Andy Hedges is a Technology Director at Tesco where he's been for the past 7 years. He's either been writing, deploying and running software or building teams to do that same for 20 years. Having worked at a number of organisations large and small, he cares about creating teams that are highly capable and setting them up for success. He believes that it isn't just the organisational design or the technology that will bring success but the dynamics between the two.
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.