How to be a Good Software Architect

Wikimedia Commons
Wikimedia Commons

Ah, architecture – the broccoli of software industry. You know it is good for you, but you would much rather feed it to the dog under the table and move on to the ice cream. Ever since Joel Spolsky coined the phrase architecture astronauts, the role of architect has simultaneously been questioned by developers and line of business.

Developers suspect and occasionally despise software architects because they don’t like to be told what to do (they are wrong) and because architecture bestowed on them from the Ivory Tower is often confusing and verges on unimplementable (they are right).

Meanwhile, business suspects architecture because they don’t see how it solves its problems. Until you can ship iArchitecture 6s to the customers, business owners lack the direct link between architecture and bottom line. “I see what you are saying, Dejan, but in the last project a team of enthusiastic developers built a product on time without any architecture and it was just fine”. The fact that this product was an unmanageable steaming pile that nobody wants to maintain now didn’t help them draw the connection.

So what are we to do? Clearly, architecture is good for software the way vegetables are good for us. On the other hand, architecture created without any connection to the imperfect reality is useless. Selling architecture to executives is a fool’s errand. Is there a way out of this conundrum?

Of course there is, and is practiced as we speak in hundreds of companies. You just need to sneak the architecture in. Moms around the world know they cannot sell the broccoli to children by winning a rational argument involving the importance of nutrition. Instead, they either negotiate (first broccoli, then ice cream) or just sneak the veggies in. I don’t recommend you negotiate with business – like car salesmen, they are much more skilled in it than you are. Instead, just sneak the architecture in as part of normal development.

In order to be successful, you need to win over the two groups looking at you as if you are about to steal their lunch money.

The pragmatic architect

In order to win the developers over, you need to earn their trust. The easiest way to earn their trust is to become one of them. Architect of some kind is typically a role on the technical career path, on the way to Principal Engineer or Distinguished Engineer or Fellow. Notice the word “engineer” in the title. You have selected this path because you want to lead by example, to inspire, to make people follow you because they want to, not because of the org chart.

In order for developers to follow you enthusiastically, you need to get your hands dirty. Never stop coding! Coding is your anchor, your stabilizing force that prevents your architecture from morphing into unimplementable gibberish. The role of architecture is to give the code structure, a skeleton that prevents it from turning into an unmanageable goo. The role of practical architecture is to prevent the overgrowth of the said skeleton, before it turns a juggernaut into a WW I tank, with all of its speed and maneuverability.

It you are senior enough, it will be hard to code day in and day out. If you have the time for that, why are they paying you architect salary anyway? Spending too much time in the trenches may indicate that you are under pressure because people under pressure tend to slide back into a role they know best, and for you that is likely one of the coder. No, your role is more complex – you need to travel up and down the layers of abstraction constantly. You need to ascend to see the big picture that can be lost in the details, then descend to the details where the devil is, to make sure you kept all your pragmatic marbles.

What I like to do is go about two months ahead of the team. I anticipate the technical problems we are going to face, look for the possible solutions, write a prototype and blog about it (on this blog, in fact). By the time the team hits the problem in development, I have enough hands-on experience with it to speak about the problem without the imposter syndrome, a prototype, and a blog with code snippets (Blog as a Service). Works great, pays back tenfold.

Architecture in motion

On to the business. I already explained that architecture is not something you can directly sell to the business owners. People who love technology often derive pleasure just working with it. You learn a new language or a new framework and you are ecstatic. Executives look at you as you explain it and their eyes glaze over. But explain that the framework will cut operating costs in half due to the lower resource demands, or that it will cut time to market, and the room is yours.

Things are not very different in other walks of life. Actual architects may have a problem explaining the fact that load-bearing walls ensure building’s structural integrity. I bet they will have no problem explaining a pile of concrete, loss of revenue and a torrent of criminal negligence lawsuits. Architecture has to drive business impact, otherwise it is an intellectual exercise you should do on your own time (another Flux library, anyone?).

The problem with software is that it is hard to paint such a clear picture while it is being built. So don’t. Practice architecture in motion – infuse it into code while it is being built, don’t make it a separate phase. Blog about it, make diagrams for the teams so that everybody has a clear idea what you are building, write docs, define solid APIs, explain how everything fits together. Just don’t call it out as its own thing, because line of business does not care and cannot separate it from overall development cost.

Just say “we build good software”, and when the solidly architected product or service hums in production and does not implode from its own weight, say “because we are a great team”. Architecture is implied.

Lead it, own it

In order for all this to work, you cannot sit on the side occasionally bestowing architectural nuggets on the teams working on the project. Developers will politely listen to you but most of the leadership will come from the actual tech leads in the mud with the solders. Meanwhile, business will occasionally ask for your opinion but they will go to the tech leads for status. Don’t be the architect on the sidelines, be the technical leader using architecture as your secret weapon.

Then when you are in charge of the delivery, you can sneak the architecture in small doses into every feature, like parts of the wall Andy Dufresne sneaked into the yard in The Shawshank Redemption. The warden will never know.

