Adrian spent 15 years writing software on the JVM in both Java and Scala at IBM, The FT and more, before deciding that people were a far harder challenge to master and he moved into software engineering management. Formerly VP of Engineering at Beamly, he is now a Head of Software Development at Tesco where he builds and nurtures teams solving complex problems at scale.
Microservices have often been touted as the natural output of cross-functional teams thus proving Conway's Law: that software will reflect the people structures that created that software. Indeed, at Tesco we've even applied the 'reverse Conway' manoeuvre and structured our organisation to reflect the domain-based microservices we desired.
Such an approach may well be beneficial for building software services, but what about running it in an organisation with a devops mindset? What about delivering outcomes across many microservices? Adrian and Andy reflect on the pros and cons of the 'reverse Conway' approach after several years of living this reality. In this session we'll revisit the topic and explore the operational and delivery complexities that cross-functional teams and microservices can expose and some solutions that are applicable to this challenge.