Finding the right boundaries of contexts is hard – implementing them can be even harder if the organisation does not change. But how can one change the organisation, how can one be sure that it changes in the right direction? There are signs, mostly perceived as a blocker but I see them as an enabler, as a pointer to the right boundaries. This idea combined with observing and measuring the value stream could lead to the right boundaries for teams and for code.
Decoding Paradoxes: Why are many good ideas in Software Delivery counter-intuitive
How does deploying more frequently improve quality? How does slack time in a team improve reliability? Why should we do it more often if it hurts? These are counter-intuitive concepts that don't make sense at first, and you'll be met with a bewildered stare...