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  • Original Org Patterns Site
    • Organizational Patterns of Agile Software Development
      • Book Outline
        • Preface
        • History and Introduction
          • An Overview of Patterns and Organizational Patterns
          • What Are Patterns?
          • What Are Pattern Languages?
          • Organizational Pattern Languages
          • How the Patterns Came to Us
          • Gathering Organizational Data
          • Creating Sequences
          • History and Related Work
          • Introspection and Analysis of Organizations
          • Shortcomings of State of the Art
          • Analyzing Roles and Relationships
          • How to Use this Book
          • Reading the Patterns
          • Applying the Patterns
          • Updating the Patterns
          • Who Should Use This Book?
          • Size the Organization
          • The CRC-Card Methodology
        • The Pattern Languages
        • Organizational Design Patterns
          • Project Management Pattern Language
          • Community of Trust
          • Size the Schedule
          • Get On With It
          • Named Stable Bases
          • Incremental Integration
          • Private World
          • Build Prototypes
          • Take No Small Slips
          • Completion Headroom
          • Work Split
          • Recommitment Meeting
          • Work Queue
          • Informal Labor Plan
          • Development Episode
          • Implied Requirements
          • Developer Controls Process
          • Work Flows Inward
          • Programming Episode
          • Someone Always Makes Progress
          • Team per Task
          • Sacrifice One Person
          • Day Care
          • Mercenary Analyst
          • Interrupts Unjam Blocking
          • Don't Interrupt an Interrupt'
          • Piecemeal Growth Pattern Language
          • Size the Organization
          • Phasing It In
          • Apprenticeship
          • Solo Virtuoso
          • Engage Customers
          • Surrogate Customer
          • Scenarios Define Problem
          • Firewalls
          • Gatekeeper
          • Self-Selecting Team
          • Unity of Purpose
          • Team Pride
          • Skunkworks
          • Patron Role
          • Diverse Groups
          • Public Character
          • Matron Role
          • Holistic Diversity
          • Legend Role
          • Wise Fool
          • Domain Expertise in Roles
          • Subsystem by Skill
          • Moderate Truck Number
          • Compensate Success
          • Failed Project Wake
          • Developing in Pairs
          • Developing in Pairs
          • Engage Quality Assurance
          • Application Design is Bounded by Test Design
          • Group Validation
        • Organization Construction Patterns
          • Organizational Style Pattern Language
          • Few Roles
          • Producer Roles
          • Producers in the Middle
          • Stable Roles
          • Divide and Conquer
          • Conway's Law
          • Organization Follows Location
          • Organization Follows Market
          • Face-to-Face Before Working Remotely
          • Form Follows Function
          • Shaping Circulation Realms
          • Distribute Work Evenly
          • Responsibilities Engage
          • Hallway Chatter
          • Decouple Stages
          • Hub Spoke and Rim
          • Move Responsibilities
          • Upside-Down Matrix Management
          • The Water Cooler
          • Three to Seven Helpers per Role
          • Coupling Decreases Latency
          • People and Code Pattern Language
          • Architect Controls Product
          • Architecture Team
          • Lock 'Em Up Together
          • Smoke Filled Room
          • Stand Up Meeting
          • Deploy Along the Grain
          • Architect Also Implements
          • Generics and Specifics
          • Standards Linking Locations
          • Code Ownership
          • Feature Assignment
          • Variation Behind Interface
          • Private Versioning
          • Loose Interfaces
          • Subclass Per Team
          • Hierarchy of Factories
          • Parser Builder
        • Foundations and History
          • Organizational Principles
          • Priming the Organization for Change
          • Dissonance Precedes Resolution
          • Team Burnout
          • Stability and Crisis Management
          • The Open-Closed Principle of Teams
          • Team Building
          • Building on the Solid Core
          • Piecemeal Growth
          • Some General Rules
          • Make Love Not War
          • Organizational Patterns are Inspiration Rather Than Prescription
          • It Depends on Your Role in Your Organization
          • It Depends on the Context of the Organization
          • Organizational Patterns are Used by Groups Rather Than Individuals
          • People are Less Predictable than Code
          • The Role of Management
          • Anthropological Foundations
          • Patterns in Anthropology
          • Beyond Process to Structure and Values
          • Roles and Communication
          • Social Network Analysis
          • Distilling the Patterns
          • CRC Cards and Roles
          • Social Network Theory Foundations
          • Scatterplots and Patterns
        • Case Studies
          • Borland QuattroPro for Windows
          • A Hyperproductive Telecommunications Development Team
      • Appendices
        • Summary Patlets
        • Organization Book Patlets
        • Bibliography
        • Photo Credits
      • Mysteriously Missing
      • Supporting Pages
        • Common Pattern Language
        • Organizational Patterns
        • Diversity of Membership
        • Parking Lot
        • IndentationHint
        • Starting Points
          • Project Index
        • OrganizationBookPatternTable
      • Stuff to do
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Scrum Pattern Group

