Encourage your Colleagues and Friends to like your proposal to increase its score. That's brilliant. So yeah, I do talk a lot about engineers translating into the language of the leaders they're talking to. And so I'll give a couple of examples to try to make that concrete. Each one had their own file system. They place a great emphasis on trusting superiors, subordinates and peers. What you're allowed to do? So one approach is you have a group of people who've all been through the fire together. The thing that I'm working on right now is a major technology transformation effort at Sabre, where we are trying to recreate the business of travel and recreate ourselves and our systems dealing with a considerable legacy of what we variously call heritage technology, classic technology, legacy technology, and so on. And it keeps breaking in different ways, you learn a tremendous amount about that. I would call it the tale of two outages. Yeah. It was a DevOps from Perth, London. It meant something ingenious. Which is collectively seven orders of magnitude, more transactions than what Google handles each second. So you couldn't even bring that data into lower environments to test out all the permutations. Michael Nygard Service Sales Account Manager - Flow Cytometry at Luminex Corporation. If you think about the tools available within an organization, one of them is vision setting. So each SCS goes all the way from gooey to backend to reporting. I mentioned a famous ACM paper that he wrote that described the re-platforming of the Obidos system. So I guess this is also isolation, but it's the flip side of the predictability. You spend 10 points when you propose a session. You would hear, over lunch, somebody says, "Oh, yeah. This would have been '92. And so he writes about what that cost might look like. But what it means is, I don't have any compile time checking on my large scale architecture, right? In other words, if you lack safety and you try to make a change in an environment that doesn't protect the rest of the environment, then your actions have outsized impact on everyone, or even the organization as a whole. And you say that 10 or 12 times in different ways and the message gets across. Can you share one like that? So, you get the formal structure and a shadow network or shadow structure. And I thought that most of our break fix work was going to be around dead CPU or burnt out fans or failing hard drives. Lawsuits, Liens or Bankruptcies found on Michael's Background Report View Details. Another team, 15 people behind schedule over budget, which one does the company put its funding into? So, lacking that, people still need to get their job done. Oh my gosh. In the latest episode of The Idealcast, Gene Kim is joined by Michael Nygard, a senior vice president at Sabre and author of the bestselling Release It! And we were fascinated by the perspectives that she shared with us. And I was the only UNIX person in this entire UNIX's facility of mainframe programmers. In the last podcast I had interviewed my mentor, Dr. Steve Spear. There's plenty of frustration to go around. If you come in and you say, "My visitor pattern is overtaxing the garbage collector, the Ops person is likely to kind of go, "Well, okay, that's interesting. And it might take hours or even days for the right two people to talk to each other to solve the problem. I wrote a blog post about this that I called: The Fear Cycle. Architecture as the Organizing Logic for Components and the Means for their Construction, In the latest episode of The Idealcast, Gene Kim is joined by Michael Nygard, a senior vice president at Sabre and author of the bestselling, Michael has helped businesses and technology leaders in their transformation journeys over his long career and was even one of the inspirations behind, For sponsorship inquiries, please contact Ann Perry (, Michael has written and co-authored several books, including, 97 Things Every Software Architect Should Know. And as we've often heard, process is the scar tissue of past incidents. And Oracle RAC is what? Absolutely. But the other aspect is about the orderly construction of the things that you're creating. (One popular infomercial shows incompetent people mangling tomatoes transitioning into Ginsu-wielding sous chefs; the architecture pitch starts with hideous complexity then moves to clean orthogonal box diagrams.) David Sinclair - Cracking & reversing the aging clock - Science Unlimited 2019 - Duration: 18:36. Abolishing zero defects means that we do not stifle boldness or initiative through threat of punishment.". We've definitely found that integration gets worse the longer you let it go, right? Post back to the interview. You'll copy the behaviors that are obvious and easy to copy, but you won't be the mindset out of which those behaviors were produced. Conversations with experts about the important ideas changing how organizations compete and win. And incidentally, one of the biggest surprises for me, in the state of dev ops research, was that architecture is actually one of the top predictors of performance. This is what such rumor mill triggers certain responses, whether it's fear or ambition or greed. Too often, project teams aim to pass QA instead of aiming for success in production. Even though the org chart might look the same, there is actually an explicit interface that says these people are allowed to talk to each other to achieve a common goal, and that is not contradictory to the goals of each one of those silos. But you and I know from our work enclosure that sometimes separating things into different concerns that are each extremely simple to build the net time for building it is less. So I looked at this and I'm like, "This is embarrassing. Too many notes." It looks like more complexity, which makes people think it's going to take longer to build. As part of a positive compliance effort, I wrote a version of VI that worked on a full screen synchronous terminal. It's in a bakery. And within a year after they put in this, they turned everything around and ended up with this incredible way of implementing features that were not only more productive, but had better outcomes and happier engineers. I will put a link to all of these resources in the show notes. Mike tell everyone how they can reach you. In other words, I certainly couldn't explain it to someone else at that moment in time. And that's what he calls decentralized economic decision making, that you might have read this in his fabulous book. Amazon doesn't do that. And they found that whatever part of the property they eliminated SPRouter, suddenly deployment lead times went way down, the deployment outcomes and fess outcomes went way up. So there's a couple of variations on that. Many organizations in need of transformation are too much in the command and control space. Yeah, on my face, if you can see me, I have this giant grin as Michael explaining to me that it is not a bad thing, that there are too many notes in the scores, yeah but there is actually, could be a potential great business advantage, and simplification, and maintainability and so forth. That's where we hang coats. Actually, we want a lot of speed boats, but we want them all going in the same direction because otherwise they'll crash into each other and sink. That, especially as an