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Descending from the architect's ivory tower

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Valtech UK
Valtech UK

Andrew Rendell's presentation on the role of an architect in an agile organisation

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DESCENDING FROM THE ARCHITECT'S IVORY TOWER ANDREW RENDELL, PRINCIPAL CONSULTANT
INTRODUCTION MANY ORGANISATIONS HAVE LONG HISTORY OF WATERFALL DEVELOPMENT YEARS OF REFINEMENT HAVE PRODUCED TECHNIQUES FOR TECHNICAL ARCHITECTURE WHICH CONTRADICT AGILE IDEALS HOW DO YOU FULFIL THE ROLE OF TECHNICAL ARCHITECT IN SUCH AN ORGANISATION AND MAINTAIN THE AGILITY WHICH ALLOWS YOU TO DELIVER SOFTWARE? EXAMINED THROUGH THE EXPERIENCE OF A REAL WORLD PROJECT
ORGANISATIONAL CONTEXT T-MOBILE INTERNATIONAL MOBILE PORTALS AND CONTENT DELIVERY GROUP DELIVERS MOBILE APPLICATIONS WHICH DRIVE DATA USAGE ACROSS THE T-MOBILE NETWORK DEVELOPED THEIR EXPECTATIONS OF THE TECHNICAL ARCHITECT ROLE OVER SEVERAL YEARS
BROAD DEFINITION OF ARCHITECT IN THE CONTEXT OF THIS GROUP WIDE REMIT ACROSS SEVERAL PROJECTS END TO END TECHNICAL RESPONSIBILITY (I.E. IF IT DOES NOT WORK, YOU HAVE FAILED) DELIVERY OF CONSISTENTLY EFFICIENT SOLUTION WHICH IS FIT FOR PURPOSE
MY EXPERIENCE ON WATERFALL PROJECTS TECHNICAL ARCHITECT IS DISCOURAGED FROM TAKING HANDS ON APPROACH ROLE CLOSELY COUPLED WITH REVIEW OF DESIGN DOCUMENTATION IN FACT – BECOMES PRIMARY TOOL FOR ARCHITECTURAL QUALITY CONTROL DEVELOPMENT PROCESS STRUCTURED AROUND REVIEW QUALITY GATES
WATERFALL MAKES YOU INEFFECTIVE CONVENTIONAL DOCUMENT REVIEW BASED APPROACH: ISOLATES THE ARCHITECT FROM THE TECHNICAL IMPLEMENTATION THEY ARE RESPONSIBLE FOR REDUCES THEIR ABILITY TO SUCCEED BY TAKING THEM AWAY FROM THE TECHNOLOGY WHICH MADE THEM GREAT CANDIDATES FOR THE ARCHITECT ROLE IN THE FIRST PLACE SUPPORTS THE FALLACY THAT THE TECHNICAL ARCHITECT IS THE ALL KNOWING CENTRE OF THE TECHNICAL UNIVERSE
TOWER SYNDROME Broad View SAFETY The Architects Ivory Tower DEVELOPERS
WHAT DOES THIS LEAD TO? ARCHITECT DISENFRANCHISED A WASTE OF YEARS OF LEARNING AND EXPERIENCE POORLY REGARDED BY IMPLEMENTERS A DABBLER POORLY INFORMED AN IMPEDIMENT TO PROGRESS AVOID THEIR ATTENTION AT ALL COSTS!
ORGANISATIONS STILL HAVE THE SAME REQUIREMENT // LOGICAL CAREER PROGRESSION FOR TECHNICIANS DO ARCHITECTS HAVE A ROLE IN AGILE? YES!
HOW CAN THE ROLE BE DELIVERED WITHOUT ASCENDING THE TOWER?
