ASAS 2015 Henk Kolk
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Transcript of ASAS 2015 Henk Kolk
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Architecting for 400 agile squads
Theory and Practice
Agile and Software Architecture Symposium
Arnhem. Oct 14th, 2015
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Current: Chief Architect Domestic Bank Netherlands - Software Engineering, agile transformation, DevOps, Continuous Delivery, servant
leadership, learning organizations, people, eternal student J - Accountable for the design of the bank
Architecture, way of working, engineering, simplifying and automating (silly) processes
Past: Jack of all trades - Distinguished Software Engineer at a global Systems Integrator - Delivery Unit Manager, CTO, Agile coach Twitter: @henkkolk E-mail: [email protected] We’re hiring
Something about me…
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Way back in 1908 …
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• Henry Ford introduced the first affordable automobile: The T-Ford
• The T-Ford opened up travel to the common middle class American
• The T-Ford was mass-produced on moving assembly lines
• This approach revolutionized transportation and the American industry
• It disrupted prior “best practices” on how to organize efficiently
• Significant productivity growth
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However, 20 years later, in 1929
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Black Tuesday • After years of a common belief in an unending
bull market
• Consumers have accumulated great debt
• There were bank runs & the start of the great depression
• 4000 banks closed in the 4 years that followed
• Deep poverty for many
• Faith in banks restored by creating new regulatory institutions in 1933
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Seems somewhat familiar?
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• 1771: Industrial Revolution
• 1829: Age of Steam and Railways
• 1875: Age of steel and electricity
What was similar? • Technology revolution and creation of
new infrastructure, leading to
• Significantly higher productivity,
• Resulting in a creative destruction of existing industries and infrastructures
• New millionaires, financial derivatives, economic bubbles and subsequent crash
We’ve seen this three times (before)
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*)
*) From Technological Revolutions and Financial Capital, C. Perez
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Why is this interesting?
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• 1971: Robert Noyce and Gordon Moore founded Intel and introduced the first general purpose programmable processor
• Start of the Era of integrated electronics
• Cheap, affordable, etc. (familiar?)
• New productivity paradigm and new infrastructure
• Unending bull market, consumers accumulating debt, financial derivatives, etc
• Financial crashes in 1990 and 2007
We are probably in the backlash of a similar storm
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So, what?
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Somewhat every 50 years, there was a • Major technology revolution that introduces competitive
new infrastructure, leading to higher productivity
• The new infrastructure disrupted industry, commerce and society
• There was a subsequent boom and bust of economies
• After the bust, new infrastructure was in place
• New social “best practices”, a new “common sense”
• New legislation is lagging behind
According to Carlota Perez there is an interesting pattern to be constructed from all of this
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Prior vs. new common sense
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• Each revolution is by definition different from the prior one
• The new “common sense” principles will have to be socially learned
• This learning must overcome the forces of inertia that stem from the previous paradigms 1980’s (stemming from the success of Fordism) • Mass production paradigm: centralized, hierarchical pyramid with functional departments • Implemented by almost every corporation and institutions
• West and East • Schools and Universities • Hospitals
Now • Decentralized network infrastructures, autonomous teams, etc • Battle between the “old common sense best practices” and the “new best practices”
Key insight
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Old paradigms & roles
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• Business Architect
• Solution Architect
• Requirements Specifier
• Designer
• Coder
• Tester
• Deployer
• Chief Engineer J
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SoftwareEating the World
is
Marc Andreessen
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SpeedMarket Share
is
Adrian Cockroft
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Quality of an IT Organization
Quality of its Engineersis
Ron van Kemenade
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The agile journey of ING
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In 2009 ING had a traditional enterprise IT organization
ITisacommodity;everyonecandoITInternal“customers”ITisacostcenter
QualitythroughprocessadherenceLotsofmanualwork&handovers
Mul@plesourcingpartnersScaBeredITlandscapeNon-func@onalsprovidedbyinfra
Star@ngposi@on
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ING has been re-organizing for agility at scale on many levels
StartofING’sownJavacommunity
Engineeringculture
May2010
Fullreorganiza@oni.e.180fullDevOpsteamsEngineershungertotakeresponsibility.
May2013
Oct2009
NewITMgtteam
Thewilltochange
Nov2011
Discussion–whorunsproduc@on.
Cleardemarca@onresponsibili@esinfraandapplica@ons
Sep2014
Needfullautoma@oninfra&scalablesystems
Buildprivatecloud
Startfullautoma@onofITprocesses
Con@nuousDelivery-JezHumble&DaveFarley
May2011
Oct2010
StartofMobileappdevelopment
1stScrumteamandstartagiledevelopment
FormalPla[ormEngineeringteams
APIPla[orm,Cassandra,Con@nuousDelivery
Nov2014
July2015
Needofcommercialcolleaguestojoin
Fullre-orgto400BusDevOpssquads
NewHRmodelforSobwareEngineers
ABrac@ngandnurturingfullstackengineers
October2015
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INGs agile journey so far has been based on 4 ideas
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Con$nuousDeliveryinallourteams
Nothingbeatsengineeringtalent
Partnersarewelcome,outsourcingnotpreferred
Wedis$nguishbybuildinggreatso>ware
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From To • “IT enables the commercial strategy” “IT drives the commercial strategy”
• “IT is a cost center” “IT is a value driver”
• “Outsourcing for the lowest price” “Hiring the best talent”
• “Buy before build” “Building as the way to understanding”
• “Projects to drive change” “Line drives the change”
Pervasive legacy beliefs are the key challenge to overcome
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• There are tremendous differences in productivity and mastery
• ING nurtures young engineers to grow fast
• We recognize that expert and proficient engineers are as valuable (or more valuable) than managers
• We recognize that during the journey to mastery, engineers have different learning needs
ING’s People strategy: we are the place for great engineers
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Novice
Advanced Beginner
Competent
Proficient
Expert
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What does this mean for architects?
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• Expert Engineers or Software Architects -> not always a clear difference
• Engineering communities set the standards & standards are changing faster
• Deep IT knowledge of IT Tribe leads and IT Chapter leads: They have a vision on IT too
• Powerpoint or Visio lagging behind code (version control) and discovered state
• Increasing need for global alignment (other ING countries)
• Culture is key: the invisible rules of what it takes to be perceived as successful. This needs to be discussed. If success is created by teamwork, there is no more “I”.
• Platforms rule. Platforms are designed and built by “Master Builders”
The role of the traditional Architecture department changes
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Continuous Delivery Platform
Load & Performance Tests
Soak Tests
Resilience Tests
Functional Tests
Functional Component Tests
Code Security Assurance
Unit Tests
Compile & Build
Code Quality Assurance
CI D P1 P2 IT T A
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Big Hadoop DWH - RDBMS
Fast Akka Scala Spray Spark Cassandra
Data platform
Akka, Kafka Hadoop
Cassandra
Spray
Millions of customers Billions of messages
• Distributed computing and storage • Open Source based • Near Realtime + Big Data
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API Platform Technologies being used • Java, Scala (JVM based languages) • JAX-RS • RX • Hystrix • Apache Cassandra • Nginx • Apache ZooKeeper • Apache Curator • Ribbon • Docker • Mesos • …
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Everybody
a Designeris
Ron Kersic
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Design, like you give a damn!
Flavia Sequira
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Platform squads “We are here to make other
squads Awesome!”
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Be AWESOMETwitter: @henkkolk E-mail: [email protected] We’re hiring