Presented at OOP2016 with Erich Eichinger The technology changes required when implementing a microservice-based application are only one part of the equation – the business and organisation will often have to fundamentally change. In an ideal world, this shouldn’t be a problem, what with the rise of agile, lean and DevOps, but in reality this is not always the situation. In this talk we will share some stories of successful (and not so successful) strategies and tactics that we have used when introducing microservices into a variety of organisations over the past four years. Join us for a whistle-stop tour of the business and people challenges that we have experienced first hand when implementing greenfield microservice projects and also breaking down monoliths. 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). The main lessons we're keen to share are from observations on a couple of microservice transformation projects we have been involved in - some where teams have been cross-functional and aligned around strategic objectives, and some where they haven't. The latter proved much more challenging, as we saw single domain models being created and shared around the codebase, unclear service/context boundaries, and ultimately people tripping over each other.

1. The Business Behind Microservices:
Organisational, architectural and Operational Challenges
Daniel Bryant & Erich Eichinger
@danielbryantuk| @oakinger
www.opencredo.com

2. Business and People == “Fluffiness”?
06/02/2016 @danielbryantuk | @oakinger

3. “Micro-fluffiness?”
06/02/2016 @danielbryantuk | @oakinger

4. Key Messages
The transition to implementing ‘microservices’ cannot
be completed successfully with technology alone
- Think organisation, architecture, operations -
We require a holistic viewpoint for change, but we often resist.
Challenge yourself, your team and your company
06/02/2016 @danielbryantuk | @oakinger

5. Who Are We?
06/02/2016 @danielbryantuk | @oakinger
Daniel Bryant (@danielbryantuk)
Chief Scientist at OpenCredo
§ Digital/technical transformations
§ Java, Golang, CI/CD, DevOps
§ Maintainer of muservicesweekly.com
Erich Eichinger (@oakinger)
Lead Consultant at OpenCredo
§ Digital/technical transformations
§ Java, Microsoft, Software Craftsmanship, DevOps
§ Microservices, cloud, containers

6. 1. Lets start with a Story... OpENCREDO Went Skiing
06/02/2016 @danielbryantuk | @oakinger

7. 1. Lets start with a Story... OpENCREDO Went Skiing
06/02/2016 @danielbryantuk | @oakinger

8. Over the last few years of working with clients at OpenCredo
We have come to value:
products over projects
small inter-discipline teams over large homogeneous cabals
multiple cohesive services over highly coupled monoliths
goal-driven technical leadership over command and control
automated continuous deployment over manual big bangs
individuals and interactions over processes and tools
Organisation, Architecture, (Dev)Operations
06/02/2016 @danielbryantuk | @oakinger

9. 2. Organisation: Conway was telling the truth...
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10. Conway’s Law
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11. Cross-functional Teams
• Spotify (bit.ly/1C46ZKo)
– Culture
• Amazon (bit.ly/1F3Dgkm)
– Communication
• Gilt (gi.lt/1rgyWvO)
– Strategic alignment
06/02/2016 @danielbryantuk | @oakinger

12. Portfolio Planning
• Budget for capacity (#NoProjects)
• Predictable software development?
– Chase verifiable value instead (KPIs)
• Business cases secure funding…
– Switch to “value-driven” projects
– “What problems can we solve by X?”
06/02/2016 @danielbryantuk | @oakinger

13. A Word of Caution
• Divided Companies
– Traditional ‘enterprise’ organisation
– Command and control, specialised, division of labour
– Predictable in stable environments
– Six sigma, ESBs, and classical SOA
• Connected Companies
– Startups and forward-thinkers
– Autonomous, fractal, service-focused
– Adaptive in uncertain environments
– Agile/lean, REST, and microservices
06/02/2016 @danielbryantuk | @oakinger

14. Bi-Modal / Tri-Modal IT
06/02/2016 @danielbryantuk | @oakinger
blog.gardeviance.org/2015/06/why-
agile-lean-and-six-sigma-must-die.html
Simon Wardleyblogs extensively
in this space…

15. Organisational Values
small inter-discipline teams over large homogeneous cabals
products over projects
user impact over customer requirements
creating verifiable incremental value over adding features
incremental transformationover big-bang “re-org”
06/02/2016 @danielbryantuk | @oakinger

16. 3. Architecture: think Micro, Think Macro, Think LEADERSHIP
06/02/2016 @danielbryantuk | @oakinger

17. Architectural/Design Skills
“If you can't build a [well-structured] monolith,
what makes you think microservices are the answer?”
Simon Brown
(bit.ly/1n7D0vp)
06/02/2016 @danielbryantuk | @oakinger

18. 06/02/2016 @danielbryantuk | @oakinger

19. Architectural/Design Skills
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stackexchange.comwww.etsy.com

20. gilt.com (Are Awesome)
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www.slideshare.net/trenaman/javaone-2015-scaling-micro-services-at-gilt