BACKGROUND TO PROJECT SUMMER 2007 NEW PORTAL APPLICATION DEVELOPED CONDENSED TIME SCALES HIGH PROFILE UNUSUALLY HIGH RISK FOR THE ORGANISATION TACTICAL AGILE ADOPTION REQUIRED TO DELIVER PROJECT SUCCEEDS AND DELIVERS ON TIME FURTHER ADOPTION NOT ONLY POSSIBLE BUT HIGHLY DESIRABLE
POST LAUNCH HANDOVER DOUBTS THAT TOO MUCH OF THE OLD PROCESSES HAD BEEN DISCARDED WAS THE TEAM CREATING A MAINTENANCE NIGHTMARE THROUGH LACK OF DOCUMENTATION? HOW TO KEEP DELIVERING AT RAPID PACE WITH INCREASING SCOPE?
SCALING THE TEAM INCREASE HEADCOUNT TWO TEAMS DIFFERENT MANAGERS DIFFERENT LOCATIONS LITTLE INTERACTION AT INDIVIDUAL LEVEL SILOS FORM BEGAN TO DELIVER RAPIDLY BUT …
… ARCHITECTURAL BAD SMELLS DIVERGING CODE STYLES PREVIOUSLY COMMONLY APPLIED PATTERNS OVERLOOKED UNPREDICTABLE AND INCONSISTENT BEHAVIOUR TECHNICAL DEBT RISING DANGEROUSLY
INCREASING CODE BASE AND COMPLEXITY
RATE OF CHANGE
WHY WAS THE ARCHITECT INEFFECTIVE? ARCHITECT REMAINED ON THE CRITICAL PATH FOR ONE TEAMS DEVELOPMENT SAME EXPECTED VELOCITY AS ANY OTHER DEVELOPER DELIVERABLES ACTUALLY INCREASED REMIT WELL UNDERSTOOD MECHANISMS FOR FULFILLING THAT REMIT NOT WELL UNDERSTOOD
PROBLEMS RECOGNISED // OPPORTUNITY PRESENTS ITSELF TO MAKE CHANGES // REORGANISATION OF TECHNICAL GOVERNANCE // NEED TO SCALE EFFECTIVELY REDEFINING THE APPROACH
TECHNIQUES EMPLOYED A SELECTION OF THE TECHNIQUES EMPLOYED STRUCTURING THE APPLICATION TO PROMOTE GOOD GOVERNANCE DOCUMENTATION THAT IS 'GOOD ENOUGH‘ KEY TOOL: TESTING REFLECTING ON CODE STRUCTURE PROVIDING DIRECTION AND RIGOROUS CHECKPOINTS DELEGATION
STRUCTURING OF APPLICATION PROMOTE GOOD GOVERNANCE THROUGH PHYSICAL ARCHITECTURE ANALOGOUS TO TDDS 'DETESTABLE CODE‘ WORTH RESTRUCTURING CODE ONLY TO MAKE IT EASY TO TEST WORTH RESTRUCTURING APPLICATION ONLY TO IMPROVE TECHNICAL GOVERNANCE CONTENTIOUS SEEMED LIKE THE WRONG MOTIVATION EMOTIONAL RESPONSE: COSTS TOO MUCH
STRUCTURING OF APPLICATION WHY INCREASE COMPLEXITY / SIZE OF MONOLITH? COST TO RESTRUCTURE LOW SMALLER, MORE MANAGEABLE DEPLOYMENT UNITS
STRUCTURING OF APPLICATION TEAMS DECOUPLED STRUCTURE MIRRORED APPLICATION SILOS RECREATED, BUT Clean interfaces Easy to police Freedom to innovate Not license to disrupt OPERATIONS TEAM SUPPORTIVE MASSIVE SAVING IN TEST PROBABLY SAVED THE PROJECT SIMPLER STRUCTURE WAS EASIER TO GOVEN
DOCUMENTATION THAT IS 'GOOD ENOUGH' DETERMINED NOT TO EXPEND VALUABLE EFFORT ON DOCUMENTATION WHICH HAS NO CLEAR USE WHERE DOCUMENTATION IS REQUIRED IT MUST BE FIT FOR PURPOSE, NOT A TICK IN BOX VALUABLE DOCUMENTS FOR THIS PROJECT Web service API specification Use case documentation
DOCUMENTATION THAT IS 'GOOD ENOUGH' DISCARDED DETAILED DESIGN DOC OLD APPROACH MANDATED DETAILED DESIGN DOCUMENT PER MODULE SIGNIFICANT OVERHEAD HOW WAS IT ACTUALLY USED?
