Yesterday’s post spoke of how the accumulation of features was limiting us to small, incremental change.
The diagram below re-tells that story:
You’ve probably noticed that microservices are the big buzz in our industry. They’re perceived as being the big white hope for our future. I have my reservations though.
If you’re at t0 in the chart above, microservices allow for rapid rollout of features, whole small-grid architectures even (in a Lean / MVP world). My reservations stem from the propensity for rapid release of microservices to amplify the accumulation of tech debt (ie the escalation of maintenance and testing in the chart above). They have the potential to take organisations to t0+100 really quickly.
The upside though is that replacement or re-factoring of smaller modules (ie microservices) should be easier than the change-out of monolithic software suites. The one caveat… we have to commit to a culture of subtraction projects being as important as feature releases.
Standing out in a highly saturated and fragmented OSS market can be really difficult. We’re regularly involved in bake-offs where we see dozens of OSS
One of the things I love about my job is all the vendor demos I get to see. Product demos are one of the four
Have you read the book, “The 4-hour work week” by Tim Ferris? It was one of those relatively rare books that inspired a complete mindset
Over the years, we’ve been involved in many OSS procurement events and have seen a variety of different pricing models proposed by vendors. Being software,
Here at Passionate About OSS, we are exactly that – Passionate About OSS (Operational Support Systems). We’re also passionate about BSS, NMS, or any other names you call the tools that help to operationalise your network.
2 Responses
Totally agree about subtraction projects – it should be inbuilt into the behaviour and where appropriate, into KPIs and performance targets.
Great idea Seshan!