The Delivery Newsletter #51
#51 JUL 22, 2020
The Delivery Newsletter

Making Time to Change, Part 1

Part 1 of this series on embracing technical transformations identifies a problem. The problem is that employees feel like they don't have enough time to do their current job and adopt the new processes and tools. Phil Le-Brun shares a simple equation:

It's easy for engineers to feel fractured with shifting priorities or valueless tasks.

Armed with this information, it might be tempting to jump to process junkies' habitual go-tos: extensive workshops to generate process maps with inefficiencies identified.

Phil promises solutions that provide more productive time in Part 2.

Software Factory to Feature Factory

I need to remind myself (regularly!) that adopting agile is not the solution to rapid software delivery. Agile is a tool, and people use tools, correctly or incorrectly. This post is one of those reminders that software delivery is a people problem.

Dogfooding for Deploys: How Honeycomb Builds Better Builds with Observability

Honeycomb engineers use two features of the Honeycomb product to observe deployment bottlenecks: Markers and Traces. Markers show them when deployments take place. Traces show them how long build tasks (Running tests, building images, etc.) take.

CNCF Accepts Contour, a Kubernetes Ingress Controller, as an Incubating Project

Contour is an Ingress controller for k8s. Contour uses Envoy to deliver features beyond k8s' standard Ingress. Features like:

  • Dynamic route configuration
  • TLS termination
  • Weighted upstreams for a single path

Now Contour is an incubating project in the CNCF.

Serverless Days 2020 Looks at Future of Serverless Architecture

Two thoughts:

1. Dang! This is complex 😂

2. WebAssembly as a serverless container is a cool idea!

🔊 Podcasts

The Pursuit of Perfection: Dominant Architectures, Structure, and Dynamics: A Conversation With Dr. Steve Spear

Dr. Spear emphasizes that the best organizations foster learning cultures. He and Gene Kim discuss the lasting improvements made when an organization fixes operational errors rather than creating shortcuts. There are plenty of valuable anecdotes here, from the military to health care, all related to receiving feedback and acting on it.