DOCUMENTATION THAT IS 'GOOD ENOUGH' NEW APPROACH KEY AREAS IDENTIFIED BY ARCHITECT AND TEAM WHITE BOARD SESSIONS CAPTURED WITH DIGITAL CAMERAS AND UPLOADED TO WIKI WIKI PAGES ON SPECIFIC TOPICS GIVES ARCHITECT THE REQUIRED VISIBILITY
DOCUMENTATION THAT IS 'GOOD ENOUGH' SOME AREAS JUSTIFIED MORE FORMAL CAPTURE ADDED TO SPRINT BACKLOG KEEPS COST VISIBLE USED UML TOOL CENTRALISED, VERSION CONTROLLED GENERATED DOCUMENTATION SETS FROM TOOL
CONTENTION WIDER ORGANISATION STILL DOCUMENT CENTRIC NEW APPROACH CONTENTIOUS, ESPECIALLY WHEN INTERACTING WITH THAT WIDER ORGANISATION SECURITY AUDIT PERFORMED ON PROJECT NEGATIVE PRECONCEPTIONS ABOUT AGILE ARCHITECT ABLE TO SUPPLY DOCUMENTS GENERATED FROM REPOSITORY AT LEAST AS RIGOROUS AS CONVENTIONAL PEERS
TESTING: THE KEY TOOL TDD KEY DEVELOPER TOOL SUBJECT OF AGILE 2008 PRESENTATION AUTOMATED TESTS MAIN MECHANISM FOR ENSURING QUALITY EMPIRICAL EVIDENCE AS OPPOSED TO ABSTRACT VIEW OF DESIGN TO BE REALISED JUSTIFY THEIR HIGH COST
TEST CONSUMERS AND CLASSIFICATION DEVELOPERS BUSINESS STAKEHOLDERS LOAD UNIT TESTS TESTS USE CASE TESTS ACCEPTANCE TESTS ARCHITECT
TESTING COST OF TDD IS INITIALLY HIGH COST OF WRITING USE CASE TESTS IS HIGH AND IMPACTS SOME KEY INDIVIDUALS WE FAILED TO CREATE THEM QUICKLY ENOUGH DELAY DIMINISHED VALUE COST OF BEING INVOLVED IN LOAD TESTING HIGH AND CREATED SCHEDULING CONFLICTS NOTHING ELSE CAN PROVIDE SAME CONFIDENCE LEVELS JUST REMEMBER: NOTHING IS FOOLPROOF!
REFLECTING ON CODE STRUCTURE DEVELOPMENT PRIORITIES AND PATTERNS HAD BEEN COMMUNICATED NOT ALWAYS FOLLOWED! USE EARLY CODE REVIEW TO CATCH PROBLEMS DRIVEN BY ARCHITECT AND PROJECT TECHNICAL LEAD, NOT A TEAM ACTIVITY INITIALLY PRACTICAL EXERCISE Used Eclipse code navigation facilities Used UML reverse engineering Unit tests exercised code
REFLECTING ON CODE STRUCTURE EXERCISE PRODUCED LIST OF CORRECTIONS ARCHITECT ANNOTATED CODE WITH FIXME AND TODO UML DIAGRAMS FROM REVERSE ENGINEERING EXPORT TO WIKI HAVING A FORMAL DIAGRAM SOMEHOW MADE THE PROCESS 'MORE SIGNIFICANT'! FED INTO RETROSPECTIVE
POSITIVE OUTCOMES ARCHITECT GAINS CONFIDENCE IN TEAM ISSUES CORRECTED EARLY DEVELOPERS CONFIDENCE BOOSTED POSITIVE FEEDBACK KNOW ARE INTERPRETING GUIDELINES AS INTENDED REPORTED IN RETROSPECTIVE ARCHITECT BECOMES FAMILIAR WITH CODE THE SOURCE IS NO LONGER AN OPAQUE ARTEFACT
