20151014 ing architecting for 400 teams
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ING PP Template 16x9 - June 2015
Architecting for 400 agile squadsTheory and PracticeAgile and Software Architecture Symposium
Arnhem. Oct 14th, 2015
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Text ColourRGB= 51, 51, 51No content below the grey lineCurrent: Chief Architect Domestic Bank NetherlandsSoftware Engineering, agile transformation, DevOps, Continuous Delivery, servant leadership, learning organizations, people, eternal student Accountable for the design of the bank Architecture, way of working, engineering, simplifying and automating (silly) processes
Past: Jack of all tradesDistinguished Software Engineer at a global Systems IntegratorDelivery Unit Manager, CTO, Agile coach
Twitter:@henkkolk E-mail: [email protected]
Were hiring
Something about me2
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Text ColourRGB= 51, 51, 51No content below the grey lineThree parts to my story today:- to create a context I want to share some insights from the unique perspective of engineering in the banking industry, basically how technology disruptions tend to create financial booms and busts and a new common sense. - to share with you the journey that we are undertaking to become the best IT organisation in the Netherlands. I know this is a big claimto share what Ive learned about architecting for 400 agile teams, and the culture of design that we are installing.Why:- To understand deeper the radical changes that agile and software engineering bring to our organizations and society- To discuss and give me feedback today on your insights on how the role of the classic enterprise architect is changing
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Way back in 1908 3Henry Ford introduced the first affordable automobile: The T-Ford
The T-Ford opened up travel to the common middle class American
The T-Ford was mass-produced on moving assembly lines
This approach revolutionized transportation and the American industry
It disrupted prior best practices on how to organize efficiently
Significant productivity growth
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Text ColourRGB= 51, 51, 51No content below the grey lineThe T-For still makes the top-ten of most vehicles sold (currently 8th place)
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However, 20 years later, in 19294
Black TuesdayAfter years of a common belief in an unending bull market
Consumers have accumulated great debt
There were bank runs & the start of the great depression
4000 banks closed in the 4 years that followed
Deep poverty for many
Faith in banks restored by creating new regulatory institutions in 1933
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Text ColourRGB= 51, 51, 51No content below the grey lineSeems somewhat familiar?
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Text ColourRGB= 51, 51, 51No content below the grey line1771: Industrial Revolution
1829: Age of Steam and Railways
1875: Age of steel and electricity
What was similar?Technology revolution and creation of new infrastructure, leading to
Significantly higher productivity,
Resulting in a creative destruction of existing industries and infrastructures
New millionaires, financial derivatives, economic bubbles and subsequent crash
Weve seen this three times(before)6
*)*) From Technological Revolutions and Financial Capital, C. Perez
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Text ColourRGB= 51, 51, 51No content below the grey lineWhy is this interesting?
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Text ColourRGB= 51, 51, 51No content below the grey line1971: Robert Noyce and Gordon Moore founded Intel and introduced the first general purpose programmable processor
Start of the Era of integrated electronics
Cheap, affordable, etc. (familiar?)
New productivity paradigm and new infrastructure
Unending bull market, consumers accumulating debt, financial derivatives, etc
Financial crashes in 1990 and 2007
We are probably in the backlash of a similar storm8
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Text ColourRGB= 51, 51, 51No content below the grey lineSo, what?
