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I think we agree (and it's probably self evident) that it's hard but necessary work to try and get the boundaries right, and it requires a lot of refactoring before things stabilize. In the early stages of work, that refactoring is frequent and often deep. Later, it (usually) becomes infrequent and shallow. I think it's important to separate internal dependencies from external ones. My personal advice is to treat external dependencies in whatever way the language prefers, and upgrade on a cadence. This is because you can't have any real impact on your external dependencies - even if they are critical, you can essentially treat them as a black box for terms of this conversation. For the rest of my response, lets assume we're talking internal dependencies. The thing about breakage "for no reason" is that you are still broken, you just don't know it yet. One assumes the team that broke you had a reason. It might be a good or bad reason, from your point of view, but it wasn't no reason. When I talk about forcing the conversation, this is why. It's not better to hide from the changes, or pretend that you are safe. You aren't. All that happens is you move the time between when the breakage was introduced, and when you discover it. Most frequently, that discovery happens when the upgrade becomes critical (security) - and the time to apply the change has gotten longer, and the team who made the breaking changes no longer remembers clearly the drift. This makes teams even more less likely to move. By ensuring these types of changes hurt, and are understood to be a shared responsibility (the consumer has a responsibility to move, the producer has a responsibility to understand and protect the stability of their consumers), teams have the impetus to design and build systems that ensure their stability. It's one thing to ask for things like circuit breakers, backwards compatible interfaces, etc. It's all theoretical from a single engineers, or single teams, point of view. It's not a panacea, but when the contract is structured this way, everyone adapts to the issue: producers get more defensive, consumers get less debt. Like I say in the original, I think this comes down to perspective. When my concern was primarily the efficiency of a single team, who was small enough to stay connected through conversation and shared understanding, it matters way less. A lot of your reply comes from the perspective of wanting, as an engineer, to just Get Things Done again. I get it, and I'm sympathetic. It is harder to work this way, because you can't take the easy shortcuts (pinning, delaying the upgrade, ignoring your consumers, etc.) - but that's precisely the point. Those things are bad in the long term. |