Your software will break. The more sophisticated it is, the more often it will break. While traditional software design tries to eliminate failure through extensive testing, modeling and other techniques, highly scalable and dynamic systems need to embrace failure. Instead of trying to be robust, these systems need to be resilient, e.g. by restricting the extent of failure through isolated failure domains. Synchronous, state-sharing approaches like many object-oriented systems are notorious for propagating failure and make it difficult to isolate failure. Decoupled, asynchronous systems can add resilience.

This session takes a journey through coupling, asynchrony, conversations, and patterns for resilient software design.

KEYWORDS

Messaging, Architecture, Resilience, Scaling, Asynchrony, Patterns, Design, Decouping

Your software will break. The more sophisticated it is, the more often it will break. While traditional software design tries to eliminate failure through extensive testing, modeling and other techniques, highly scalable and dynamic systems need to embrace failure. Instead of trying to be robust, these systems need to be resilient, e.g. by restricting the extent of failure through isolated failure domains. Synchronous, state-sharing approaches like many object-oriented systems are notorious for propagating failure and make it difficult to isolate failure. Decoupled, asynchronous systems can add resilience.

This session takes a journey through coupling, asynchrony, conversations, and patterns for resilient software design.

KEYWORDS

Messaging, Architecture, Resilience, Scaling, Asynchrony, Patterns, Design, Decouping

Your software will break. The more sophisticated it is, the more often it will break. While traditional software design tries to eliminate failure through extensive testing, modeling and other techniques, highly scalable and dynamic systems need to embrace failure. Instead of trying to be robust, these systems need to be resilient, e.g. by restricting the extent of failure through isolated failure domains. Synchronous, state-sharing approaches like many object-oriented systems are notorious for propagating failure and make it difficult to isolate failure. Decoupled, asynchronous systems can add resilience.

This session takes a journey through coupling, asynchrony, conversations, and patterns for resilient software design.

KEYWORDS

Messaging, Architecture, Resilience, Scaling, Asynchrony, Patterns, Design, Decouping

No organization ever complained that their It department was delivering too fast. However, as technologies evolve ever more quickly and product cycle times keep shorting, it’s difficult for any development team or IT organization to be fast enough.

As these organizations try many things to move faster, from adopting Lean and Devops approaches, moving to the cloud, to working weekends or paying bigger bonuses. Slowly many of them realize that increasing velocity is about more than just moving a bit faster. It takes a fundamentally different mindset – one that looks at the first derivative.

This talk takes a fresh look why moving faster isn’t just about speeding things up and dissects both systems and organizational architectures that are built for economies of speed.

No organization ever complained that their IT department was delivering too fast. However, as technologies evolve ever more quickly and product cycle times keep shorting, it’s difficult for any development team or IT organization to be fast enough.

As these organizations try many things to move faster, from adopting Lean and Devops approaches, moving to the cloud, to working weekends or paying bigger bonuses. Slowly many of them realize that increasing velocity is about more than just moving a bit faster. It takes a fundamentally different mindset – one that looks at the first derivative.

This talk takes a fresh look why moving faster isn’t just about speeding things up and dissects both systems and organizational architectures that are built for economies of speed.

Gregor Hohpe has been a recognised expert in architecture for over 15 years, most recently with his work with a large worldwide insurance company. This is a special opportunity to spend a day learning and sharing experiences on how to navigate a digital transformation in the enterprise.

Many large enterprises are under pressure to transform their IT architecture and organization, as their business is attacked by “digital disruptors”. IT architects can play a key role in such a transformation because they combine the technical, communication, and organizational skill to apply IT for the benefit of the business. Their job is not an easy one, though: they must maneuver in an organization where IT is often still seen as a cost center, where operations means “run” as opposed to “change”, and where middle-management has become cozy neither understanding the business strategy nor the underlying technology.

This workshop illustrates how software or IT architects can play an active role in driving the digital transformation of a large enterprise. To do so, they need to extend their horizon beyond dealing with technology to navigate organizational politics, get management attention, work with external vendors, and pick the right battles. The examples and anecdotes originate from the presenter’s experience as Chief Architect in a large financial services organization that is undergoing a massive IT transformation.

Architects in the enterprise are often regarded as ivory tower residents who bestow their utopian plans upon project teams in the form of colorful diagrams that bear little to no resemblance to reality. The most suspicious in this group are often the “Enterprise Architects” who are perceived as being furthest from actual technical problems.

