Summary

Finishing projects is hard, starting them is easy. That said, the moment of starting a project is critical, and assembling the team is incredibly impotent. We discuss that staff boot-strapping and the types of people who are good and not good for starting projects. We also discuss microservices and how this emerging style of architecture can help the product and business side out.

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Your friends @cote and @BillHiggins

Starting teams:

  • Projects don’t start often, most of them are “old” ones
  • Bill’s “special projects” LinkedIn status.
  • Keeping a list of people you’d want on your team
  • Recruiting the people – the painful part is the extraction process, moving them from their existing work to the new work
  • Finishing stuff is hard, starting is easy
  • While the project may come and go, the people have probably worked together several times before
  • Check out the Apple take, according to “Mr Ive.”

Microservices

  • We try to summarize the thinking behind microservices. Other than pointing to existing things – the web – we think of it as “SOA that works this time.”
  • Based on this great write-up from James Lewis and Martin Fowler.
  • Coté’s mindmap on the topic.
  • They seemed to loose track of “speed” in SOA, where-as microservices is very focused on shipping, not perfectly modeling
  • We discuss the “business benefit” of mashups, composite applications, and thus, microservices architecting: enabling experimenting on the side, like all the Evernote apps… pace layering at the architectural layer means you can pace layer at the product management level.