دانلود کتاب مهندسی مؤثر پلتفرم

I’ve been building software systems long before we called them “platforms.” My earliest engineering memories are of wrangling SunOS/IBM AIX machines, running massive semiconductor simulations for programmable logic, and navigating system traffic spikes during primary compute needs, long before the era of ubiquitous computing power. None of us used the term “DevOps” back then; we were just figuring out how to keep things running. However, over the years, I realized that the scaffolding surrounding product teams encompassing invisible systems, abstractions, tooling, and culture was often the difference between sustainable progress and organizational entropy. Platform engineering gave shape to that intuition. And, over time, I found myself drawn more to the enablers than the end products: CI/CD pipelines, developer portals, paved paths, golden templates, observability stacks. I’ve been fortunate enough to help shape platform strategy across large organizations and startups, from Silicon Valley to global digital firms, and have also been instrumental in setting up the platform engineering practice at Thoughtworks. With this book, I wanted us to distill the accumulated lessons, both technical and human, and offer a hands-on, opinionated, and deeply practical guide for anyone trying to build platforms that empower engineers rather than hinder them. This isn’t a book of platitudes or glossy visions. It’s a manual forged from real-world constraints, tradeoffs, and context—what we learned the hard way so you don’t have to. I have been captivated by complex systems since building my first Backus–Naur parser as part of a compiler design class back in college. Even though the path of my career has covered a lot of territory outside software engineering, for nearly two decades I’ve had the privilege, and the sheer fun (most of the time), of working alongside some amazing people across many sectors of the economy, with some of the largest stakes, to design and implement systems that enable the creation and support of software. This naturally involves not just infrastructure but also processes, organizational structures, and measures of outcomes—in other words, systems. As Stafford Beer famously said, “The purpose of a system is what it does.” The reason it takes days, weeks, and months of waiting or advance planning for developers to get access to the ordinary tools of their trade is that this is how the system (or process) was designed to function. The reason core technologies in even your most strategically important systems are multiple versions behind with upgrades happening painfully, if they happen at all, is because that is how those maintenance systems were designed to function. The reason there are five teams in the same company with five different approaches to the same architectural problem—I could go on, but I think you get my point. It is absolutely possible to deliver on the goals of a modern engineering platform, but mere common sense or simple notions of management are not going to get you there. If they could, everyone who tries would succeed. Throughout this book, we capture the approaches, corporate cultural markers, measures, and engineering practices that have been part of the successful platforms we have encountered and helped create. Even when you’re not building a platform, platform engineering practices are still a great way to improve your skills and bring more quality and value to any software-defined situation.