At San Digital, we believe the work we do today should positively impact the environment and not compromise the ability of future generations. It seems obvious, but large organisations continue to think sustainability is a box-ticking exercise and an inconvenience.
There are more than enough articles about agile software development; this post is about agility elsewhere.
We have been doing a deep-dive on FHIR implementations and tooling following our initial FHIR investigation. A critical area of investigation for any system, particularly a large distributed system with many clients and peers that need longevity and guided evolution is its type system. Use of a strict type system can have many benefits - interoperability, governance, data quality, security, performance, developer experience, reduced component complexity and the ability to evolve services with confidence
The San Digital team has worked with numerous organisations in both the public and private sectors to transform their applications architecture into a flexible and business-focused model. Working with events at scale is key to maintaining individual teams’ agility.
While setting up a sample project from an unnamed large vendor the other week I was disappointed by having to read large amounts of documentation and run various bits of script to install dependencies and set up infrastructure. We live in a world that has tools old (Make) and new (Docker) that can be combined to make onboarding engineers low or zero friction.
Continuing our series of posts on web protocols, we have been investigating more specialist protocols, in this case, “FHIR”. We have produced a document based on our research, investigations and experience.
Multiple team structures can work to deliver software projects. There is no real one size fits all, however, there are common components that can be seen across different structures. At San Digital we believe that Engineer-led teams deliver great results for short duration high-impact projects.
This is called rules of the road but they aren’t rules they’re more guidelines, so they’re rules until there is a good reason to ignore them.
Recently there has been a shift away from time and materials projects towards defined outcomes, driven by various legislative changes, specifically IR35, but also cost control in the procurement function of larger organisations.