►
From YouTube: Business Agility and Modern Architecture
Description
Ortelius is an open-source Microservice Catalog designed to simplify the complexities common in a cloud-native architecture. It is incubating under the Linux Foundation.
A
Yes,
so
now
we
are
live.
Thank
you
very
much
for
joining
us
on
the
hoteliers,
beaming,
podcast
and
cortelius
is
a
microservices-based
implementation.
Is
a
project
listed
at
the
github.com,
hoteliers
hoteliers?
You
can
join
in
and
learn
more
about
it.
So
today
is
our
focus
on
the
microservices,
a
business
agility,
and
today
my
guest
is
mark
eisenberg.
A
B
Sure
no
problem,
so
I'm
coming
to
you
from
boston
massachusetts
and
not
the
boston
area,
but
actually
in
boston.
I
work
for
microsoft
as
a
developer
support
account
manager.
We
we
have
an
offering
where
customers
can
purchase
support
specifically
for
development
issues
which,
with
cloud
computing,
has
pulled
more
and
more
stuff
into
that.
B
It
used
to
be
kind
of
like
the
development
tools
and
coding
practices
and
agile,
but
now
it's
really
all
encompassing
with
cloud
technology
and
devops
and
just
as
a
kind
of
a
disclaimer
I
lay
out
there
at
the
beginning
of
all
of
my
talks
is,
I
am
not
speaking
for
microsoft
today.
These
are
views
that
I
have
certainly
developed
because
of
my
work
for
microsoft,
but
I
am
absolutely
in
no
way
speaking
officially
for
microsoft
in
any
official
capacity.
B
A
So
we'll
recently
see
the
move
move
into
the
this
microservice.
We
will,
we
recently
see
more
and
more
people
like
small
startup,
to
the
intermediate
enterprises
to
even
the
larger
organization.
Everybody
is
now
talking
about
the
microservices.
The
potential
benefits
bring
to
the
table
so
tell
us
about
what
are
the?
What
are
the?
What
are
the
areas?
What
are
the?
What
are
the
key
things
that
you
think
why
people
are
moving,
or
even
talking
about
micro
services
today,
every
in
every
organization?
B
B
Of
some
sort
or
another
and
the
other
reason
that
people
adopt
microservices
and
kind
of
the
same
as
with
containers,
because
it's
what
you
do
now
I
mean
I.
I
have
asked
that
question
point
blank
people.
Why
are
you
doing
this
and
they
said
well,
because
that's
what
you
do
and
that's
not
really
a
great
reason
to
do
it.
So
in
a
nutshell,
that
that's
why
people
are
doing
it.
A
Yes,
absolutely
absolutely,
and
one
of
the
fifth
one
of
the
key
challenges
that
I
face
like
in
the
previous
model.
When
you
look
at
the
traditional
model,
there
are
three
layers
of
abstraction.
Like
we
have
a
business
layer,
we
have
infrastructure
layer,
we
have
a
coding,
layer
and
people
like
you,
we
see
in
the
business
model.
A
We
don't
see
a
lot
of
that
that
a
lot
of
the
like
new
new
way
of
thinking
about
the
same
solution
like
we
see
in
in
in
in
today's
world,
like
we
have
new
relations
coming
up
like
we
see
a
lot
of
the
open
source
tooling,
we
have.
We
have
developer,
advocate
roles
within
the
team.
We
have
the
open
source
community
managers.
These
are
the
roles
that
are
popping
up
in
the
mind
and
in
come
to
the
like
topic
about
the
business
agility,
the
business
model
and
the
microservices
based
implementation.
A
B
B
I
also
one
of
the
fascinating
things
to
me
about
microservice
discussions
is
like
well
microservices
introduce
a
lot
of
complexity.
No,
they
don't.
The
complexity
is
already
there
if
it's
a
relevant
business
problem
that
we're
solving
with
software
and
we've
built
a
model
to
solve
it.
That
is
a
very
complex
piece
of
software.
What
microservices
do
is
change
the
nature
of
the
complexity
and
there's
that
word
change
that
comes
into
it
again.