PRACTICAL ISSUES PROHIBITIVE COST ONLY EXECUTED HANDFUL OF TIMES PER PROJECT IDENTIFYING WHERE TO INVEST TIME IN REVIEW ALLOW DEVELOPERS TO NOMINATE 'CLEVEREST CODE‘ MORE COST EFFECTIVE SOLUTIONS DEVELOPER DRIVEN WHITE BOARD SESSIONS SAME OBJECTIVES COST DISTRIBUTED AMONGST TEAM LESS USEFUL – MORE ABSTRACTION, ERODE COMMON OWNERSHIP
DIRECTIONS AND CHECKPOINTS DIRECTION DEVELOPER PRINCIPLES ON WIKI CHECKPOINT ARCHITECTURE CHECK LIST NOT GENERIC – VERY APPLICATION SPECIFIC
ARCHITECTURE CHECKPOINT UNLIKE CONVENTIONAL CHECKPOINTS I HAVE EXPERIENCED SIMILAR TO CODE REVIEW IN THAT BASED AROUND WORKSTATION QUESTION AND ANSWER STYLE NOT ALL SIMPLE YES / NO AIM TO STIMULATE FURTHER INVESTIGATION
EXERPT FROM CHECKPOINT
COSTS AND BENEFITS
COSTS AND BENEFITS EXPOSED SOME SHOW STOPPERS DEMONSTRATED RIGOUR TO EXTERNAL OBSERVERS DOCUMENTED EMPIRICAL EVIDENCE BROUGHT ARCHITECT AND PROJECT LEAD CLOSER TO CODE HIGH COST IN TIME FROM KEY TEAM MEMBERS SCHEDULING DIFFICULT, OFTEN DELAYED WHICH INCREASED RISK NOT FOOL PROOF TOOLS, BUT VERY POWERFUL
DELEGATION ARCHITECTS VALUE HORIZONTAL OVER VERTICAL SCALABILITY SAME PATTERN CAN BE APPLIED TO DEVELOPMENT TEAMS ARCHITECT MUST DELEGATE QUALITY OF TEAM IS PARAMOUNT
DELEGATION: BUILDING THE TEAM ANTI-PATTERN INTERVIEWS WHERE SELECTION IS BASED ON EMOTIONAL RESPONSE INTERVIEWER POST RATIONALISES DECISION USE EMPIRICAL EVIDENCE INSTEAD CASE STUDY DRIVEN INTERVIEWS DEVELOPED SPECIFIC, NOT GENERIC, TO ROLE AND PROJECT WHITE BOARD SESSIONS TO TALK THROUGH A DESIGN USE ECLIPSE AND MAVEN TO DEMONSTRATE TDD ETC.
DELEGATION IVORY TOWER ARCHITECTS SEEM TO CONCENTRATE ON TECHNOLOGY NOT PEOPLE WHICH IMPEDES THEIR ABILITY TO SCALE THEIR DEVELOPMENT CAPACITY
CONCLUSIONS
CONCLUSIONS DOCUMENTATION AS A TOOL FOR TECHNICAL GOVERNANCE IS NOT AN EFFECTIVE STRATEGY ARCHITECT MUST REDUCE THEIR ISOLATION THROUGH INVOLVEMENT IN THE HIGH VALUE TECHNICAL ACTIVITIES AUTOMATED, ACCESSIBLE TESTS ARE THE ARCHITECT'S BEST TOOL ARCHITECT CANNOT BE A FULL TIME DEVELOPER
CONCLUSIONS ACTIVITIES THAT MAKE THE DEVELOPERS AWARE THAT THE ARCHITECT IS CLOSE TO THE SOURCE INCREASES COMMON OWNERSHIP AND INVIGORATES HIGH STANDARDS SOFT SKILLS CAN BE AS IMPORTANT AS TECHNICAL ACUMEN THE BEST TECHNIQUES CANNOT ALWAYS BE APPLIED, TARGET THE MOST IMPORTANT AREAS AND APPLY CHEAPER METHODS ELSEWHERE
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Descending from the architect's ivory tower

  • 1. DESCENDING FROM THE ARCHITECT'S IVORY TOWER ANDREW RENDELL, PRINCIPAL CONSULTANT
