- keybase.io — social media as trust vector.
- I Banned E-Mail At My Company — Email should not be used to share information. Especially if that information is a resource that might be useful again in the future.
- Building Microservices at Karma — The biggest challenge with microservices is testing. With a regular web application, an end-to-end test is easy: just click somewhere on the website, and see what changes in the database. But in our case, actions and eventual results are so far from another that it’s difficult to see exact cause and effect. A problem might bubble up from a chain, but where in the chain did it go wrong? It’s something we still haven’t solved.
From the lure of work that matters to building your own device lab, here are key talks from Velocity New York 2014.
Practitioners and experts from the web operations and performance worlds came together in New York City this week for Velocity New York 2014. Below you’ll find a handful of keynotes and interviews from the event that we found particularly notable.
Mikey Dickerson: From Google to HealthCare.gov to the U.S. Digital Service
“These problems are fixable, these problems are important, but they require you to choose to work on them” — Mikey Dickerson looks back on what it took to fix HealthCare.gov and he reveals his reasons for joining the U.S. Digital Service.
Follow Nordstrom's journey to continuous delivery and a DevOps culture.
Six months ago I sent Rob Cummings an email with exactly that subject and he did. And we can be thankful he opened it, because by doing so, he invited us to look back at the fascinating history of Nordstrom’s implementation of continuous delivery and a “DevOps culture.”
The story begins in 2004, in a different era of web operations and performance. Back then, Rob and his team drove out to the colocation facility to deploy the e-commerce site. It was an era in which everything was a bit more heavyweight and things moved a bit slower. But that was OK, because most companies were still figuring the web out, almost as much as users were trying to figure it out.
Then the world started changing. Customer expectations changed. The business’ expectations changed. Heck, even developer expectations changed. As a leader in Nordstrom’s operations department, Rob had to adapt. And all of this was complicated by the fact that the increased pace was starting to strain his team and the systems he was responsible for maintaining. Read more…
How a small and passionate team used modern techniques to shift a business on a short timeline.
Over the past year, I assisted in creating an application that helped shift a major part of IBM to a software-as-a-service (SaaS) model. I did this with the help of a small but excellent development team that was inspired by the culture and practices of web startups. To be clear, it wasn’t easy – changing how we worked led to frequent friction and conflict – but in the end it worked, and we made a difference.
In mid-2013, the IBM Service Management business and engineering leaders decided to make a big bet on moving our software to the cloud. Traditionally we have sold “on premises” software products. These are software products that a customer buys, downloads, and installs on their own equipment, in their own data centers and facilities. Although we love the on-premises business, we realized that cloud delivery of software is also a great option, and as our customers evolved to a hybrid on-premises / cloud future, we needed to be there to help them.