A
Why
why
fees
like
talking
to
the
like
cncf
community
and
the
country's
delivery
foundation,
we
see
a
lot
of
these
attractions
going
on,
like
people
are
coming
into
these
open
source
foundation,
open
source
project
learn
about
their
experience,
share
their
about
experience,
what
they
have
done,
what
they
have
done
wrong?
What
have
that
good?
So
we
see
like?
Is
it
a
good
move
like
we
are
talking
about?
A
We
have
so
many
folks
and
around
the
world
who
can
give
us
the
direction
to
move
into
the
microservices
or
on
the
microservices
based
technologies,
but
is
is,
is
it
do
you
think
it's
just
just
a
technological
change
or
it's
a
mind
shift
or
it's
a
cultural
change
as
well
like
you
have
previously.
Did
you
have
just
one
container
of
box
where
everybody
is
reciting
their
code
and
start
thinking
about
it?
You
have
a
whole
whole
area
of
whole.
A
Your
business
tactics
are
in
just
a
one
box,
but
now
yours,
your
agility
or
your
all,
the
exp
are,
are
residing
in
a
different
box
and
they
can
talk
to
each
other.
To
that.
Try
to
the
point
I'm
trying
to
make
here
like
you:
do
you
think
it's
just
a
technological
change
or
you
just
need
to
adopt
some
other
things
like
you?
A
Have
this
kind
of
culture
in
the
company
you
have
to
set
new
cultural
shifts
or
you
have
to
bring
up
the
new
learning
technologies
within
your
companies
or
you
bring
up
the
new
enthusiasts,
who
are
just
learning
about
microservices
microservices
based
architecture.
So
is
this?
Is
it
just
a
cultural
change,
technological
change,
but
it
just.
B
B
It's
a
big
topic
in
devops
what
I
call
the
devops
industrial
complex.
It
has
a
big
focus
on
on
this
topic
and
you
can't
compel
cultural
change.
You
can
only
create
an
environment
where
it
can
happen.
Okay,
now
in
with
devops
and
I've
just
learned
recently
that
actually
a
proper,
full-fledged
devops
implementation
actually
requires
what
is
referred
to
as
a
loosely
coupled
architecture,
which
microservices
are
really
the
latest,
but
by
no
means
the
first,
you
know.
Let's
we
can
go
back
to
service
oriented
architecture.
We
can
talk
about
web
services.
A
B
B
Mostly,
it's
not
black
and
white,
but
you
know
when
you're
talking
about
the
architecture
of
software,
that's
basically
a
technology
issue
and
microservice.
The
microservice
is
really
we
talk
about
microservices,
it's
really
the
microservice
architectural
pattern,
it's
the
kind
of
a
formal
name
for
it
right
and
it
came
from
what
I
am
starting
to
call
now
new
enterprises.
B
A
Yes,
absolutely
absolutely
mostly,
and
the
point
like
you,
you
broke
a
wonderful
point
like
you
did
all
the
same
things
on
the
previous
player
of
things,
but
people
doesn't
realize
that
they
realize
that
we
can
do
these
kind
of
stuff.
But
but
what
I
see?
I
think
a
lot
of
the
questions
that
I
people
are
talk
to
the
small
startups.
A
Some
small
business
oriented
cultures
like
they
just
just
because
all
of
the
most
of
the
businesses,
with
the
advantage
of
the
technology
kubernetes
and
the
container
technologies
that
the
people
are
moving,
investing
more
of
the
time
on
on
containers
and
learning
about
how
these
orchestration
layers
work
on
these.
But
we
never
have
this
kind
of
orchestration
layer
in
the
past
so
tell
them
so
do
do.
A
One
is
a
how
the
business
like
is.
Business
needs
some
kind
of
orchestration
late
on
itself
as
well,
like
we
harm
determined
the
coin
orchestration
in
the
technological
space,
but
the
orchestra
station,
like
we
have
so
many
people,
so
many
a
people,
clients
and
businesses
working
in
a
different
geographical
location,
working
with
their
different
area
of
suppression
of
different
areas
of
concern,
is
the
business
like
a
startup
needs,
some
kind
of,
because
they
think
they
ask
me
that
this
model
is
very
complicated
for
us
like
we
need
to.