  • 2. INTRODUCTION MANY ORGANISATIONS HAVE LONG HISTORY OF WATERFALL DEVELOPMENT YEARS OF REFINEMENT HAVE PRODUCED TECHNIQUES FOR TECHNICAL ARCHITECTURE WHICH CONTRADICT AGILE IDEALS HOW DO YOU FULFIL THE ROLE OF TECHNICAL ARCHITECT IN SUCH AN ORGANISATION AND MAINTAIN THE AGILITY WHICH ALLOWS YOU TO DELIVER SOFTWARE? EXAMINED THROUGH THE EXPERIENCE OF A REAL WORLD PROJECT
  • 3. ORGANISATIONAL CONTEXT T-MOBILE INTERNATIONAL MOBILE PORTALS AND CONTENT DELIVERY GROUP DELIVERS MOBILE APPLICATIONS WHICH DRIVE DATA USAGE ACROSS THE T-MOBILE NETWORK DEVELOPED THEIR EXPECTATIONS OF THE TECHNICAL ARCHITECT ROLE OVER SEVERAL YEARS
  • 4. BROAD DEFINITION OF ARCHITECT IN THE CONTEXT OF THIS GROUP WIDE REMIT ACROSS SEVERAL PROJECTS END TO END TECHNICAL RESPONSIBILITY (I.E. IF IT DOES NOT WORK, YOU HAVE FAILED) DELIVERY OF CONSISTENTLY EFFICIENT SOLUTION WHICH IS FIT FOR PURPOSE
  • 5. MY EXPERIENCE ON WATERFALL PROJECTS TECHNICAL ARCHITECT IS DISCOURAGED FROM TAKING HANDS ON APPROACH ROLE CLOSELY COUPLED WITH REVIEW OF DESIGN DOCUMENTATION IN FACT – BECOMES PRIMARY TOOL FOR ARCHITECTURAL QUALITY CONTROL DEVELOPMENT PROCESS STRUCTURED AROUND REVIEW QUALITY GATES
  • 6. WATERFALL MAKES YOU INEFFECTIVE CONVENTIONAL DOCUMENT REVIEW BASED APPROACH: ISOLATES THE ARCHITECT FROM THE TECHNICAL IMPLEMENTATION THEY ARE RESPONSIBLE FOR REDUCES THEIR ABILITY TO SUCCEED BY TAKING THEM AWAY FROM THE TECHNOLOGY WHICH MADE THEM GREAT CANDIDATES FOR THE ARCHITECT ROLE IN THE FIRST PLACE SUPPORTS THE FALLACY THAT THE TECHNICAL ARCHITECT IS THE ALL KNOWING CENTRE OF THE TECHNICAL UNIVERSE
  • 7. TOWER SYNDROME Broad View SAFETY The Architects Ivory Tower DEVELOPERS
  • 8. WHAT DOES THIS LEAD TO? ARCHITECT DISENFRANCHISED A WASTE OF YEARS OF LEARNING AND EXPERIENCE POORLY REGARDED BY IMPLEMENTERS A DABBLER POORLY INFORMED AN IMPEDIMENT TO PROGRESS AVOID THEIR ATTENTION AT ALL COSTS!
  • 9. ORGANISATIONS STILL HAVE THE SAME REQUIREMENT // LOGICAL CAREER PROGRESSION FOR TECHNICIANS DO ARCHITECTS HAVE A ROLE IN AGILE? YES!
  • 10. HOW CAN THE ROLE BE DELIVERED WITHOUT ASCENDING THE TOWER?
  • 11. BACKGROUND TO PROJECT SUMMER 2007 NEW PORTAL APPLICATION DEVELOPED CONDENSED TIME SCALES HIGH PROFILE UNUSUALLY HIGH RISK FOR THE ORGANISATION TACTICAL AGILE ADOPTION REQUIRED TO DELIVER PROJECT SUCCEEDS AND DELIVERS ON TIME FURTHER ADOPTION NOT ONLY POSSIBLE BUT HIGHLY DESIRABLE
  • 12. POST LAUNCH HANDOVER DOUBTS THAT TOO MUCH OF THE OLD PROCESSES HAD BEEN DISCARDED WAS THE TEAM CREATING A MAINTENANCE NIGHTMARE THROUGH LACK OF DOCUMENTATION? HOW TO KEEP DELIVERING AT RAPID PACE WITH INCREASING SCOPE?
