Conway's law in practice: Agile teams & Microservises
summary
Three case studies show specific failure modes and fixes: one company forms agile teams but keeps a single monolithic codebase so releases still require synchronising four to six teams; another splits into microservices but centralizes deployments so services sit undeployed for a month; a third aligns org and code, assigning one cross‑functional team per service and grows from 5→30→50 teams, with some teams deploying monthly, per sprint or several times per day and using domains, hackathons and communities to limit isolation.
AI-written summary · about
chapters (11)
- 0:00Introduction and background
- 3:22Agile and microservices overview
- 8:00Monolith vs microservices explained
- 9:48First company's transformation struggle
- 13:45Second company's slow release process
- 18:03Conway's law explained
- 19:09Third company's aligned approach
- 24:32Growth challenges with microservices
- 30:12Solutions and community practices
- 33:43Key takeaways and wrap-up
- 34:24Q&A session
related talks
53mHatching software development ecosystems (the gordian knot)
50mHow and why to design your Teams for modern Software Systems
05mcultures and microservices
01h 26mChaos Development: Removing Software as the Inhibitor of Agile
01h 00mHow microteams change the way we collaborate
40mKill "Microservices" before its too late
29mHow thinking small is changing software development big time
29mDevOps and Microservices Better Together