Microservices and the Inverse Conway Manoeuvre

on YouTube ↗47m

" summary

Argues that shaping teams around business capabilities (not tech silos) produces decoupled, deployable services and faster delivery; cites MIT/HBR and Thomas Allen research, ThoughtWorks data over 18 months showing work leaving a team increases cycle time by an order of magnitude, and uses cases like CompareTheMarket splitting lines of business, Amazon’s build it run it practice, and Ebola treatment teams collocated for rapid decisions. Recommends XP-sized teams (10–20), Dunbar limits (~150–200), and patterns: semantic versioning, contract testing, or conversational change depending on team boundaries.

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" chapters (7)

1. 0:00Start
2. 2:15ThoughtWorks
3. 28:20beware the distributed monolith!
4. 32:57single purpose
5. 34:37And Formula 1 teams
6. 37:43DEVOPS!!!
7. 40:26each team owns one or more services

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