There is a strong trend for microservice based architectures and frequent discussions comparing them to monoliths, Robert Annett explains and defines a monolith as an architectural style or a pattern using three basic viewtypes for characterization.
Organizations are discovering new innovative ways to manage work and unleash the potential of the people who are working there. The Dare Festival Antwerp 2014 focuses on organization design and culture for networked organizations, providing ideas and actionable practices. Frederic Laloux explored 12 organizations who are using fundamentally new ways to manage work and their employees.
Mark Nottingham, chair of the HTTP Working Group, asks the question What is the Web? As he mentions, this simple question has some complex and perhaps unexpected answers depending upon your perspective. A common approach would be to say that it has to be rooted in the Web browser, but that has some interesting consequences, not all of which are useful for non-browser stakeholders.
Organizations look for ways to increase their agility and becoming more adaptive and responsive. There a new wave of modern ways for managing organizations, supporting transparency and self-organization, taking off. LiquidO is an organizational governance model for arranging activities and decisions and giving credit, allowing everybody in an organization to take part in management activities.
At the StrataHadoop conference in Barcelona last week, Rod Smith, Vice President of the IBM Emerging Internet Technologies organization, presented work on an internal product they have been developing in their consulting work with clients that integrates data sources, and data analysis.
Microservices are not new ideas and we will over the course of 3-5 years end up rebuilding WS-* the same way Web Services did rebuild all from CORBA unless we learn from our mistakes and improve to prevent them from being made again, Greg Young stated in a presentation at the Microservices Conference in London.
Microservices are valuable, but to break things up properly creating the right boundaries we need to understand our business and its processes Jeppe Cramon stated in a presentation at the Microservices Conference in London.
Udi Dahan describes how looking for highly cohesive, loosely coupled microservices, not within a system but over the enterprise, we can end up with a focus on organising services around business capabilities spanning the whole organisation since this is what the business care about.
The real requirements of a product are not the functions that are needed, or user stories that have to be delivered. It is the possible improvement of performance that customers can get from using the product said Matteo Vaccari. At the XP Days Benelux 2014 conference he facilitated a workshop together with Antonio Carpentieri about defining the value that is needed by customers.
At the Lean Kanban France 2014 conference Bjarte Bogsnes gave a keynote presentation about beyond budgeting. In his presentation he talked about the problems with traditional management and how transparency and self regulating management comes to the rescue, and the principles and practices of beyond budgeting.
When organizations decide to scale agile they can be looking for agile ways to define strategies, manage direction and sustain alignment. Deploying and stay aligned, is today's challenge said Pierre Neis. At the Lean Kanban France 2014 conference Pierre showed how using Hoshin Kanri has helped global players in their lean agile transition.
Kanban is often used to manage work, but the concepts of kanban can also be used to guide a journey of change in an organization. This is a case study of an insurance company that used kanban to get change done to improve visibility and predictability and engaging their people.
Architecture is looking at things in a bigger context, thinking ahead and making decisions. Using their technical and communication skills architects can play a significant role in this by establishing direct contacts with people at different levels in an organisation, Gregor Hohpe said when sharing his experiences from working for Google, and now as Chief IT Architect at Allianz.
Software Development is often considered to be knowledge intensive, therefor organizations look for ways to enable continuous learning. “We need learning organisations and they start with learning individuals” says Marcin Floryan. Individual learning can be difficult and scaling individual learning even more challenging. What can organizations do to become a continuous learning organization?
Chad Fowler, CTO at 6Wunderkinder, the company behind Wunderlist, describes how they went from a large monolithic Rails application and a large monolithic database to a system with many microservices, and the architecture they ended up with. Starting by adding new functionality as services and splitting the large database into smaller databases, they ended up doing a big rewrite of a new system.