A
We
need
to
give
the
people
that
their
hands
on
how
they
can
write
the
code
write
the
strategies
for
it,
how
they
can
interact
with
it,
how
the
communication
patterns
look
like
it,
how
the
logging,
how
the
infrastructure
residing
how
reside
in
it
and
what
are
the
different?
What
are
the
different
limitations?
A
B
Okay,
so
that
was
okay,
so
I
saw
there
were
two
topics
there.
Let
me
make
sure
I
got
them,
so
one
is
about
whether
business
processes
are
reinvented
with
this
technology
shift
and
then
whether
startups
should
leverage
this
or
not
so
business
process.
One
is
easy.
Technology
enables
new
ways
of
of
exercising
business
process,
but
business
process
is
a
business
thing.
I've
often
I've
said
for
years
and
years.
B
What
differentiates
two
different
companies
who
are
in
the
same
market
is
their
business
process
and
I'm
very
much
opposed
to
the
idea
of
technologists
kind
of
waiting
in
there
to
tell
them
what
they
can
do.
We
need
to
educate
them
that
you
have
these
new
capabilities
now
because
of
this
technology,
but
then
really,
if
you
listen
to
that
conversation,
a
lot,
what
the
business
wants
from
us
is
to
deliver
better.
B
You
know
basically
high
quality
software
faster,
that's
what
they
want.
They
want
their
business
value
and
they
want
it
faster
and
they
want
it
to
be
good.
Anybody
who
uses
the
web
these
days
probably
knows
that
we're
kind
of
failing
on
the
good
part
because,
as
there
was
a
presentation
at
microsoft
once
this
was
years
ago-
and
the
guy
says
the
point
of
continuous
delivery
is
not
to
deliver
more
bugs
to
production
faster
right,
and
so
so
that's
the
business
side
of
it.
B
We
enable
things,
but
we
don't
have
the
expertise
to
drive
it
and
we
should
collaborate
there
but
stay
out
of
it
on
the
startup
question,
and
it's
out
there
a
lot
and
by
the
way,
all
of
the
major
new
enterprises
like
netflix
facebook,
google,
amazon,
I'm
reading
the
devops
handbook.
Can
you
tell
that
they
all
started
with
monolithic
applications?
And
a
point
was
made
that
I
was
just
listening
to
then
you
should
start
with
a
monolith
and
then
but
jump
on
the
treadmill
and
be
prepared
to
continuously
evolve
it.
Okay.
B
What
I've
seen
with
a
lot
of
companies
is
they
build
the
monolith
in
their
cloud-facing,
their
web
phasing
and
then
they're
successful
and
demand
surges.
They
didn't
architect
for
scalability.
They
have
no
way
to
do
it.
In
the
worst-case
scenario
you
die
at
that
point,
so
sure
you
proved
there's
a
market
for
your
product
and
then
you
couldn't
serve
it.
I
think
it's
worth
the
extra
effort,
that's
my
opinion
that
you
should
architect
for
success,
and,
yes,
I
know
lean
and
all
that
kind
of
stuff.
B
Has
you
get
the
idea
out
there
and
and
and
see
if
there's
a
place
for
it
and
then
iterate
like
crazy?
You
can
do
that.
It
doesn't
work
for
me.
I
do
think
that
microservices
is
not
so
radical
and
as
it
turns
out
that
a
loosely
coupled
architecture
is
key
to
successful
devops,
you
may
as
well
just
jump
on
the
bandwagon
up
front.
It's
not
that
hard
to
start
with
it
unless
you're
so
well
versed
in
the
old
ways
of
doing
things.
It
just
doesn't
come
natural
to
you.
B
So
that's
that's
my
thinking
there,
if
you're
planning,
to
build
something
big
plan
for
your
business
to
be
successful
and
go
ahead
and
do
a
scalable
architecture
which
today
largely
means
microservices.
One
other
comment
you
mentioned
kubernetes
and
everybody's
doing
this
kubernetes
is
an
infrastructure
play.
It
is
a
way
of
orchestrating
containers.