© Dejan Glozic, 2016

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Pessimism as a Service

As far as I can remember, I was forgetful (ironic, I know). I could be driving for ten minutes, wandering why I don’t see the phone Bluetooth symbol on my car’s dash, and realizing I forgot my cellphone at home. Lately, when I reach the door, I ask myself: “OK, what have you forgotten”? Not “have you forgotten anything” but “what”, assuming that an affirmative answer is a forgone conclusion. Such a negative, “guilty until proven innocent” approach saved me many times, but taxed my soul. Am I really that predictable? Is cynicism the only way?

As our super cool, micro-service packed, React supercharged project is picking up steam, I am looking at everything we have done and counting the ways we have deployed ‘Pessimism as a Service’ to production. These examples may seem disconnected to you, but I assure you, there is a cold, calculated thread binding them. Hey, it’s a totally accepted artistic form – my own omnibus, as it were.

Micro services and human nature

I said it before, and I will say it again – micro services are more about people and process than about technology. In his strained attempt to disguise his distaste for micro services, Martin Fowler has still mustered a fainted praise in the way micro services tend to enforce code modularity.

The trouble is that, with a monolithic system, it’s usually pretty easy to sneak around the barrier. Doing this can be a useful tactical shortcut to getting features built quickly, but done widely they undermine the modular structure and trash the team’s productivity. Putting the modules into separate services makes the boundaries firmer, making it much harder to find these cancerous workarounds.

Martin Fowler on Strong Module Boundaries

It this will not inject you with a healthy dose of Weltschmerz, nothing will. What he is saying is that reaching directly into modules instead of using proper interfaces is a tech version of a cookie jar, and instead of counting on your maturity and discipline, micro services simply hide the cookie jar or put it on a top shelf, were you can’t reach it because you skipped the gym too many times.

Large systems are built by real-world organizations, and people are messy, petty, complicated, full of hidden agendas and desires. Engineers who try to look at micro services as a rational system fail to grasp the potent property that requires high emotional intelligence to understand. And it is nothing new – in fact I posit that the first micro service architecture has been practiced by the Nipmuk Indians, living near the lake in today’s Massachusets of the impossible name Chargoggagoggmanchauggagoggchaubunagungamaugg. Translated, it is really a module boundary protocol:

You fish on your side [of the lake], I fish on mine, nobody fishes in the middle.


– Full Indian name for the lake Manchaug, shortened by locals not familiar with micro-service architecture

So, yeah. Ideally, a monolithic system could be highly modular and clean if implemented by highly disciplined, rational people impervious to human foibles. When you manage to hire a teamful of such people, do let me know. In the mean time, the jaded micro service system we are using is humming in production.

AKKA is not a true micro service system

True story – I went to present in the first Toronto Reactive meetup because: (a) I mixed Reactive with React and (b) I wanted to learn what the whole Reactive Manifesto was by presenting on it. Hey, learning by doing!

As such, I was exposed to the AKKA framework. You can read all about Reactive in one of my previous blogs, but suffice to say that AKKA is a framework based on the ‘actor’ pattern and designed specifically to foster an asynchronous, dynamic and flexible architecture that can be deployed to a single server, and then spread out across any number of clusters as the needs grow.

There is a lot to like in AKKA, but I must sadly posit here that it is not a true representative of a micro service system. It is a system inspired by micro services, implementing many of their tenets and with some really nice properties. And yet it betrays one of the key aspects of micro services in that it is not pessimistic. In order to get the benefits of it, you need to lock yourself into a Scala/AKKA stack, paraphrasing the famous Ford Model T joke (you could order it in any color as long as it was black). You lose the ability to choose your stack per micro service.

This property is often misunderstood as a licence for anarchy – a recipe for disaster, cobbling together a concoction of languages, platforms, stacks and runtimes that nobody will be able to keep running and maintain. Of course that unchecked freedom has its price: a real world microservice system will most likely be using only 2-3 stacks (in our case, they ended up being Node.js and Java) and a small number of client side frameworks (for our extended team, React and AngularJS). But there is an ocean of separation between one and two platforms – the former representing lock-in, the latter being freedom.

As I always assume I forgot something, we should always assume that something better is just around the corner, and we don’t want to be hopelessly locked in when it arrives. But we also don’t want to bet our farm on it just yet. This is where the ability to start small is vital: we can try out new approaches in a single micro service without the obligation for a wholesale switch. AKKA requires that we profess our undying love to it and its Scala/JVM stack. Your milage may vary, but I cannot put all my money in that or any other single basket.

React is smart so you can be dumb

On to the client side of the the full stack. My readers know I have expressed my reservation about AngularJS before. I always found its syntax weird, its barrier of entry too high for a practical working system, and that’s before we even mention the version 2.0 schism. However, I always feared I will be viewed as ‘old man that yells at cloud‘ for not recognizing Angular’s genius, until React arrived.

You see, I got React instantly. I didn’t have to scratch my head and re-read its examples. When you read React code, you know exactly what is happening. Of course, that’s because it does less – just the View part. You need to implement Flux for coordinating actions, data stores and views, but Flux is even simpler, and consists of a single dispatcher module you fetch from NPM. You also need something like react-router in order to handle client side page switching. Then you need something like react-engine if you want isomorphic apps (I was told the new term is ‘universal’; I will use both for fun).