Architecture Team ★

Architects and engineers studying plans for Greenhills project, Ohio. 1936

...you have a project direction defined, and now you need to come up with a structure for the system. 

✥ ✥ ✥

You need to create an architecture that is simple and cohesive, but which accommodates a variety of constituencies.

Most systems are too large for a single mind to analyze and resolve. Not only is the system to complex for a single person but the architecture must accommodate multiple viewpoints to be successful. You can solve this with a team of architects who bring diverse views, but the collision of diverse views brings difficulties of its own. 

A design by committee usually looks that way. It tends to result in everything being added, even the kitchen sink! (Try to get a picture of the Denver Public Library here.) 

Committees are inherently less efficient than individuals (see SoloVirtuoso for example.) Yet there is safety in a team; it makes it possible to keep a ModerateTruckNumber. 

The entire organization will need to accept the architecture. The more people that are involved in the architecture, the better chance one has of "selling" the results. But the more constituencies involved, the more difficult it is to come to agreement in the first place. 

Therefore: 

Create a small team of resonating minds to define the initial architecture, in such a way that the team covers the expected partitioning of the system. The key idea is that most or all the team members should come away with a piece of the system for which they have architectural responsibility. While this may appear to be trying to predict the future, one can usually easily identify the areas of grossest partitioning beforehand. For example, it is probably easy to guess a system might have a user interface, back-end storage, and internet communication areas. The careful selection of the team is aimed at preventing the "designed by committee" look. 

Other representatives may be needed to round out the team. Luke Hohmann notes the difference between the technical architecture and the marketing architecture; the marketing viewpoint may be very valuable in this team. 

The ArchitectureTeam's task is to create a high level partitioning. There remains much architectural work to be completed at lower levels. Charles Weir designates the high level architecture team as the "Master", while "Journeyman architects" take on the design of the smaller pieces. The Master-Journeyman pattern also suggests typical partitioning of core architecture, architectural vision, interfaces, and specification control [BibRef-Weir1998]. 

✥ ✥ ✥

Legitimizing this activity as a team, with organizational structure, lends support to the social interaction necessary to forming and sustaining the shared vision (see UnityOfPurpose). 

The team should have a periodic StandUpMeeting to maintain the architectural integrity of the system. Early in the project, these meetings can take place daily. 

Note that an architecture team focuses on the initial architecture. The result should be a gross partitioning of the system, allowing members of the architecture team to be architects of their own subsystems (see also ConwaysLaw.) 

The best way to accomplish a shared architectural vision is probably through the use of LockEmUpTogether. 

HolisticDiversity is a pattern that ties together the multiple teams such as infrastructure teams and other teams relating to individual domains and technologies. The ArchitectureTeam may either be such a team or contribute to a cross-disciplinary team that goes beyond architectural issues into issues of business and implementation. 

This pattern is a refinement of Harrison's "Diversity of Membership" [BibRef-Harrison1996]. 

This pattern draws heavily on Gerard Meszaros' ArchitectureDefinitionTeam. Gerard further suggests that there be a separate ArchitectureOrganization that owns the architecture. Here, we propose that ownership and function be tied together. This pattern also arises in Alistair Cockburn's analysis of the interaction between HolisticDiversity and SubsystemBySkill. See also ArchitectControlsProduct and ArchitectAlsoImplements.



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