B
B
A
Yes,
absolutely
absolutely,
and
one
wonderful,
wonderful
point
that
you
all
mentioned
during
the
during
the
conversation
like
what
I
see
like
people
are
previously
talking
about,
that
we
are
adopting
the
micro
services
architecture.
Previously,
my
code
is
written
in
the
one
box.
I
have
more
security
over
it.
A
B
B
Let's
talk
for
a
second
there
about
the
past
versus
the
present
okay.
Everything
you've
just
described
about
having
kubernetes
and
adding
capabilities
to
kubernetes,
which
is
an
infrastructure
play,
is
exactly
how
we've
been
doing
things
for
the
last
50
years.
The
emphaso
basically
developers
build
whatever
they
want,
they
throw
it
over
the
so-called
wall
and
it
is
responsible
for
making
it
secure
and
performant.
B
Okay,
I
actually
have
an
analogy.
I
use
if
you
build
a
house
and
leave
off
the
front
door,
and
then
you
build
this
whole
security
gauntlet
in
the
front
yard,
to
go
out
to
the
gate,
to
the
street
to
keep
people
from
getting
to
the
front
door.
How
about
we
just
build
a
front
door
and
so
authenticated
apis
which,
in
a
microservice
architecture,
everything's
an
api.
B
You
know
you
have
to
present
a
token
to
the
service
when
you
want
to
call
it
to
say:
are
you
who
you
say
you
are,
and
am
I
allowed
to
talk
to
you
and
what
am
I
allowed
to
do
and
everything
gets
really
straightforward
at
that
point,
I
asked
somebody
last
week
I
said:
are
you
aware
of
this?
Was
a
vp
of
engineering
for
an
airline?
I
said:
are
you
aware
of
any
man
in
the
middle
attacks?
And
he
said
yes,
yes
and
I
went
like
really
and
he
goes
well.
B
No,
I
know
what
it
is
and
I'm
like
sure
he's
like,
but
have
you
ever
heard
of
one
actually
happening?
Okay,
but
think
about
the
amount
of
effort
that
we
put
in
trying
to
prevent
that
extremely
narrow
use
case?
When
we
all
know
the
real
security
problems
are
unauthenticated
apis
unpatched
operating
systems
and
passwords
stuck
on
sticky
notes
on
the
front
of
somebody's
terminal,
okay,
not
to
mention
just
the
hostile
sys
admins,
because
they
have
access
to
the
whole
system.
B
B
B
A
I'll
pause
there,
that's
absolutely
absolute,
absolutely
absolutely
absolutely
agree
with
what
you
just
said
like
we
do.
We
we
usually
deal
some
of
the
complexity
that
we
don't
able.
We
don't
able
to
think
about
it
mostly
like
these
are
the
wonderful
points
you're
thinking
to
us
and
also
the
topic
will
be
before
before
we
conclude
over
all
the
conversation
like
one
of
the
one
of
the
business
like
when
we
started.
How
should
we
restructure
our
teams
like?
B
So
that
is
a
really
huge
effort
and
I
and
we
were
committed-
we
came
from
our
ceo,
who
basically
said
you
have
to
do
this
figure
it
out.
Okay,
most
companies
do
not
have
their
ceos
telling
them
that
you
have
to
do
this
and
you
know
you're
trying
to
do
process
improvement
so
ideally
devon.
You,
you
wind
up
with
your
ops
people
embedded
in
your
product
teams.
B
B
So
there
are
a
variety
of
patterns
you
can
get
into
organizational
patterns
for
having
ops,
be
involved
in
architecture
so
that,
for
instance,
the
the
application
architects
understand
what
needs
to
be
built
into
the
application
so
that
the
operations
team
can
probably
monitor
the
application
once
it
reaches
production,
there's
an
impact
to
the
application
architecture.
If
you
want
to
be
able
to
do
rapid
deployments
frequently,
you
know
and
operations
has
needs
there,
the
developer
arc.
The
architecture
has
needs
there
and
these
need
to
be
considered
together.
B
A
No,
it's
just
it
has
gave
me
a
wonderful
insights
about
what
are
the
possible
lay
how
you
can
lay
down
the
structure
while
you
are
doing
this
kind
of
solution.