You may not fathom the difference in approaches between AngularJS and React until you watch the video explaining React’s design philosophy. You can tell that Facebook deploys React to production. In my opinion, Angular suffers from being designed by rock stars for other rock stars. Once you start getting real and deploying non-trivial apps to production, you need to scale, and that means increasing the number of people that can be productive with your framework of choice. React was designed with the assumption that if the framework is predictable and relatively simple, the velocity can be increased without the proportional increase in the bug rate. Otherwise, what’s the point?

React designers took human nature into account, assumed that we are all dumb at various times of day or week, and ensured that even in those unhappy moments, we can still read our React code and understand what it is doing with relative ease. It feels like a rotten compromise, but it is pure genius.

Web Components just around the corner

Ah, Web Components. The ultimate native component model that will solve Everything. Three years ago there was a lot of excitement, and people jumping on the polyfills to ‘temporarily’ shim the browsers until everybody implements them natively. Fast-forward to November 2015, and today you still cannot bet your project on them in production. Yes, they are natively implemented in Chrome, but if you didn’t want to use IE-only browser extensions 15 years ago, why would you do it when Google, and not Microsoft, is the vendor trying to sell its agenda as a standard.

Yes, there has been some movement on cross-browser support for Web Components, at least when Shadow DOM is concerned. Nevertheless, nothing stands still, and now some aspects of the ES6 module loading are at odds with HTML Imports (an important part of Web Components spec).

And of course, what has also happened in the last three years is that we got React. It has a very strong component model (albeit one that you can only peruse if you lock yourself into React), and more importantly, it extends to the server and even native rendering. This makes React attractive in ways that Web Components will never be able to match.

A year ago, we seriously toyed with the idea of just using shims until Web Components, clearly the future of the component models, arrive. I am glad I allowed my jaded self to prevail and instead used React – it helped us ship to production, with no performance compromises coming from shims, and looking back, we would be nowhere close to the promised glorious future if we allowed exuberance to sway our better judgement.

I am not saying ‘No’ to Web Components forever – they are actually not incompatible with React, and in fact a low-level Web Component can be used just like a native component in a React application, reaping the benefits of the DOM diffing. However, we don’t intend to write Web Components ourselves – we are fully isomorphic and server-side rendering gives us benefits that a comparable Web Component would not.

I predict that Web Components will be the way for incompatible frameworks to co-exist, the way to ‘fish in the middle’ of the Nipmuk lake mentioned above.

Optimism dreams, pessimism ships

These four examples show why enthusiasm and optimism rule the prototypes, meetups and articles, but pessimism takes over in production. Taking human nature into account, rolling with the imperfections of reality, expecting and preparing for the worst pays off tenfold once the projects get serious.

Now, if I can only remember if I turned the stove off before leaving home.

© Dejan Glozic, 2015

The Art of Who Does What

Jacob Duck, Dividing the Spoils, 1635, Wikimedia Commons
Jacob Duck, Dividing the Spoils, 1635, Wikimedia Commons

Job posting: If you like my blog and would like to work on the stuff I write about, come and join my Toronto team.

Novelist Erich Maria Remarque claimed in one of his novels that civilization is a thin veneer, covering the primal urges of savages ready to grab each others’ throats at a moment’s notice. You can attest to that at times of temporary breakdowns such as power outages, elevator malfunctions, or heated sports events. In the relatively rational and orderly corridors of corporate life, nothing brings the primitive reptilian brain to the forefront like the activity of divvying up the work.

There are perfectly rational explanations for why this happens. Work is a big part of our identity. It is now spilling out into our personal brand as well – your LinkedIn and Twitter profiles say what you do for living. You will go great lengths and exert a lot of effort in order to move that needle from ‘Something’ to ‘Architect Something’ to ‘Senior Architect Something’. You want these changes to reflect on your LinkedIn profile as an upward progression, a well managed and deliberate career narrative.

Titles aside, most people want to do meaningful work, and want to grow their career by kicking ass, not by marking the time. A precondition for this is to be assigned a great and meaningful task that you can crush, being amazing as you are.

Divvy up

In corporations large and small, there comes a time where in one part of the room, you have a few nervous people, and in another, a pile of stuff to be done. Call it a work pie – it has to be cut and divided among them. Now remember the ‘civilization as a thin veneer’ and you can imagine the emotional undercurrents of such a situation.

Divvying up the work is tightly connected to hiring, and those two activities may act like the chicken and the egg in many situations. The amount of work is also very important. If this is the only pie to divide, tensions will be much higher than if the pies keep coming – people who didn’t get their piece will be much more relaxed if a new one will arrive in 5 minutes.

In my professional life, I have observed several situations I will try to enumerate here.

Grow with work

What is more fitting to start with than, well, a startup. When you have two starry-eyed founders and a lofty vision (according to HBO’s Silicon Valley, which must include a desire to ‘make the world a better place’), there is this infinite pie that never gets smaller no matter how much you cut it. Founders work day and night and ‘who does what’ discussion is very short and efficient. Nothing will matter if work is not done before the VC money runs out, so getting it done is primary consideration.

According to the guys of 37signals, most startups are careful with hiring and really only hire when they reach practical limits.

The right time to hire is when there’s more work than you can handle for a sustained period of time.

Jason Fried & David Heinemeier Hansson, ‘Rework’

In this mode, dividing the work is a low ceremony affair – everybody wears many hats, and there is a sense of ‘we are all in this together’. This is a good phase.