  • 13. SCALING THE TEAM INCREASE HEADCOUNT TWO TEAMS DIFFERENT MANAGERS DIFFERENT LOCATIONS LITTLE INTERACTION AT INDIVIDUAL LEVEL SILOS FORM BEGAN TO DELIVER RAPIDLY BUT …
  • 14. … ARCHITECTURAL BAD SMELLS DIVERGING CODE STYLES PREVIOUSLY COMMONLY APPLIED PATTERNS OVERLOOKED UNPREDICTABLE AND INCONSISTENT BEHAVIOUR TECHNICAL DEBT RISING DANGEROUSLY
  • 15. INCREASING CODE BASE AND COMPLEXITY
  • 17. WHY WAS THE ARCHITECT INEFFECTIVE? ARCHITECT REMAINED ON THE CRITICAL PATH FOR ONE TEAMS DEVELOPMENT SAME EXPECTED VELOCITY AS ANY OTHER DEVELOPER DELIVERABLES ACTUALLY INCREASED REMIT WELL UNDERSTOOD MECHANISMS FOR FULFILLING THAT REMIT NOT WELL UNDERSTOOD
  • 18. PROBLEMS RECOGNISED // OPPORTUNITY PRESENTS ITSELF TO MAKE CHANGES // REORGANISATION OF TECHNICAL GOVERNANCE // NEED TO SCALE EFFECTIVELY REDEFINING THE APPROACH
  • 19. TECHNIQUES EMPLOYED A SELECTION OF THE TECHNIQUES EMPLOYED STRUCTURING THE APPLICATION TO PROMOTE GOOD GOVERNANCE DOCUMENTATION THAT IS 'GOOD ENOUGH‘ KEY TOOL: TESTING REFLECTING ON CODE STRUCTURE PROVIDING DIRECTION AND RIGOROUS CHECKPOINTS DELEGATION
  • 20. STRUCTURING OF APPLICATION PROMOTE GOOD GOVERNANCE THROUGH PHYSICAL ARCHITECTURE ANALOGOUS TO TDDS 'DETESTABLE CODE‘ WORTH RESTRUCTURING CODE ONLY TO MAKE IT EASY TO TEST WORTH RESTRUCTURING APPLICATION ONLY TO IMPROVE TECHNICAL GOVERNANCE CONTENTIOUS SEEMED LIKE THE WRONG MOTIVATION EMOTIONAL RESPONSE: COSTS TOO MUCH
  • 21. STRUCTURING OF APPLICATION WHY INCREASE COMPLEXITY / SIZE OF MONOLITH? COST TO RESTRUCTURE LOW SMALLER, MORE MANAGEABLE DEPLOYMENT UNITS
  • 22. STRUCTURING OF APPLICATION TEAMS DECOUPLED STRUCTURE MIRRORED APPLICATION SILOS RECREATED, BUT Clean interfaces Easy to police Freedom to innovate Not license to disrupt OPERATIONS TEAM SUPPORTIVE MASSIVE SAVING IN TEST PROBABLY SAVED THE PROJECT SIMPLER STRUCTURE WAS EASIER TO GOVEN
  • 23. DOCUMENTATION THAT IS 'GOOD ENOUGH' DETERMINED NOT TO EXPEND VALUABLE EFFORT ON DOCUMENTATION WHICH HAS NO CLEAR USE WHERE DOCUMENTATION IS REQUIRED IT MUST BE FIT FOR PURPOSE, NOT A TICK IN BOX VALUABLE DOCUMENTS FOR THIS PROJECT Web service API specification Use case documentation
  • 24. DOCUMENTATION THAT IS 'GOOD ENOUGH' DISCARDED DETAILED DESIGN DOC OLD APPROACH MANDATED DETAILED DESIGN DOCUMENT PER MODULE SIGNIFICANT OVERHEAD HOW WAS IT ACTUALLY USED?