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Text ColourRGB= 51, 51, 51No content below the grey lineSomewhat every 50 years, there was a
Major technology revolution that introduces competitive new infrastructure, leading to higher productivity
The new infrastructure disrupted industry, commerce and society
There was a subsequent boom and bust of economies
After the bust, new infrastructure was in place
New social best practices, a new common sense
New legislation is lagging behind
According to Carlota Perez there is an interesting pattern to be constructed from all of this10
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Text ColourRGB= 51, 51, 51No content below the grey linePrior vs. new common sense
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Text ColourRGB= 51, 51, 51No content below the grey lineEach revolution is by definition different from the prior one
The new common sense principles will have to be socially learned
This learning must overcome the forces of inertia that stem from the previous paradigms
1980s (stemming from the success of Fordism)Mass production paradigm: centralized, hierarchical pyramid with functional departmentsImplemented by almost every corporation and institutionsWest and EastSchools and UniversitiesHospitalsNowDecentralized network infrastructures, autonomous teams, etcBattle between the old common sense best practices and the new best practices
Key insight12
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Text ColourRGB= 51, 51, 51No content below the grey lineOld paradigms & roles13Business Architect
Solution Architect
Requirements Specifier
Designer
Coder
Tester
Deployer
Chief Engineer
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Text ColourRGB= 51, 51, 51No content below the grey lineThe T-For still makes the top-ten of most vehicles sold (currently 8th place)
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SoftwareEating the Worldis
Marc Andreessen
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Text ColourRGB= 51, 51, 51No content below the grey line- Technology companies are having existing enterprises for breakfast- Kudos Marc Andreessen Co-creator of the first web browser, Mosaic Co-Founder of Netscape Board member of HP, FaceBook, eBay Cofounder of Venture Capitalist Andreessen Horrowitz
My own theory is that we are in the middle of a dramatic and broad technological and economic shift in which software companies are poised to take over large swathes of the economy.More and more major businesses and industries are being run on software and delivered as online services from movies to agriculture to national defence. Many of the winners are Silicon Valley-style entrepreneurial technology companies that are invading and overturning established industry structures. Over the next 10 years, I expect many more industries to be disrupted by software, with new world-beating Silicon Valley companies doing the disruption in more cases than not.
[Software is eating the world](http://online.wsj.com/articles/SB10001424053111903480904576512250915629460)
In the Financial Services Industry our competitors counted more than 3000 startups who intend to disrupt the industry.
Quote CEO Domestic NL Nick Yue from the Management meeting on : We are becoming more and more a technology company. In his speech to 700 managers Nick gave various examples of software companies disrupting existing industries from his own experience.
[Quote CEO ING Group Ralph Hamers from his speech on October 30th in The Economist: The challenge is the digital revolution that is going on () banking is in general in the digital domain; The main challenge I see, for us and for all other banks, is to become future-proof, that is: to remain fast, agile and innovative enough for the ever changing expectations of our customers.](http://www.ing.com/web/file?uuid=58b72380-01f3-4ddc-8f0a-7c46ade0ae3c&owner=087e41ac-0b7a-424f-9e1a-4740d759e49f)
Today, there are 1000s of startups in Financial Services. Many right here in London. Many in the Netherlands too. All of them are looking at friction in banking or insurance and are finding ways to make life easier for our customers, or cheaper. 14
SpeedMarket Shareis
Adrian Cockroft
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Text ColourRGB= 51, 51, 51No content below the grey line- Kudos Adrian Cockroft (next Speaker) Example: Netflix (Check if Adrian talks about this, otherwise just do a reference to the next speaker, which is Adrian) Example: Etsy Example: Paypal15
Quality of an IT OrganizationQuality of its Engineersis
Ron van Kemenade
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Text ColourRGB= 51, 51, 51No content below the grey lineThis is more profound than it sounds This is about talent that cannot be outsourced.
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The agile journey of ING
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18In 2009 ING had a traditional enterprise IT organization
IT is a commodity; everyone can do ITInternal customersIT is a cost centerQuality through process adherenceLots of manual work & handoversMultiple sourcing partnersScattered IT landscapeNon-functionals provided by infraStarting position
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19ING has been re-organizing for agility at scale on many levelsStart of INGs own Java communityEngineering cultureMay 2010 Full reorganization i.e. 180 full DevOps teamsEngineers hunger to take responsibility. May 2013Oct 2009New IT Mgt teamThe will to changeNov 2011Discussion who runs production.Clear demarcation responsibilities infra and applicationsSep 2014Need full automation infra & scalable systemsBuild private cloudStart full automation of IT processesContinuous Delivery - Jez Humble & Dave FarleyMay 2011Oct 2010Start of Mobile app development1st Scrum team and start agile developmentFormal Platform Engineering teamsAPI Platform, Cassandra, Continuous DeliveryNov 2014July 2015Need of commercial colleagues to joinFull re-org to 400 BusDevOps squadsNew HR model for Software EngineersAttracting and nurturing full stack engineersOctober 2015
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Text ColourRGB= 51, 51, 51No content below the grey lineINGs agile journey so far has been based on 4 ideas20
Continuous Delivery in all our teamsNothing beats engineering talentPartners are welcome, outsourcing not preferredWe distinguish by building great software
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IT enables the commercial strategy IT drives the commercial strategy
IT is a cost center IT is a value driver
Outsourcing for the lowest price Hiring the best talent
Buy before build Building as the way to understanding
Projects to drive change Line drives the change
Pervasive legacy beliefs are the key challenge to overcome
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Text ColourRGB= 51, 51, 51No content below the grey line- Existing Enterprises need to reduce a lot of complexity Legacy way of organising, both structure and skills Legacy Way of Working (processes), => from manual to simplified and automated Legacy IT Systems, both applications and infra- Most complicated perhaps: Legacy Belief Systems From IT is a cost centre to IT is the value driver From IT enables the business to IT drives the business From procuring average Engineering Services to hiring the best talent21
There are tremendous differences in productivity and mastery
ING nurtures young engineers to grow fast
We recognize that expert and proficient engineers are as valuable (or more valuable) than managers
We recognize that during the journey to mastery, engineers have different learning needs
INGs People strategy: we are the place for great engineers22NoviceAdvanced BeginnerCompetentProficientExpert
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Text ColourRGB= 51, 51, 51No content below the grey lineWhat does this mean for architects?