Lions eat first

When companies are growing quickly and they are having a lot of impact, careers take care of themselves. And when companies aren’t growing quickly or their missions don’t matter as much, that’s when stagnation and politics come in.

Google’s Erich Schmidt to Sheryl Sandberg

When Facebook’s Sheryl Sandberg got this advice from Google CEO Erich Schmidt, it highlighted the moment when the pendulum swings and there is more people than work. In most real world organizations, the amount of things to do grows and shrinks faster than the teams do. After all, you cannot be hiring and firing people all the time – it is expensive and bad for morale.

In those situations, politics goes into full swing, and managers closer to the executives in control of the pie get the choicest pieces, leaving the scraps for the less connected and less savvy. This was and still is a reality in many big corporations to one degree or another, but things are changing there as well. New organizational trends already brought us flatter structures. Matrixed organizations with feature teams are more often the norm, with models like the one used by Spotify being all the rage recently.

There are varying reasons why certain teams tend to run away with key pieces of the mission. They can have a track record of delivery, which is fair. They can also have a critical mass required to take on an important mission. They can also be tapped to own the technical area (say, compilers) and have the expertise. But sometimes there is the inertia that crosses over into politics. A team that traditionally owned an area may be a bad choice to take that technology to the cloud because of the skills mismatch. In many of these discussions, the results will not seem fair to the outside observer not in on the subtle political undercurrents of the situation.

Second wind

A comical side-effect of the ‘lions eat first’ model is that eventually lions get stuffed silly and cannot take another bite. In my time, I was often far from the main power centres, so I developed the art of the second wind to perfection. Here how it is plaid:

  1. The first pie arrives to the table
  2. Lions eat first, stuff themselves until they cannot breathe
  3. After a while, an unexpected pie arrives. Lions watch it with sad eyes, unable to do anything.
  4. You jump in and run away with the whole new pie.

As I said before, this all depends on the availability of the new pie. But even in the olden days it was possible. The first division of ‘who does what’ is normally based on the very imprecise ideas of what the new project is all about. After a while, reality sets in, holes are identified, new requirements emerge, and this is where you can jump in and get that work.

Or you can invent a whole new pie. You can actively look for gaps in the vision, notice the opportunity, prototype something and demo it to the executives. When there is not enough pie on the table, create more by innovating.

Note that this model is becoming more of a norm lately. Everything is speeding up, cycles are getting shorter, feature teams (or should I say ‘squads’) are formed and dissolved at a faster rate. This is good news, because there is nothing like office politics to sap enthusiasm and energy from bright and starry-eyed new hires. I am happy we are slowly moving away from politics-ledden job partition, if only out of necessity brought on by the tectonic shifts in the industry.

Getting ahead of the HR curve

Alas, where there are people, there will always be some amount of politics. The corporation does not even have to be that big to get into the bizarre game of req tickets:

Reqs vanish randomly, often without notice, without reason, and at the least convenient time.

Rands in Repose

First of all, if you have hiring tickets, congratulations – it means you are on a project that is growing (assuming these are not backfills). You may even be in the coveted ‘startup in a large organization’ situation, where you are trying to grow a 1.0 project and are staffing like crazy.

This is an often comical situation because you are trying to be two things at the same time. You are trying to move fast, build a team and be nimble, while at the same time dealing with a corporate machine that is not designed for that. You are growing against a fluid plans and visions that change daily (or should I say ‘pivot’). And you never know when the executives championing the new startup culture will succumb to bean counters’ nagging and rein in the mad hiring sprout.

You could say that true startups grow with concrete work, and that this is not a very startup-like behaviour, and you would be right. However, there is logic to it:

  1. You are growing a team with a general skill set, kind of like a local competency centre, or to use the Spotify parlour, a ‘chapter’. You can form guilds as needed, but your chapter will be more stable and build an enviable track record that will attract new work in the future.
  2. You are building a centre of gravity that will assist you in the upcoming ‘who does what’ discussions. You want to be the path of least resistance for tasks that look related and up your team’s skill alley.
  3. And of course, a req ticket unused is a req ticket lost.

Be the baker

Based on everything I said so far, it appears that in order to change the conversation, it is better to ensure that pies are coming than to entangle in the ugly politics of wrestling over a scarce resource. Build a team of great skilled developers, preferably able to do full-stack development and do many things with aplomb, and then unleash the innovation that creates new pies out of thin air. It is better to be the one creating the new work than fighting over it.

Now if you excuse me, all this talk about pie made me hungry. Mmmm, pie.

© Dejan Glozic, 2015

Same Company, New Job

Verrazano-Narrows Bridge: The Beginning, Metropolitan Transportation Authority of the State of New York, Wikimedia Commons
Verrazano-Narrows Bridge: The Beginning, Metropolitan Transportation Authority of the State of New York, Wikimedia Commons

If you read my bio, you can find out that I come from Europe. In that part of the world, if you hop in a car and drive in any direction, you will enter another country that same day. In contrast, you can drive thousands of miles, cross three time zones and many different geographic and climate regions and still be in the USA. Many people there had rich lives doing very different things while never really needing their passport.

I feel the same about career change. In Silicon Valley, people normally switch companies when they feel like doing something different, because companies are small, young and focused. But when you work for a company as large and multi-faceted as IBM, you have the other option – to change what you are working on without having to go through the new employee orientation again and learn where coffee is. And that is exactly what I am doing.