  • 25. DOCUMENTATION THAT IS 'GOOD ENOUGH' NEW APPROACH KEY AREAS IDENTIFIED BY ARCHITECT AND TEAM WHITE BOARD SESSIONS CAPTURED WITH DIGITAL CAMERAS AND UPLOADED TO WIKI WIKI PAGES ON SPECIFIC TOPICS GIVES ARCHITECT THE REQUIRED VISIBILITY
  • 26. DOCUMENTATION THAT IS 'GOOD ENOUGH' SOME AREAS JUSTIFIED MORE FORMAL CAPTURE ADDED TO SPRINT BACKLOG KEEPS COST VISIBLE USED UML TOOL CENTRALISED, VERSION CONTROLLED GENERATED DOCUMENTATION SETS FROM TOOL
  • 27. CONTENTION WIDER ORGANISATION STILL DOCUMENT CENTRIC NEW APPROACH CONTENTIOUS, ESPECIALLY WHEN INTERACTING WITH THAT WIDER ORGANISATION SECURITY AUDIT PERFORMED ON PROJECT NEGATIVE PRECONCEPTIONS ABOUT AGILE ARCHITECT ABLE TO SUPPLY DOCUMENTS GENERATED FROM REPOSITORY AT LEAST AS RIGOROUS AS CONVENTIONAL PEERS
  • 28. TESTING: THE KEY TOOL TDD KEY DEVELOPER TOOL SUBJECT OF AGILE 2008 PRESENTATION AUTOMATED TESTS MAIN MECHANISM FOR ENSURING QUALITY EMPIRICAL EVIDENCE AS OPPOSED TO ABSTRACT VIEW OF DESIGN TO BE REALISED JUSTIFY THEIR HIGH COST
  • 29. TEST CONSUMERS AND CLASSIFICATION DEVELOPERS BUSINESS STAKEHOLDERS LOAD UNIT TESTS TESTS USE CASE TESTS ACCEPTANCE TESTS ARCHITECT
  • 30. TESTING COST OF TDD IS INITIALLY HIGH COST OF WRITING USE CASE TESTS IS HIGH AND IMPACTS SOME KEY INDIVIDUALS WE FAILED TO CREATE THEM QUICKLY ENOUGH DELAY DIMINISHED VALUE COST OF BEING INVOLVED IN LOAD TESTING HIGH AND CREATED SCHEDULING CONFLICTS NOTHING ELSE CAN PROVIDE SAME CONFIDENCE LEVELS JUST REMEMBER: NOTHING IS FOOLPROOF!
  • 31. REFLECTING ON CODE STRUCTURE DEVELOPMENT PRIORITIES AND PATTERNS HAD BEEN COMMUNICATED NOT ALWAYS FOLLOWED! USE EARLY CODE REVIEW TO CATCH PROBLEMS DRIVEN BY ARCHITECT AND PROJECT TECHNICAL LEAD, NOT A TEAM ACTIVITY INITIALLY PRACTICAL EXERCISE Used Eclipse code navigation facilities Used UML reverse engineering Unit tests exercised code
  • 32. REFLECTING ON CODE STRUCTURE EXERCISE PRODUCED LIST OF CORRECTIONS ARCHITECT ANNOTATED CODE WITH FIXME AND TODO UML DIAGRAMS FROM REVERSE ENGINEERING EXPORT TO WIKI HAVING A FORMAL DIAGRAM SOMEHOW MADE THE PROCESS 'MORE SIGNIFICANT'! FED INTO RETROSPECTIVE
  • 33.
