and no legacy the Facebook generation” has dramatically increased user expectations and access to state-of-the-art technologies has been democratized by cloud providers. The Architect Elevator: Redefining The Architect's Role If there is time, he will show how methods like SAFe have never been relevant and never will be, but can be very appealing to a certain kind of manager. For contrast, he suggests Continuous Delivery and lean product development are ageing like fine wines. In this session, Daniel argues from first principles why ideas like SOLID and Scrum made sense in their day, over a quarter century ago, and why they have been superseded and should now be considered harmful. It starts fresh, then it begins to smell, and eventually it rots and can even become harmful! It made sense in the context and constraints of its day, but things have changed and it is no longer relevant.Īs Admiral Grace Hopper famously said: "The most dangerous phrase you can use is 'But we've always done it this way!'" Daniel believes this is why so many people have an almost religious zeal for SOLID, Scrum, and other antiquities. Some advice is a product of its time it ages like milk. As you grow, the advice is waiting there to reveal another layer you had never considered. Each time you revisit it you discover a nuance, a new connection to something else. Some advice is timeless it ages like a fine wine. This is a perspective on software development that will change how you view code. All recommendations are supported by data and brand-new research on real-world codebases. This makes it possible to a) prioritize the parts of your system that benefit the most from improvements, b) communicate quality trade-offs in terms of actual costs, and c) identify high-risk parts of the application so that we can focus our efforts on the areas that need them the most. We then take those metrics a step further by connecting them to values like time-to-market, customer satisfaction, and road-map risks. ![]() We do that by combining novel code quality metrics with analyses of how the engineering organization works with the code. In this talk, Adam takes on the challenge by tuning the code analysis microscope towards a business outcome. Without clear and quantifiable benefits, it’s hard to build a business case for code quality. The resulting technical debt is estimated to waste up to 42% of developers’ time, causing stress and uncertainty, as well as making our job less enjoyable than it should be. Consequently, software companies keep trading code quality for new features. Code Red: The Business Impact of Code QualityĬode quality is an abstract concept that fails to get traction at the business level. ![]()
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