architect, you have to be able to ride the elevator from the boiler room where you're talking to the people who have their hands on the real work, they keep things running and you ride the elevator up to the boardroom where you're talking to the people who, to them, the boiler room is an abstraction. Whether it's technology leadership, business leadership, yeah. Oh, actually I know how to ask this more directly. And don't forget the value of being able to delete things or shut things down. If you were not able to meet him at the JDD conference last Monday, you can always listen to his talk during our Sabre meetup that will take place on Wednesday next week. And as someone with an engineering background, you go, "Holy crap, five minutes of backlog. And I remember laughing when I heard this because it matches one of my own 'aha' moments, which is really that you need an org chart and a software architecture that are congruent. His work has pioneered patterns that we're all familiar with now, such as circuit breakers, the bulkhead pattern, chaos engineering, and so many more. He is a highly sought speaker who addresses developers, architects, and technology leaders around the world. So, can you talk a little bit about what it is like being responsible for a quote enterprise architecture and what are the best attributes among the counterparts that you deal with? So that decision making could be localized that they could do the work without any dependencies. Then you change the org structure but you keep the tools. Michael Nygard; Michael Nygard's Reputation Profile. So when you're talking to database people, you probably talk about tables and columns and data types. Well, I'm on Twitter. That's stunning. But the question you asked was about whether leaders needed to know more about architecture and how that interplay between org and architecture could maybe go both ways. Teams must communicate with each other through these interfaces. But there's definitely an alternate path you could go down and say, "I'm going to have strongly typed interfaces and those types are then how I communicate between the parallel streams. View Michael Nygard’s profile on LinkedIn, the world's largest professional community. Right. So I think these problems are so important. It really, at that time, there wasn't as strong a divide between development and operations. And I can use metaphors. He wrote in a 2009 article that every one of these deployments required a long unwieldy process, requiring complicated coordination and that limited our ability to innovate fast and at scale. And then you paint this other extreme, where those two engineers are immediately able to contact each other and solve the problem together much more quickly. And imagine then that like two weeks after that conversation, you could see that bit running. And absolutely not. Thank you. I was like, "Why are they doing that?" I remember hearing a great story from a friend at HPE. And one of the things that I'm trying to do is be able to learn about what he calls, structure and dynamics, with the goal of as parsimoniously as possible, explain how organizations work, how organizations behave. Sometimes, think of it as the land that time forgot. So the Army Rangers kept on reporting through the department of the army. All teams will henceforth expose their data and functionality through service interfaces. Absolutely not. Coupling seems to be the root of all ills. I realized I could have been clearer in that explanation. But we also think that you're probably not going to be able to do this. You’ll work on real problems drawn from a variety of industries. And when you look at the mechanics that caused that to be true, what happens is: two groups that don't talk all the time have to coordinate on a deliverable that causes them to negotiate an interface. There was an individual I worked with that would probably fall onto the chaotic neutral alignment in DND. You should consider sharing your proposal on popular Social Networks. 0 Profile Searches Follow. Wise leadership is required to avoid the fear cycle. Like you mentioned, machine names, ports, files, locations, that sort of thing. There must be no zero defects mentality. You could have a body of the butterfly where you've got front end services, that call an API layer, that calls a backend services. It's a funny story because it's sort of an extension to the extreme of patterns that we've actually seen, right? The communication structure doesn't always follow the formal structure of the org. I know something about the construction of the components, but I know nothing about how they're allowed to interact. They are perfectly consumer focused. You go from two teams to three teams. TPF delivers fast, high volume, high throughput transaction processing, handling large continuous loads of essentially simple transactions across large geographically dispersed networks. And now you're beginning to speak the language that they speak. So our value proposition was you can amortize the cost of doing that by sharing the expense. And so these would have cause one to constrain the choices so that we don't get into a position where we're accepting or processing something we shouldn't, right? The short story goes: back in 2008 and the bad, dark days of Etsy, they had this problem where in order for the company to ship a feature, two teams would have to work together. I'm pretty active there as M-T-N-Y-G-A- -R-D. And you can use [email protected] to reach me by email. It became untenable, unsafe and a huge productivity hit to implement anything anymore.". Let's talk about a company that operates in many geographies with many customers who take different forms of payment. I think you called it maneuverability in one phase. Can you tell us the story of how you ended up gaining this unique type of perspective that allowed you to write the first edition of release? The dependency, topology where everything calls everything else. It was around 2003, I think 2002 or 2003, when I was looking for a contract, I had come out of a consulting partnership and was looking for something to kind of fill the time. And then we try to make every change as small and local as possible. KEYNOTE SPEAKER Michael Nygard strives to raise the bar and ease the pain for developers around the world. But you can interpret the term enterprise architecture in two different ways. Also advising on the architecture of the software and trying to make them work together to be congruent. You don't have good isolation between different chunks of JavaScript being loaded. Google is famous for its scale, processing something like 70,000 searches every second. What definition do you in your thinking's writings and doings? That's a fictitious example of a pattern that actually has occurred. And then you translate it to dollars. The impact of this is common in the next paragraph text to the being. And scale down, and I took that with me into all of that memo Vice 00:58:57... Good example because it 's still a vision that I 've been working on, they do know! Build things when you michael nygard sabre to communicate and communicate and communicate and as... Destruction process or continuing renewal process is really important the ability to hit a button so that probably. 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