However, large-scale IT operation and transformation require transparency across hundreds or thousands of applications running on all sorts of middleware in data centers around the globe. The very enterprise architects are likely the only ones who stand a chance to bring transparency into such an environment and who can direct IT investments in the hundreds of millions of Euros towards modernization and run-cost reduction. This sounds a lot more exciting and valuable than drawing pictures!

This session takes a serious but light-hearted look at the role of enterprise architects in modern IT organizations.

Gregor Hohpe has been a recognised expert in architecture for over 15 years, most recently with his work with a large worldwide insurance company. This is a special opportunity to spend a day learning and sharing experiences on how to navigate a digital transformation in the enterprise.

Many large enterprises are under pressure to transform their IT architecture and organization, as their business is attacked by “digital disruptors”. IT architects can play a key role in such a transformation because they combine the technical, communication, and organizational skill to apply IT for the benefit of the business. Their job is not an easy one, though: they must maneuver in an organization where IT is often still seen as a cost center, where operations means “run” as opposed to “change”, and where middle-management has become cozy neither understanding the business strategy nor the underlying technology.

This workshop illustrates how software or IT architects can play an active role in driving the digital transformation of a large enterprise. To do so, they need to extend their horizon beyond dealing with technology to navigate organizational politics, get management attention, work with external vendors, and pick the right battles. The examples and anecdotes originate from the presenter’s experience as Chief Architect in a large financial services organization that is undergoing a massive IT transformation.

Gregor Hohpe has been a recognised expert in architecture for over 15 years, most recently with his work with a large worldwide insurance company. This is a special opportunity to spend a day learning and sharing experiences on how to navigate a digital transformation in the enterprise.

Many large enterprises are under pressure to transform their IT architecture and organization, as their business is attacked by “digital disruptors”. IT architects can play a key role in such a transformation because they combine the technical, communication, and organizational skill to apply IT for the benefit of the business. Their job is not an easy one, though: they must maneuver in an organization where IT is often still seen as a cost center, where operations means “run” as opposed to “change”, and where middle-management has become cozy neither understanding the business strategy nor the underlying technology.

This workshop illustrates how software or IT architects can play an active role in driving the digital transformation of a large enterprise. To do so, they need to extend their horizon beyond dealing with technology to navigate organizational politics, get management attention, work with external vendors, and pick the right battles. The examples and anecdotes originate from the presenter’s experience as Chief Architect in a large financial services organization that is undergoing a massive IT transformation.

Architects in the enterprise are often regarded as ivory tower residents who bestow their utopian plans upon project teams in the form of colorful diagrams that bear little to no resemblance to reality. The most suspicious in this group are often the “Enterprise Architects” who are perceived as being furthest from actual technical problems.

However, large-scale IT operation and transformation require transparency across hundreds or thousands of applications running on all sorts of middleware in data centers around the globe. The very enterprise architects are likely the only ones who stand a chance to bring transparency into such an environment and who can direct IT investments in the hundreds of millions of Euros towards modernization and run-cost reduction. This sounds a lot more exciting and valuable than drawing pictures!

This session takes a serious but light-hearted look at the role of enterprise architects in modern IT organizations.

Many large enterprises are under pressure to transform their IT architecture and organization, as their business is attacked by “digital disruptors”. IT architects can play a key role in such a transformation because they combine the technical, communication, and organizational skill to apply IT for the benefit of the business. Their job is not an easy one, though: they must maneuver in an organization where IT is often still seen as a cost center, where operations means “run” as opposed to “change”, and where middle-management has become cozy neither understanding the business strategy nor the underlying technology.

This workshop illustrates how software or IT architects can play an active role in driving the digital transformation of a large enterprise. To do so, they need to extend their horizon beyond dealing with technology to navigate organizational politics, get management attention, work with external vendors, and pick the right battles. The examples and anecdotes originate from the presenter’s experience as Chief Architect in a large financial services organization that is undergoing a massive IT transformation

Architects in the enterprise are often regarded as ivory tower residents who bestow their utopian plans upon project teams in the form of colorful diagrams that bear little to no resemblance to reality. The most suspicious in this group are often the “Enterprise Architects” who are perceived as being furthest from actual technical problems.

However, large-scale IT operation and transformation require transparency across hundreds or thousands of applications running on all sorts of middleware in data centers around the globe. The very enterprise architects are likely the only ones who stand a chance to bring transparency into such an environment and who can direct IT investments in the hundreds of millions of Euros towards modernization and run-cost reduction. This sounds a lot more exciting and valuable than drawing pictures!

This session takes a serious but light-hearted look at the role of enterprise architects in modern IT organizations.

Coming Soon...