I am moving on to a new job, from DevOps to Data Analytics. I don’t need to spend a lot of time making a case why cloud data and analytics is currently exploding as an area. The amount of data we are amassing is unprecedented and relentlessly growing. With the new data that IoT devices will bring to the table in the coming years, we have a dire need to collect, store and most importantly, make some sense of it all, otherwise what’s the point?

Of course, I was not looking for an entirely clean start. I spent more than a year blogging about Node.js, micro-services, message brokers, authentication, UI composition. I simply intend to employ all the great stuff I have carefully curated for presenting and visualizing the data and the results of data analytics in the cloud. All the lessons of clustering, high availability, caching and DevOps automation will also come in handy in the new job. In other words, what is changing is ‘What’ but not the ‘How’ part of the equation.

Come join me

In the book ‘Being Geek’ by Michael Loop (aka Rands in Repose), the following section in the chapter ‘The Deliberate Career’ best describes my next adventure:

A start-up is more likely to be in a state where it’s hiring lots of people, aggressively attacking new problems, and having a sense of urgency. Still, you can find the same attributes in a large company in a specific group that has been tasked with the new and sexy. This hybrid might be the best of both worlds – the urgency of a start-up supported by the stability of an established company.

As far as large companies go, there is rarely something as thrilling and filled with opportunities as being at the beginning of a 1.0 version of a product or service. And to further underline the similarity, we would not be a start-up (even in an established company) if we were not aggressively hiring.

If you live in Toronto, have enjoyed my blog so far (or are intrigued by this post and binge-read it backwards), and like the following areas:

  • Node.js micro-services
  • Dust.js
  • HTML5/CSS3
  • Angular, Backbone, React, Web Components
  • Message brokers
  • REST APIs
  • Web sockets

come and join the team I am building. Drop me an email, tweet me a message, send me a carrier pigeon – whichever way you choose to reach me, but remember: we have a sense of urgency, so don’t take too long. This stuff will not get built on its own.

© Dejan Glozic, 2015

Oy With the Gamification Already!

Lady Katrana Prestor ~ Human Onyxia, World of Warcraft, 2014, Stephan Shubert via Wikimedia Commons
Lady Katrana Prestor ~ Human Onyxia, World of Warcraft, 2014, Stephan Shubert via Wikimedia Commons

“Hi, everybody. My name is Dejan and, … well…, I don’t play games (gasp). There, I’ve said it. This feels so liberating, I am a bit lightheaded. I think I’m going to sit down now.”

I cheated a bit in my pretend-address to the local Non-Gamers Anonymous chapter. I did play Microsoft Flight Simulator obsessively for years, but that is more of a gateway drug to real flight lessons than a multi-person shooter. Most people who tried it lost interest when they realized they cannot fire at other planes, promptly crashed their Boeing 737 and moved on to fight trolls and solders in a futuristic dystopia.

All these gaming-intolerant impulses kicked into high gear when I read the Spotify engineering model white paper. In case you missed it, Spotify is creating a stir with their new way of work organization. In a nutshell, they organize people into co-located feature teams called squads that have all they need to deliver a feature relatively independently. Several squads are organized into tribes that tend to be limited to about 100 people to prevent social connections breakdown.

Since squads are self-reliant, it is easy to envision a situation where the same problem is solved multiple times by squads that don’t communicate. To avoid this massive waste, like-minded squad members organize into chapters that share the same general knowledge (Web UI, iOS/Android, Design, Test) and a line manager. This provides organizational glue and prevents duplication. Finally, chapters are connected into guilds in a looser way, ensuring sharing of ideas and best practices.

The gamers are coming!

One of the first concerns that people have voiced was ‘how is this different from matrixed organizations’. I find guilty pleasure in observing these kinds of questions because they remind me of another debate closer to home, this one on how micro-services are nothing more than SOA.

But listen – oy with the gamification already! I explained the basic premise to my 18 year old son (an avid gamer) and even he was rolling his eyes (calling the lingo ‘juvenile’). The World of Nerddom is spilling into the rest of the reality with a vengeance that sometimes verges on bullying (yes, I get the irony). Case in point: a presenter at a recent NodeSummit suffered ironic remarks by the MC for daring to bring a Windows laptop to the stage, and not the all-beloved Mac (and I am typing this on a sweet new MacBook Pro; I just don’t like bullies, male or female). And now there is a growing chance another outgrowth of that world will become your everyday working reality.

Spotify is a young, rapidly growing company, and the main source of music for my teenage daughter. I am sure that game-playing millenials that I can see in the company photos feel very comfortable with guilds, tribes and squads. Their model is irresistible in that it addresses so many paint points that feed Dilbert cartoons. Their two-part video is smart, wonderfully animated and easy to follow, and many of the messages will ring true and soothe your pain if you spent any amount of time in an old enterprise work process.

What I find problematic is when those same enterprises latch on it and try to apply it in their own (very different) context. One of the reasons they would do it is the assumption that a successful implementation in a fast moving company gives it a seal of approval. Some of it is sheer survival instinct – everybody needs to move fast these days, and if your traditional org chart is slowing you down, you need to change if you want to be around in five years. Finally, and to be fair to large enterprises, it is really hard to find a true command-and-control organization these days – some variation of Scrum or Kanban is a norm virtually everywhere. Spotify provides a simplifying refinement that attempts to address the observed shortcomings.

