Riding the elevator: DDD in the penthouse
summary
Builds on Gregor Hohpe’s elevator analogy and shows concrete ways DDD informs leadership decisions: uses the DDD starter modeling process on GitHub, runs event storming and business model canvas exercises, and maps core/supporting/generic subdomains to staffing and make‑or‑buy choices; cites Dora metrics and an Amplitude infographic for delivery speed tradeoffs, advocates aligning bounded technical teams with bounded context maps and team topologies, and warns that DDD techniques are pragmatic tools not a silver bullet.
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chapters (15)
- 0:00Introduction
- 1:46Riding the elevator meaning
- 3:53DDD and business strategy
- 7:37Agile transformation with DDD
- 10:03Purpose of digitalization
- 13:12DevOps and DDD collaboration
- 16:34Reducing assumptions
- 20:29DDD agile modeling
- 21:55From projects to products
- 24:44Evolutionary architecture
- 26:10Strategic domain driven design
- 28:38Staffing decisions
- 31:34Microservices and bounded contexts
- 33:41Team autonomy and purpose
- 36:51DDD myth
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