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Text ColourRGB= 51, 51, 51No content below the grey lineExpert Engineers or Software Architects -> not always a clear difference
Engineering communities set the standards & standards are changing faster
Deep IT knowledge of IT Tribe leads and IT Chapter leads: They have a vision on IT too
Powerpoint or Visio lagging behind code (version control) and discovered state
Increasing need for global alignment (other ING countries)
Culture is key: the invisible rules of what it takes to be perceived as successful. This needs to be discussed. If success is created by teamwork, there is no more I.
Platforms rule. Platforms are designed and built by Master Builders
The role of the traditional Architecture department changes24
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Text ColourRGB= 51, 51, 51No content below the grey lineContinuous Delivery Platform
Load & PerformanceTests
SoakTestsResilienceTestsFunctionalTestsFunctionalComponentTestsCode SecurityAssuranceUnit TestsCompile& BuildCode QualityAssurance
CIDP1P2IT
T
ADevelopment
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Text ColourRGB= 51, 51, 51No content below the grey lineIf the team has a strategy to always keep DR in sync with production, or,
If the team deploys applications in an active / active setting across two datacenters,
Then the release candidate can also be pushed to the other production site(s)
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Big HadoopDWH - RDBMS
FastAkkaScalaSpraySparkCassandra
Data platformAkka, KafkaHadoopCassandraSprayMillions of customersBillions of messagesDistributed computing and storageOpen Source basedNear Realtime + Big Data
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Text ColourRGB= 51, 51, 51No content below the grey lineKudos: Natalino Busa, ING26
API Platform
Technologies being used Java, Scala (JVM based languages)JAX-RSRXHystrixApache CassandraNginx Apache ZooKeeperApache CuratorRibbonDockerMesos
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Text ColourRGB= 51, 51, 51No content below the grey lineJAX-RS: a Java programming language API that provides support in creating web services Hystrix: a latency and fault tolerance library Apache Cassandra: an open source distributed database management system Nginx: a high-performance HTTP server and reverse proxy Apache ZooKeeper: provides a distributed configuration-, synchronization-, and naming registry- service Apache Curator: an API to simplify the usage of Zookeeper Ribbon: a Inter Process Communication library with built in software load balancersTibco Business Works: components for SolSel as first class citizens of the API platform
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Everybodya Designeris
Ron Kersic
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Design, like you give a damn!Flavia Sequira
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Text ColourRGB= 51, 51, 51No content below the grey lineThis is more profound than it sounds This is about talent that cannot be outsourced.
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Platform squads We are here to make othersquads Awesome!
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Text ColourRGB= 51, 51, 51No content below the grey lineThis is more profound than it sounds This is about talent that cannot be outsourced.
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Be AWESOMETwitter:@henkkolk E-mail: [email protected]
Were hiring
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- we are in te middle of a technical revolution that changes organisations, society, and legislation.- we are struggling with the prior social and economic best practices while we are learning to create new solutions and a better habitat for enigeers that create value for consumers
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