So
before
I
let
you
go
the
last
few
question
like
we
see
in
the
application
like
when
we
have,
we
built
up
some
observability
on
top
of
our
application
layer
to
see
how
my
application
behaves,
how
much
its
cpu
uses,
how
much
this
ram
uses
and
how
it's
behaving,
naturally
in
production
and
for
the
business
point
of
view.
A
B
But
it's
really
two
separate
sets
of
metrics
as
to
whether
you're
having
success.
If
I
understand
the
question
correctly
whether
these
technology
tools
that
we're
talking
about
actually
enable
the
business
to
see
if
it's
being
successful
in
the
market,
you
can
get
indicators
of
when
you're
about
to
get
in
trouble
in
the
market.
B
For
sure
there
was
a
story
when
gaap
originally
moved
to
the
cloud
and
they
did
it
wrong,
it
wasn't
scalable
their
marketing
team,
put
out
a
some
sort
of
campaign
and
everybody
showed
up
on
the
site
and
the
site
just
collapsed
and
unfortunately,
what
didn't
collapse
was
their
feedback
site
the
forum
and
the
quote
that
really
caught
with
me
stuck
with
me
all
those
years
ago.
This
was
2011.
I
think
this
is
my
first
time
to
the
site.
B
B
One
of
my
early
successes
was
a
a
company.
They
had
a
website
behind
a
very
well
known,
url
that
went
into
all
of
the
lowe's
flyers,
all
50
50
million
those
flyers.
I
think
every
weekend
and
their
marketing
camp,
their
marketing
team
was
actively
working
to
get
people
to
click
on
that
url
and
they
had
three
servers
standing
behind
that
url.
B
A
Yes,
absolutely
absolutely
wonderful,
insights
and
another
where
we
have
five
four
five
more
minutes
left.
So
we
can.
I
can
give
us
some
final
question
and
throw
in
so
well.
We
see
in
the
in
the
tackle
we
use
all
of
those
words
and
the
buzz
analogies
and
the
everybody
is
talking
to
them.
So
how
do
we
educate
them
like
we,
we
see
in
the
in
the
in
some
of
the
organization
that
I
talk
to
them.
A
A
How
should
we
can
increase
this
like
we
have
the
same,
like
the
question,
it's
a
question
about:
how
do
we
migrate
our
existing
knowledge
of
what
we
already
have
learned
and
moving
into
the
microservices-based
architecture,
so
how
it
should
be
important
for
everybody
listening
to
us
and
have
they
coming
from
that
phase,
that
they
have
a
different
teams?
They
can
build
out
another
team
that
work
on
the
different
tools
that
different
different
technologies
that
exist
today,
and
they
can
talk
to
the
team
who
are
working
on
the
feature
set.
So
we
can
elaborate.
A
We
have
some
existing
knowledge
of
what
we
already
have
learned
and
we
have
a
new
team
that
that
are
understanding
and
learning
new
new
technology.
How
should
how
this
is
imported?
I
see
a
lot
of
the
organization
they
get
in
the
cncf
landscape
or
the
cdf
landscape.
They're.
Talking
to
you
about
this
story
that
we
have
built
this
kind
of
a
mindset
in
our
in
our
culture
and
we
get.
We
gain
greater
amount
of
success
in
in.
B
B
Years
and
years
ago
I
came
up
with
this
one-liner
that
the
invention
of
the
pneumatic
framing
nailer
did
not
make
better
carpenters.
It
meant
you
could
deliver
really
bad
product
much
faster.
I
built
a
house
20
years
ago
and
they
cut
the
wood
wrong
and
then
they
used
the
pneumatic
nailer
to
just
put
a
lot
of
nails
in
to
hold
it
together.
B
That's
that's
not
the
goal,
so
I
tend
not
to
focus
on
tooling
at
all.
I
try
to
keep
it
out
of
the
process
and
I
certainly
don't
get
into
tooling
until
much
later
in
the
process,
because
it's
a
top-down,
you
need
to
create
that
environment
where
these
changes
can
happen
you
need
to-
and
I
cannot
emphasize
this
enough-
really
really
work
to
understand
the
change
that
you're
doing
not
chase
the
latest
shiny
object.
