When a software architect gets a good idea or learns something new, he has a problem. The main job of the architect is to ensure that the right information in present inside the heads of the people who should build the application. Every new piece of information in the architect’s head represents a broader gap between his brain and that of the rest of the team.
The classical ways of adressing this gap is for the architect to write huge documents or sets of wiki pages. When they realize that there’s not sufficient time set aside in the project schedule for the developers to read all this information, the architect may present the material to developers who sit and nod their heads. But what did they really understand?
Instead of the read-listen-and-nod approach, I prefer an approach that I sometimes call “dragging the information throught the heads of the team and looking at what comes out in the other end.” I provide as little processed information as possible, but instead give the team a structured workshop to uncover and structure the information by asking me or business stakeholders. The outcomes of the workshop should be some tanglible results presented by the team. This result is always different from what I had in mind. Sometimes the difference shows a critical misunderstanding, which allows me to go more in depth in this area. Sometimes the difference represents a trivial misunderstanding or difference in opinion and the architect has the difficult task of accepting a small disgreement without distracting the team. Sometimes, the team has discovered something much smarter than the original idea of the architect.
I find it most useful to do workshops in small groups of three people per group. Each group should produce something that they can show to the whole team afterwards. Here are some examples of workshops that I run:
- Divide in groups of three with the users/business and the developers represented in each group. Each group should discuss and fill in a template for the vision of the product being created: “For some user who performs some business function the name of system is a type of system which gives a capability related to the task. Unlike most interesting alternative our solution has an important advantage“. The groups get 10 minutes before a debrief with the whole team.
- Each group then brainstorms a list of users, consumers and others affected by the system and write these on sticky notes. This should be about 20-30 roles. The whole team decides on a few interesting users and the groups then write down for some these: What characterizes the user, what tasks do they perform and what do they value?
- Based on the list of tasks that stakeholders perform, we create a sketch of a usage flow. I like to refine the documented usage flow with a small task group which takes a few hours to prepare a description of the flow of interaction between the system and external actors
- Groups of three go through the usage flow to come up with Actors (users and systems), Domain concepts (classes) or Containers (deployment diagram) mentioned or implied in the usage flow and write these on sticky notes. After showing the Actors, Concepts or Containers to the whole group, each workgroup then organizes these on flipcharts to create a Context Model, a Domain Model and a Deployment Model.
Many of these workshops can also be run with distributed groups over video conference and screen sharing.
I like to collect all of these artifacts (vision, users, usage flow, context model, domain model and deployment model) in a PowerPoint presentation so it can be easily showed by the team to external stakeholders. Sometimes someone on the team feel that photographed flipcharts with sticky notes are too informal and decide to draw something in Visio or another fancy tool. This is just a plus.
By asking the team to produce something and present it, rather than explaining the architecture to the team, I ensure that the information is really in their heads and not just my fooling myself by my own understanding.