21. Trust and Empathy are Vital
06/02/2016 @danielbryantuk | @oakinger
bit.ly/1IWwIGV bit.ly/1IYPMKa

22. Architecture, Minus the Ivory Towers
• Technical leadership (bit.ly/1EUwpLl)
• Communication (bit.ly/1Ia3u8o)
• Empathy
• ‘Just enough’ up front design
06/02/2016 @danielbryantuk | @oakinger

23. Migrating Architecture
• Find seams
bit.ly/1SwHryU
• Measure toxicity of code
• Standardise what matters (glue/infra)
• Patterns (bit.ly/1GRch2v)
– Big bang
– Change via copy/extraction
– Strangle
06/02/2016 @danielbryantuk | @oakinger

24. Design for “Replacability”
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James Lewis
bit.ly/1Qy4g2d
Greg Young
bit.ly/1l0ir61

25. Caution: Shiny Technology Ahead!
• Plenty of ‘microservice’ technology
• Emerging platforms and frameworks
– Principles and practice should drive tooling
• How to choose?
06/02/2016 @danielbryantuk | @oakinger

26. Key Skill: Evaluation
“I will postpone using this shiny new framework
until my peers have validated the proposed benefits
with rigorous scientific experiments”
- Said by no programmer
…ever
06/02/2016 @danielbryantuk | @oakinger

27. Matt Raible’s Comparison Matrix
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28. Choose Boring Technology
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www.opencredo.com/2016/01/08/the-seven-deadly-sins-of-microservices-redux/

29. Architectural Values
multiple cohesive services over a highly coupled monolith
trust and empathy over command and control
autonomous goal-driven leadership over chaos and anarchy
implementing signals and performance indicators over measuring vanity metrics
06/02/2016 @danielbryantuk | @oakinger

30. 4. Operations: Automate everything (except the people)
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31. Microservices… Macro Operations
• Microservice Prerequisites (bit.ly/1wIjY58)
– Rapid provisioning
– Basic monitoring
– Rapid application deployment
• In a nutshell…
– DevOps
– CI/CD
06/02/2016 @danielbryantuk | @oakinger

32. 06/02/2016 @danielbryantuk | @oakinger
www.opencredo.com/2015/10/31/javaone-building-a-
microservice-development-ecosystem-video

33. In the Beginning…
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34. Remind Others of the Benefits
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35. …and in the Middle (and the ‘End’)
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36. …and in the Middle (and the ‘End’)
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www.infoq.com/news/2015/06/too-big-to-fail

37. Failing to Prepare, is Preparing to…
• Practice
– Chaos, Gamedays, DiRT sessions
• Accountability
– R.A.S.C.I.
• Engage ‘system 2’ thinking
06/02/2016 @danielbryantuk | @oakinger

38. Helpful Processes
• BDD user journeys across system (via APIs)
– …and individual services
– Don’t forget ‘ilities’ (ZAP, Jmeter)
• Brendan Gregg’s USE methodology
– check utilization, saturation, and errors.
• Symptom-based Monitoring (Ticketmaster)
06/02/2016 @danielbryantuk | @oakinger

39. Operational Values
designing for failure over implementing extensive redundancy
independent automated continuous deployment over coordinated manual
big bang releases
programmable infrastructure over manually-configured snowflakes
Individuals and interactions over processes and bureaucracy
principles and practices over tooling
06/02/2016 @danielbryantuk | @oakinger

40. 5. Change management without Management double-speak
06/02/2016 @danielbryantuk | @oakinger

41. Change Management is Essential
• Fair process (three ‘E’s)
– Engagement
– Explanation
– Expectation
• Leading change
– Transformation is a process
– Visualise the issues and goals
– Communicate, plan, evaluate, learn
06/02/2016 @danielbryantuk | @oakinger

42. (Visualising) Flow
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bit.ly/1OePqid
bit.ly/1VZOsIM

43. Have a Little Empathy…
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44. Some Bedtime Reading…
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45. In summary…
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46. Organisation, Architecture, Operations
products over projects
small inter-discipline teams over large homogeneous cabals
multiple cohesive services over highly coupled monoliths
goal-driven technical leadership over command and control
automated continuous deployment over manual big bangs
individuals and interactions over processes and tools
06/02/2016 @danielbryantuk | @oakinger

47. A Big Thanks To…
06/02/2016 @danielbryantuk | @oakinger

48. THANKS... QUESTIONS?
We are hiring in UK and DE!
daniel.bryant@opencredo.com| ee@opencredo.com
‘Microservices Weekly’ (muservicesweekly.com)
www.opencredo.com/blog
06/02/2016 @danielbryantuk | @oakinger

49. Additional References
• http://www.infoq.com/presentations/7-sins-microservices
• https://www.opencredo.com/2016/01/08/the-seven-deadly-sins-of-microservices-redux/
• https://www.opencredo.com/2015/11/11/testing-with-microservices/
• https://www.opencredo.com/2015/09/20/working-locally-with-microservices/
• https://www.opencredo.com/2015/06/22/microservices/
• https://dzone.com/guides/cloud-development
• https://www.youtube.com/watch?v=wyZNxB172VI
06/02/2016 @danielbryantuk | @oakinger