  • 34. POSITIVE OUTCOMES ARCHITECT GAINS CONFIDENCE IN TEAM ISSUES CORRECTED EARLY DEVELOPERS CONFIDENCE BOOSTED POSITIVE FEEDBACK KNOW ARE INTERPRETING GUIDELINES AS INTENDED REPORTED IN RETROSPECTIVE ARCHITECT BECOMES FAMILIAR WITH CODE THE SOURCE IS NO LONGER AN OPAQUE ARTEFACT
  • 35. PRACTICAL ISSUES PROHIBITIVE COST ONLY EXECUTED HANDFUL OF TIMES PER PROJECT IDENTIFYING WHERE TO INVEST TIME IN REVIEW ALLOW DEVELOPERS TO NOMINATE 'CLEVEREST CODE‘ MORE COST EFFECTIVE SOLUTIONS DEVELOPER DRIVEN WHITE BOARD SESSIONS SAME OBJECTIVES COST DISTRIBUTED AMONGST TEAM LESS USEFUL – MORE ABSTRACTION, ERODE COMMON OWNERSHIP
  • 36. DIRECTIONS AND CHECKPOINTS DIRECTION DEVELOPER PRINCIPLES ON WIKI CHECKPOINT ARCHITECTURE CHECK LIST NOT GENERIC – VERY APPLICATION SPECIFIC
  • 37. ARCHITECTURE CHECKPOINT UNLIKE CONVENTIONAL CHECKPOINTS I HAVE EXPERIENCED SIMILAR TO CODE REVIEW IN THAT BASED AROUND WORKSTATION QUESTION AND ANSWER STYLE NOT ALL SIMPLE YES / NO AIM TO STIMULATE FURTHER INVESTIGATION
  • 40. COSTS AND BENEFITS EXPOSED SOME SHOW STOPPERS DEMONSTRATED RIGOUR TO EXTERNAL OBSERVERS DOCUMENTED EMPIRICAL EVIDENCE BROUGHT ARCHITECT AND PROJECT LEAD CLOSER TO CODE HIGH COST IN TIME FROM KEY TEAM MEMBERS SCHEDULING DIFFICULT, OFTEN DELAYED WHICH INCREASED RISK NOT FOOL PROOF TOOLS, BUT VERY POWERFUL
  • 41. DELEGATION ARCHITECTS VALUE HORIZONTAL OVER VERTICAL SCALABILITY SAME PATTERN CAN BE APPLIED TO DEVELOPMENT TEAMS ARCHITECT MUST DELEGATE QUALITY OF TEAM IS PARAMOUNT
  • 42. DELEGATION: BUILDING THE TEAM ANTI-PATTERN INTERVIEWS WHERE SELECTION IS BASED ON EMOTIONAL RESPONSE INTERVIEWER POST RATIONALISES DECISION USE EMPIRICAL EVIDENCE INSTEAD CASE STUDY DRIVEN INTERVIEWS DEVELOPED SPECIFIC, NOT GENERIC, TO ROLE AND PROJECT WHITE BOARD SESSIONS TO TALK THROUGH A DESIGN USE ECLIPSE AND MAVEN TO DEMONSTRATE TDD ETC.
  • 43. DELEGATION IVORY TOWER ARCHITECTS SEEM TO CONCENTRATE ON TECHNOLOGY NOT PEOPLE WHICH IMPEDES THEIR ABILITY TO SCALE THEIR DEVELOPMENT CAPACITY
  • 45. CONCLUSIONS DOCUMENTATION AS A TOOL FOR TECHNICAL GOVERNANCE IS NOT AN EFFECTIVE STRATEGY ARCHITECT MUST REDUCE THEIR ISOLATION THROUGH INVOLVEMENT IN THE HIGH VALUE TECHNICAL ACTIVITIES AUTOMATED, ACCESSIBLE TESTS ARE THE ARCHITECT'S BEST TOOL ARCHITECT CANNOT BE A FULL TIME DEVELOPER
  • 46. CONCLUSIONS ACTIVITIES THAT MAKE THE DEVELOPERS AWARE THAT THE ARCHITECT IS CLOSE TO THE SOURCE INCREASES COMMON OWNERSHIP AND INVIGORATES HIGH STANDARDS SOFT SKILLS CAN BE AS IMPORTANT AS TECHNICAL ACUMEN THE BEST TECHNIQUES CANNOT ALWAYS BE APPLIED, TARGET THE MOST IMPORTANT AREAS AND APPLY CHEAPER METHODS ELSEWHERE