It is not a religion

I see two problems with adopting Spotify model as-is:

  • It is a moving target. White paper authors themselves pointed out that it is entirely possible that by the time you implemented the squad/tribe/chapter/guild model, Spotify will have moved on to the next refinement of it. A kitschy version: you can’t capture the wind or the waterfall – you end up with dead air and stale water, respectively (rim shot).
  • It uses gamer-friendly terms. It assumes that everybody in the industry is a gamer and is instantly familiar and reacts positively to the images these names evoke. I cannot help but giggle imagining a bank IT shop where executives arrive and declare: “all right people, all of you on this floor are now the Stonehoof tribe. Stay tuned for the org chart to find out which squad and chapter you belong to. Guild masters are currently working on their corresponding chapter lists”. It is not even a generational thing – believe it or not, there are young people who have better things to do than kill hours working on their WoW reputation (and virtual gold). And yes, there are middle-aged clan leaders. Sadly.

Test out carefully

There are many worthy ideas in the Spotify engineering model. Some of them are a refinement of the matrixed models from the past. Most can be used without all the gaming jargon that goes with them. Discussions I had so far point at exactly that – savvy organizations will filter out the startup exuberance and latch on the more lasting nuggets. All of them should be treated as an experiment in the event they end up working only for Spotify (or in the event Spotify has already outgrown them).

And finally, the goal is to enable teams (squads?) to be agile and deliver results with the speed of the cloud. If that does not pan out, you just spent a lot of money re-arranging chairs on the Titanic. And called yourselves silly names that should be left behind once you reached your twenties.

Pardon the grumpiness. Hey, I may end up liking it after I live it for a while. Now if you excuse me, I have to go work on my LARP uniform. War is in the air.

© Dejan Glozic, 2015

Don’t Take Micro-Services Off-Road

Fred Bauder, 2009, Wikimedia Commons
Fred Bauder, 2009, Wikimedia Commons

I own an Acura TL 2006. It’s a great car. Every day I derive great pleasure driving it to work. It has a tight sporty suspension, precise steering, comfortable leather seats and an awesome audio system.

At the same time, I know better than to take it off-road. Its high performance tires are optimized for asphalt traction and low rolling resistance, not gravel or soil. It does not have enough clearance for rocks, or 4×4 drive required for rough terrain. If I did take it off-road, I could erroneously conclude that it is an awful car, which I know not to be true. I would have simply used it for something it was never designed to do.

I used this example to explain the concern I have seeing the evolution of the industry’s relationship with the micro-service architecture. It was just a matter of time people until people started taking their micro-service Acuras off-road and then writing how they are awful cars.

Original success stories

Architectures and approaches normally turn into trends because enough use cases exist to corroborate their genuine usefulness when solving a particular problem or a class of problems. Otherwise, only architecture astronauts would care. In the case of micro-services before they were trendy, enough companies built monoliths beyond their manageability. They had a real problem on their hands – a large application that fundamentally clashed with the modern ways of scaling, managing and evolving large systems in the cloud. Through some trial and error, they reinvented their properties as a loose collections of micro-services with independent scalability, life cycle and data concerns. Netfix, Groupon, Paypal, SoundCloud are just a small sample of companies running micro-services in production with success.

It is important to remember this because the trendiness of micro-services threatens to compel developers to try them out in contexts where they are not meant to be used, resulting in the projects overturned in the mud. This is bad news for all of us who derive genuine benefits from such an architecture.

Things to avoid

It is therefore good to try to arrive at a useful list of use cases where micro-services are not a good choice. It will keep us more honest, keep the micro-service hype at bay and prevent some failures that would sour people to an otherwise sound technical approach:

  1. Don’t start with micro-services – this one is a no-brainer. Micro-services attempt to solve problems of scale. When you start, your app is tiny. Even if it is not, it is just you or maybe you and couple more developers. You know it intimately and can rewrite it over a weekend. The app is small enough that you can easily reason about it. There is a reason why we use the word ‘monolith’ – it implies a rock big enough that it can kill you if it falls on you. When you start, your app is more like a pebble. It takes certain amount of time and effort by a growing number of developers to even approach monolith (and therefore micro-service) territory.
  2. Don’t even think about micro-services without DevOps – micro-services cause an explosion of moving parts. It is insane to attempt it without serious deployment and monitoring automation. You should be able to push a button and get your app deployed. In fact, you should not even do anything – committing code should get your app deployed through the commit hooks that trigger the delivery pipelines (at least in development – you still need some manual checks and balances for deploying into production).
  3. Try not to manage your own infrastructure – micro-services often introduce multiple databases, message brokers, data caches and similar services that all need to be maintained, clustered and kept in top shape. It really helps if your first attempt at micro-services is free from such concerns. A PaaS such as Cloud Foundry or Heroku will allow you to be functional faster and with less headache than with an IaaS, providing that your micro-services are PaaS-friendly.
  4. Don’t create too many micro-services – each new micro-service adds overhead. Cumulative overhead may outstrip the benefits of the architecture if you go crazy. It is better to err on the side of larger services and only split when they end up containing parts with conflicting demands for scaling, life cycle and/or data. Making them too small will simply transfer complexity away from the micro-services and into the service integration task.
  5. Don’t share micro-services between systems – I listed this final point here for completeness, but it is so important that it requires to be broken into its own section.