Many large enterprises are under pressure to transform their IT architecture and organization, as their business is attacked by “digital disruptors”. IT architects can play a key role in such a transformation because they combine the technical, communication, and organizational skill to apply IT for the benefit of the business. Their job is not an easy one, though: they must maneuver in an organization where IT is often still seen as a cost center, where operations means “run” as opposed to “change”, and where middle-management has become cozy neither understanding the business strategy nor the underlying technology.

This workshop illustrates how software or IT architects can play an active role in driving the digital transformation of a large enterprise. To do so, they need to extend their horizon beyond dealing with technology to navigate organizational politics, get management attention, work with external vendors, and pick the right battles. The examples and anecdotes originate from the presenter’s experience as Chief Architect in a large financial services organization that is undergoing a massive IT transformation

Many large enterprises are under pressure to transform their IT architecture and organization, as their business is attacked by “digital disruptors”. IT architects can play a key role in such a transformation because they combine the technical, communication, and organizational skill to apply IT for the benefit of the business. Their job is not an easy one, though: they must maneuver in an organization where IT is often still seen as a cost center, where operations means “run” as opposed to “change”, and where middle-management has become cozy neither understanding the business strategy nor the underlying technology.

This workshop illustrates how software or IT architects can play an active role in driving the digital transformation of a large enterprise. To do so, they need to extend their horizon beyond dealing with technology to navigate organizational politics, get management attention, work with external vendors, and pick the right battles. The examples and anecdotes originate from the presenter’s experience as Chief Architect in a large financial services organization that is undergoing a massive IT transformation.

WHAT WILL I LEARN

This workshop covers the different aspects a chief architect has to tackle as part of a digital transformation including:

• The role and qualities of an enterprise or IT architect
• How architecture influences digital transformation
• How to communicate to a variety of stakeholders to instigate change
• Understanding organizational structures and systems
• Putting it all together to achieve innovation and transformation

Architects in the enterprise are often regarded as ivory tower residents who bestow their utopian plans upon project teams in the form of colorful diagrams that bear little to no resemblance to reality. The most suspicious in this group are often the "Enterprise Architects" who are perceived as being furthest from actual technical problems.

However, large-scale IT operation and transformation require transparency across hundreds or thousands of applications running on all sorts of middleware in data centers around the globe. The very enterprise architects are likely the only ones who stand a chance to bring transparency into such an environment and who can direct IT investments in the hundreds of millions of Euros towards modernization and run-cost reduction. This sounds a lot more exciting and valuable than drawing pictures!

This session takes a serious but light-hearted look at the role of enterprise architects in modern IT organizations.

Agile methods and DevOps approaches can bring enormous benefits to an organization by increasing flexibility, reducing time-to-value, all while increasing quality. However, these are not methods you simply "adopt". They require a substantial transformation of a company's values, beliefs, and processes. For example, DevOps is about removing impediments from the flow in the software delivery to the business. Likewise, agile requires changing the way the company budgets and funds projects.

This session reflects on the experience of truly transforming IT inside a large organization as opposed to simply adopting DevOps.

Gregor Hohpe will share insights from his life as a Chief Architect.

Many large enterprises are under pressure to transform their IT architecture and organization, as their business is attacked by “digital disruptors”. IT architects can play a key role in such a transformation because they combine the technical, communication, and organizational skill to apply IT for the benefit of the business. Their job is not an easy one, though: they must maneuver in an organization where IT is often still seen as a cost center, where operations means “run” as opposed to “change”, and where middle-management has become cozy neither understanding the business strategy nor the underlying technology.

This workshop illustrates how software or IT architects can play an active role in driving the digital transformation of a large enterprise. To do so, they need to extend their horizon beyond dealing with technology to navigate organizational politics, get management attention, work with external vendors, and pick the right battles. The examples and anecdotes originate from the presenter’s experience as Chief Architect in a large financial services organization that is undergoing a massive IT transformation.

RESERVE YOUR SEAT NOW

Architects in the enterprise are often regarded as ivory tower residents who bestow their utopian plans upon project teams in the form of colorful diagrams that bear little to no resemblance to reality. The most suspicious in this group are often the “Enterprise Architects” who are perceived as being furthest from actual technical problems.

However, large-scale IT operation and transformation require transparency across hundreds or thousands of applications running on all sorts of middleware in data centers around the globe. The very enterprise architects are likely the only ones who stand a chance to bring transparency into such an environment and who can direct IT investments in the hundreds of millions of Euros towards modernization and run-cost reduction. This sounds a lot more exciting and valuable than drawing pictures!

This session takes a serious but light-hearted look at the role of enterprise architects in modern IT organizations.