October 2nd, 2016

Refactoring large monoliths to microservices: strategies, risks and pragmatic reality

Large scale rewrites of systems are loaded with risk. You can address this by preparing the ground in advance and adopting an incremental approach, but a willingness to be pragmatic is essential.

September 20th, 2016

What’s in a name? Three-lettered acronyms and their impact on development culture

Three-lettered acronyms can be a useful tool for providing brevity, but they can also give rise to a coded language that contributes to a cold and impersonal development culture.

June 28th, 2016

Should microservices share technologies and platform capabilities?

Should agile teams be encouraged to share capabilities or be given total autonomy over their technology choices? For larger organisations this can become a trade-off between economies of scale and speed of delivery.

May 5th, 2016

Managing services that don’t have clear code ownership

How do you organise code ownership for services that do not align conveniently with team or organisational boundaries?

March 12th, 2014

What role do architects have in agile development?

Agile principals encourage self-organising teams to take ownership of solutions. This doesn’t leave architects out in the cold, but it does require a more engaged role based on influence rather than governance.

February 21st, 2014

Lean development’s “last responsible moment” should address uncertainty, not justify procrastination

Deferring decisions to the “last responsible moment” can help you to adapt to the inevitable uncertainty that comes with agile development. The risk is that it can become an excuse for uncertainty that undermines development velocity.

August 12th, 2013

Agile velocity is not a measure of productivity

Agile does not necessarily lend itself to management reporting. The few metrics it exposes are designed to support internal planning rather than external measurement. It can be tempting to re-purpose velocity as a measure of productivity, though this will only distort team planning without saying anything meaningful.