On micro-service sharing

I have seen many a fiery debate about the difference between micro-services and SOA. There are many similarities (it is hard to argue that micro-service architecture, or MSA is revisiting SOA principles). More recently I have formed a fairly strong opinion that a key differentiation between MSA and SOA is that of ambition.

When you go back and read about the lofty goals of SOA proponents, it is easy to notice that the aim was much higher. MSA success stories didn’t attempt to reinvent the world around catalogs of reusable services, systems that are discovering those services through registries, etc. At the beginning of every MSA success story is a team that grew their simple application too fast without refactoring along the way and hit the maintainability wall.

If you carefully read ‘monolith to micro-services’ blog posts, you will notice that the end result is the same thing. Groupon team has not created a ‘catalog of social coupon services to be assembled into coupon applications’ – they rebuilt Groupon Web site. They broke the monolith into small pieces and rebuilt it again. As far as their end users are concerned, the monolith is still there – the site was rebuilt in mid-air.

Since I think that micro-services are pragmatic and sane revisiting of SOA, it is apt to assume that creating reusable micro-services is low on the list of priorities. Yes, a micro-service needs to be individually deployable and be flexible enough that it can be bound to other services dynamically (minimally through some kind of a configuration on startup). You need to be able to deploy each service to multiple logical ‘spaces’ (DEV, QA, STAGING, PROD). But each logical micro-service instance is part of a single distributed monolith, re-imagined in a cloud-friendly way.

From a monolith to a – distributed monolith?

Where am I going with all this? I am a bit concerned that the industry noise will ruin micro-services by taking them outside their comfort zone. Too many people are taking them to the areas where they shouldn’t, and I don’t want the inevitable backlash to overshoot. Micro-services are a solution for the Big Ball of Mud architecture, but the alternative micro-service system is still a big ball. This ball made up of many small balls, is cleaner and easier to manage, deploy, scale and evolve, and can be inflated bigger than the old ball without exploding, but it is fundamentally the same thing.

Any attempts at nano-services, trying to deploy micro-services manually, using them because they are trendy without real need, or re-using them between multiple systems will result in a disappointment we don’t really need at the moment.

Are micro-services SOA? No, and please let’s keep it that way.

© Dejan Glozic, 2015

Vive la Révolution App

746px-Le_Barbier_Dichiarazione_dei_diritti_dell'uomo
Source: Wikimedia Commons

This post is a based on a presentation I made on a dare – something a former colleague proposed with only a title and a description, and it was up to me as the replacement to provide the actual content. It sort of reminds me of a debate club, where you are told that the topic is ‘App Revolution’, and you have 20 minutes to argue the ‘Pro’ position. What follows is my attempt to do it justice. Have fun (and mercy).

When we are confronted with the topic of revolutions, most of my North American friends immediately conjure up the sound of Yankee Doodle and the picture of George Washington crossing the Delaware River (I saw it last year in The Met – boy, is that painting big!). Being of European descent, my thoughts give preference to the French Revolution. It has essentially given us the modern European society, with milestone documents such as ‘Declaration of the Rights of Men and Citizen’ shown above. It has also given us the guillotine, which is sad but as Jacques Mallet du Pen famously quipped, all revolutions devour their children. What can you do – it’s a revolution, so16,594 people are bound to lose their heads, give or take.

One of the indispensable aspects of revolutions are slogans, something you can easily chant at the large group gatherings. Something catchy, such as ‘Freedom, Equality and Fraternity’ in the case of the French Revolution. Or as Blackadder interpreted it ‘Freedom, Equality and fewer fat bastards eating all the pie’.

As you correctly noticed, these slogans often call for three things. If that is true, and we are indeed witnessing an App Revolution, what would our slogan be? What three things would we want from our oppressors?

We are fighting for the freedom and abundance of data, infrastructure and architecture.

– Oppressed developers everywhere.

Note that when I say ‘freedom’, I don’t necessarily mean ‘completely free’. We know we will need to pay for some of it, hence the word ‘abundance’. While food in Western society is not exactly free, it is definitely abundant. You can go into any supermarket and leave with a whole rotisserie chicken for a few dollars. During the French Revolution, only the aforementioned fat bastards could afford it. That’s progress.

Hence, let me try to explain why we are fighting for these three things.

Freedom of Data

You have probably heard the phrase that we are living in an age of ‘API Economy’. What does that actually mean? In the past, data was a by-product of people using your application. Over time, your app’s database would fill up with data. The thinking was that the app is the product, and data is just internal by-product, a consequence of app usage. More recently, data started to take off as something that can be as important, or in some cases the only product you provide.

While in the past tacking on an API to your app would be an afterthought, something you may consider for partner or customer integrations, most modern systems are now built by first building the API for the data, then building up various clients that consume it. Your own clients are just ‘reference implementation’ of hopefully many other consumers of your APIs that will follow.

freedom-of-data
Source: IBM

Even music is going API these days. Sound engineers are now expected to provide stems of mastered music (drums, bass, guitars, keyboards, vox) so that remixers can easily provide derivative value without the hassle of sampling fully mixed songs (the audio equivalent of screen-scraping). What are stems but audio APIs?

