Architekturtransformation in der Praxis

Keynote von Stefan Tilkov und Gernot Starke, Architecture-Summit März 2017, Mümchen

Transcript

1. Architektur- transformation Stefan Tilkov & Gernot Starke ... sinnvolle Veränderungen durchsetzen
2. Image Credits Sämtliche hier verwendeten Fotos von Personen sind lizenzfrei und stammen von: > https://www.pexels.com > https://unsplash.com/ Ausnahmen sind gekennzeichnet...
3. Es geht um SIE
4. Foto: JAX.de
5. Success Stories Cool People Entertaining Presentations Great New Technology Conference
6. ... & Reality
7. (Resistance) «Stereotypes »
8. Professional Skeptic
9. Enthusiast
10. Yeahsayer
11. Legacy Lover
12. Status Protector
13. Vendor Agent
14. reasons-overview Vendor Agent Status Protector Professional Skeptic Yeah -sayer Enthusiast Legacy Lover
15. Enthusiast RISK: just another challenge I always wanted to solve.
16. Professional Skeptic Intelligence & experience
17. Yeahsayer Politics, Intrigue, Cunning
18. Legacy Lover Investments. LOTS of them.
19. Status Protector Comfort zone... Experience
20. Vendor Agent Trust
21. Good & Bad Reasons
22. Why change?
23. Good Reasons
24. Improve World Improve our work / system Improve our business
25. Bad Reasons
26. Shiny new toys Domain allergy Community status CV-driven development Cargo Cult
27. Shiny new toys Domain allergy Community status CV-driven development Cargo Cult especially bad... Don‘t!
28. So what? Watt nu?
29. You return to work from that nice conference. Your ideas are met with resistance. There are three paths. They are labeled quit, give up, work. $>|
30. They are labeled quit, give up, work. $> quit. That might be clever or not. Fatal CannotDecideException. Keynote over – exited. $>|
31. $> give up. No option – try again. (and if you give up again, you‘re awarded weakling-of- the-month, so think twice!)
32. $> work. You need to think and act strategically. But first, listen to the two old men.
33. Change is hard.
34. Politics Economics Organization Architecture Operations Engineering
35. Politics Economics Organization Architecture Operations Engineering one ring to rule them all...
36. Politics Economics Organization Architecture Operations Engineering fun parts
37. Minimize danger zone Change by Abstraction Change by split S/SCS Build from scratch
38. Change By Split Client Type 1 Flawed System Client Type 2 Kopiere für alle Client-Typen 1 Client Type 1 Flawed System Client Type 2 Flawed System Client Type 1 Reduced to Type 1 Client Type 2 Reduced to Type 2 Commons Reduziere und extrahiere Gemeinsamkeiten 2 Client Type 1 Reduced to Type 1 Client Type 2 Reduced to Type 2 New Commons Optimiere Gemeinsamkeiten 3
39. Change By Split (2) Client Type 1 Reduced to Type 1 Client Type 2 Reduced to Type 2 New Commons Optimiere spezifische Teilsysteme („Splits“) New Type 1 System Client Type 1 Client Type 2 New Commons New Type 2 System return to overview
40. Change-By-Abstraction (1) Client Code Flawed Supplier Client Code Abstraction Layer Kapsele die Interaktion mit den schlechten Teilen Lasse sämtlichen Client-Code diese Kapselung nutzen Erstelle einen besseren Supplier Client Code Flawed Supplier Client Code Abstraction Layer Abstraction Layer New Supplier Client Code Flawed Supplier Client Code Client Code Flawed Supplier Client Code Abstraction Layer Martin Fowler nennt das „Branch-By-Abstraction“
41. Change-By-Abstraction (2) Vervollständige den Supplier, ggfs. entferne den alten. Client Code Flawed Supplier Client Code Abstraction Layer Abstraction Layer New Supplier Client Code Flawed Supplier Client Code Abstraction Layer New Supplier return to overview
42. Recipes & Ingredients
43. Ingredients (appropriate) new technology (as desired) 2 Cups of pragmatism 1 XL portion of economics 1 large portion of politics
44. Find allies
45. Disrupt with care
46. Organize organizational change
47. Ensure positive business outcome think & speak „money“
48. Dr. Gernot Starke Gernot.Starke@innoq.com https://www.flickr.com/photos/foto_db/16000636092 Stefan Tilkov Stefan.Tilkov@innoq.com
49. analyze evaluate improve architecture improvement method Ein (Meta-) Plan
50. Agile Praktiken behutsam aber stringent einführen: • Entwicklung • IT-Betrieb • Vertrieb • Organisation • ...