Okay,
whether
you
need
to
bring
consultants
in
to
do
that.
B
If
you
bring
consultants
in
or
your
vendors
who
you
know,
number
one
tell
your
vendors.
What
you
want
to
hear
you
don't
want
to
hear
about
their
tools
and
tell
them
they're
not
going
to
make
any
money
on
you
until
you
figure
this
out.
The
right
way
and
but
bring
somebody
in
who
is
an
expert
in
the
topic
and
then
listen
to
them,
don't
argue
with
them,
listen
to
them.
B
A
Absolutely
absolutely
absolutely
actually
I'm
asking
the
same
question
like
if
that
you
draw
like
you
have
to
to
evolve
as
the
time
possesses,
and
you
need
to
have
to
be.
A
change
need
to
be
able
learning
in
your
passion
of
learning
new,
a
new
way
of
thinking
solving
about
the
existing
problem
or
newer
problem.
A
Yes,
absolutely
absolutely
absolutely,
so
I
really
like
the
conversation,
because
in
a
very
shorter
shorter
words,
you
explain
wonderfully
well
for
me
at
least
to
understand
all
that
you
have
said
so.
We
are,
we
hope
to
have
you
again
in
the
future
as
well.
For
the
these
critical
point
of
point
of
time,
I've
never
done
this
business
kind
of
thing
before
in
the
podcast
previously,
but
is
it
a
well
everybody's
talking
about?
I
mean
hope
and
thank
you
very
much.
A
You
can
join
in
and
talk
about
on
these
creative
criticality
of
the
business
model
and
the
modern
architecture
that
we
are
really
facing
to
it
as
of
today.
So
before
I
let
you
go,
what
are
your
current?
What
are
your
extracurricular
activities
defined
beside
these
being
technologies
when
you
have
free
how
you
spend
your
time
and
what
are
your
energy
of
interest.
B
B
In
fact,
I
have
a
friend
who's,
a
historian
by
training
he's
actually
an
I.t
now,
but
he
we
were
had
a
discussion
just
this
weekend
about
this
idea
of
the
traditional
enterprises
versus
the
new
enterprises,
because
for
a
long
time
that
conversation
was
well
is
netflix
and
enterprise.
No,
I
didn't
think
they
were.
I
think
they
are
now
because
we
managed
to
come
up
with
the
distinction
between
what
we
meant
by
an
enterprise
and
these
new
enterprises.
B
So
that's
you
know.
I
spent
a
lot
of
time
doing
that
and
then,
of
course,
I
try
to
get
outdoors
and
hike
and
I'm
getting
old,
so
I'm
trying
to
stay
fit.
Oh,
I
do
as
long
as
you've
thrown
open
the
the
doors
like
that
huge
fan
of
physical
fitness
in
virtual
reality,
the
the
programs
that
are
available,
particularly
for
the
for
the
meta
headset,
are
really
amazing,
got
me
through
kovid
and
still
at
it.
A
A
Absolutely
absolutely
absolutely
so
that
that's
another
way
of
maintaining
your
health
and
fitness
yeah.
So
absolutely
so,
that's
really
critical
for
everyone,
like
you,
the
visual
world
is
traveling,
is
very
low.
The
you
don't
have
you're
just
stuck
in
themselves.
You
have
to
maintain
your
health
and
mind
and
body
to
do
that.
So
thank
you.
Very
much.
Martin
won't
take
much
of
your
time
but
really
enjoy
the
conversation
with
you
hope
to
see
you
again
in
the
future
as
well.
A
A
So
everybody
who
wanted
to
be
in
the
open
source
community
or
tell
us
go
to
the
github.com,
slash,
hotelier,
slash,
hoteliers
and
find
a
repository,
and
if
you
are
wanted
to
integer,
where
you
can
collaborate
or
with
us
or
want
to
be
open
source
contributor,
we
are
happy
to
have
you
in
our
community,
go
to
the
hotelies
website
and
go
to
the
and
join
our
discussion
channel
today.
Hope
to
meet
you
again
in
the
ortillius
or
in
the
retaliate
podcast.
Thank
you.
Everyone
for
joining
us
today
hope
to
meet
you
again.