Why is this important to us? Because when you open up your APIs, you become a platform, and platforms foster app eco-systems, with apps creating new value in many unexpected ways. Today, the most coveted place for any company is not to create a consumer product, but to create a platform that offers data and API, and creates a flourishing eco-system of apps built to take advantage of it. API discovery is now in the vogue, catalogs are sprouting, and all you need is to subscribe, obtain the authentication key and start building your innovative abstraction on top of it, or by combining multiple data sources in an innovative way. You can be data mining, providing innovative interfaces, analytics, or integrations with other systems.

If you are building a mobile app, all you need is a laptop and a phone to test your app. However, if you need anything in the back end you need to build a companion server-side app, which leads us to…

Freedom of Infrastructure

When I was a child, my parents bought me a Meccano kit. In those days, giving a child a box full of tiny sharp metal objects was consider totally cool. I quickly built all the possible toys based on the accompanied booklet, but sneaky bastards from Meccano also put a picture of a crane on the box that would require something like 10 sets to build. Since then, I developed this realization that I need to find a discipline in which I will not be limited by a box of finite number of parts.

meccanoengine001
Source: Meccano Beam Engine, Liskeard Museum

That’s why I chose software engineering – it is rare you will run out of files, or classes, or functions or variables the way you can run out of Meccano panels or tiny nuts and bolts.

However, once you venture into Web development, you hit the infrastructure version of Meccano. Your database, your server, your front end proxy all need to be hosted on physical boxes, and Mordac The Preventer from Information Services can make your life miserable in a hurry.

This is why Cloud is so important for our revolution. Regardless of where you fall on your ‘as a Service’ comfort level, you can use an IaaS or PaaS or SaaS to stand up your apps in minutes. Assuming you have found free or abundant source of data, your app can now be running and stay running without the need to worry about the messy sysadmin details or melted boards.

It does not end with just seeing your app running, either – you can jump into the third freedom that is the final cornerstone of our revolution.

Freedom of Architecture

In the dark ages of IT, it used to be that architecture was for the rich, and The Big Ball of Mud was for the rest of us. While you instinctively know that you should not be cashing those objects in memory, who is going to stand up, maintain and cluster Redis for it. You know that a message broker would be a real answer for your particular problem, but don’t have the stomach to stand up and administer RabbitMQ, or any of the popular alternatives. There is no accident that the famous Martin Fowler’s book from 2002 is called Patterns of Enterprise Application Architecture. At that time, only an enterprise could afford to provision and maintain all the boxes that such an architecture requires.

north-star
Source: Dejan Glozic

That same Martin Fowler not talks about Polyglot Persistence – the approach where apps in a distributed system choose different types of databases that perfectly suit their diverse needs, instead of underpowered MySql for everything. And he is not using the word ‘ enterprise’ this time, fully aware that a nerd hacking away on his Mac in Starbucks can provision such a system in minutes. App revolution indeed.

All together now

When we put our three demands together, great things can happen. To illustrate how far we have come, consider the system that I made the attendees of an IBM Interconnect 2015 lab build over the course of 2 hours:

lab5400
Source: Dejan Glozic

This system is just a toy, designed to teach modern micro-service architecture, and yet it would require that we stand up several servers, install and configure a ton of software, and build our own user management system:

  1. It uses Facebook for delegated authentication and to tap into Facebook’s data. No need to stand up anything, just register as a Facebook developer, obtain your client ID and secret and off you go.
  2. It deploys complex infrastructure (two Node.js app servers, a proxy, a data cache) to Bluemix PaaS within a matter of minutes, all using just a Web browser. In a pinch you could do it on a bus using your iPad, while also debating someone totally wrong on the Internet.
  3. It uses serious architecture (OAuth2 provider, Nginx proxy, Node.js micro-services, session sharing via Redis store) that was unheard of for non-institutional developers in the past.

Platforms everywhere

Of course, the notion of a platform is not limited to the Web. In fact, some of you may have initially thought the article is about mobile apps. Phones are huge app ecosystems, and so are the upcoming wearable platforms, of which iWatch is just the latest example.

Venturing further away from the classic Web apps, cars are now becoming rife with platforms unleashing the app revolution of sorts. Consider Apple’s CarPlay that Scott Rich wrote about in O’Reilly Radar – a platform for apps in your car, tapping at the latent and closed data world and opening it up as a new app eco system. It is a different context but the model seems to be the same: create a platform, open up the data through APIs, and unleash the inventions of app revolutionaries hunched over their laptops around the world.

Means of production

In the past, the control of data, infrastructure and architecture were limiting factors for the masses of developers around the world. Creativity and ideas are dispersed far more equitably than the control over resources would make you believe. At least in the area of software development, the true app revolution is in removing these control points and allowing platforms and eco systems to let the best ideas bubble up.

Whether you are a guy at a reclaimed wood desk overlooking San Francisco’s Mission district, or a girl in Africa at a reclaimed computer in a school built by a humanitarian mission, we are approaching the time when we will only be limited by our creativity, and by our ability to dream and build great apps. And that, my fellow developers, is worth fighting for.

© Dejan Glozic, 2015