The technology changes required when implementing a microservice-based application are only one part of the equation - the business and organisation will typically also have to fundamentally change.
In an ideal world, this shouldn’t be a problem, what with the rise of agile, lean and DevOps, but this is not always the situation. Daniel Bryant will share some stories of successful (and not so successful) strategies and tactics I have used over the past four years.
Join him for a whistle-stop tour of the business and people challenges that I have experienced first hand when implementing a greenfield microservice project and also breaking down a monolith.
We’ll look at ‘divided companies’ vs ‘connected companies’, determine the actual impact of conway's law, briefly touch on the lean startup/enterprise mindset, dive into change management without the management double-speak, and look at the lightweight processes needed to ensure the technical success of a microservices implementation (e.g. DevOps, CD).
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The Business Behind Microservices: Organisational, Architectural and Operational Challenges
Daniel Bryant is leading change within business and technology with OpenCredo. His current work includes enabling agility within organisations by introducing better requirement gathering and planning techniques, focusing on the relevance of architecture within agile development, and facilitating continuous integration/delivery. Daniel’s current technical expertise focuses on ‘DevOps’ tooling, cloud/container platforms and microservice implementations.