©2012 Improving Enterprises, Inc. Architecture in an Agile World...

Architecture in an Agile World

don.mcgreal@ImprovingEnterprises.com

Don McGreal

@donmcgreal

linkedin.com/in/donmcgreal

Agenda

Agile and Architecture

Reducing Technical Risks

Team Makeup & Roles

Architecture Anti-Patterns

What is Software Architecture?

Business Goals

What business goals could affect our Architectural decisions?

Non-Functional Requirements

Usability

Scalability

Portability

Maintainability

Availability

Accessibility

Supportability

Security

Performance

Cultural

Does it compare to building this?

… or this?

Level of Complexity

SimpleEverything is known

ComplicatedMore is known than unknown

ComplexMore is unknown than known

ChaoticVery little is know

Source: Ralph Stacey, University of Hertfordshire

Empirical vs Defined ProcessesDefined Empirical

Predict the FutureInitial information and assumptions are valid throughout the planning horizon.

Adapt to the FutureFrequent inspection/adaptation rather than predictive planning

Examples: assembly line, construction, accounting, orchestra

Examples: sales, marketing, creative writing, band

Plan Do P D P D P D P D

• Business Case• Financing• Scope & Approach• Contracts• Initial Release Plan• Assemble Team

Sprint Planning 1 day

•Acceptance Defined•Team commits•Tasks created

Product Owner establishes vision and

prioritizes Product Backlog

Sprint1 to 4 weeks

Team (BA, QA, Dev, etc.) createsand estimates Sprint Backlog (tasks)

ReleasableIncrement

Daily Scrum< 15 minutes

Burn down

Sprint Review1/2 day

Sprint Retrospective1/2 day

Burn up

velocity

BigDUF or LittleDUF?Monday Tuesday Wednesday Thursday Friday

Sprint 1

Sprint 2

Sprint Planning

PB Grooming

PB CreationPB Sizing

Release Planning

PB Grooming

Retrospective

Sprint Review

RetrospectiveSprint Review

Usability

Scalability

Portability

Maintainability

Availability

Accessibility

Supportability

Security

Performance

Cultural

Usability

Scalability

Portability

Maintainability

Availability

Accessibility

Supportability

Security

Performance

Cultural

Captured as:

•Acceptance Criteria•Definition of Done•Stories

Sprint Capacity over Time

… but one is different

Usability

Scalability

Portability

Maintainability

Availability

Accessibility

Supportability

Security

Performance

Cultural

Most Important Architecture Goal?

Maintainability

Agenda

Team Makeup & Roles

Technical Debt in an Unhealthy Team

Time available for new feature development

Time struggling with complexity and debt

*From Scrum.org’s Professional Scrum Master

certification course

How do you get out of debt?

1. Stop creating debt

2. Make a small payment each Sprint

3. Repeat from 2

Sprint Planning 1 day

•Acceptance Defined•Team commits•Tasks created

Product Owner establishes vision and

prioritizes Product Backlog

Sprint1 to 4 weeks

Team (BA, QA, Dev, etc.) createsand estimates Sprint Backlog (tasks)

ReleasableIncrement

Daily Scrum< 15 minutes

Sprint Retrospective1/2 day

Done Task?Unit Tested

Code ReviewedChecked-in

others?

Done Task?Unit Tested

Code ReviewedChecked-in

others?

Done Feature?Acceptance Tested

On Test ServerPerformance Tested

others?

Done Feature?Acceptance Tested

On Test ServerPerformance Tested

others?

Done Sprint?Versioned

In UATIntegrated

others?

Done Sprint?Versioned

In UATIntegrated

others?

ReleasableIncrement

Done Release?Compliance

LabeledTrainingothers?

Done Release?Compliance

LabeledTrainingothers?

Definition of Done

Paying off Debt

Feature Name

Scheduled Active Blocked Closed

Feature 1Task1.4 Task1.2 Task1.3 Task1.1

Feature 2 Task2.3 Task2.1Task2.2

Feature 3 Task3.3 Task3.1Task3.2Task3.4

Paying off Debt

Feature Name

Scheduled Active Blocked Closed

Feature 1Task1.4 Task1.2 Task1.3 Task1.1

Design Task

Feature 2 Task2.3Upgrade Task

Task2.1Task2.2

ENGINEERING &

MAINTENANCE

Eng. Task 1Bug

Eng. Task 2 Upgrade Task

Design PatternsDesign Patterns!=!=

Good DesignGood Design

Core Aspects of Good Design

✓✓GoodGoodDesignDesign

✓ Low Coupling

✓ High Cohesion

Coupling vs. Cohesion

Core Aspects of Bad Design

XXBadBadDesignDesign

• Duplication

• Ambiguity .

• Complexity

Bad Smells

The Bloaters

The OO Abusers

The Change Preventers

The Dispensables

The Couplers

Long Method, Large Class, Data Clumps

Type Attribute, State Attribute, Indecent Exposure

Lazy Class, Dead Code, Data Class

Feature Envy, Message Chains, Middleman

Divergent Change, Shotgun Surgery, Non-localized Logic

How do we get there?

✓✓GoodGoodDesignDesign➔➔XXBadBad

DesignDesign

Refactoring

DesignDesign

RefactoringRefactoringto / towards / away fromto / towards / away from

DesignDesignPatternsPatterns

BadBadSmellsSmells

Refactoring

DesignDesign

RefactoringRefactoringto / towards / away fromto / towards / away from

DesignDesignPatternsPatterns

BadBadSmellsSmells

Encapsulate Field

Extract Method

Generalize Type

Pull Up

Push Down

Rename Method

Agenda

Team Makeup & Roles

Vertical Teams

BusinessBusiness

PresentationPresentation

DBPersistencePersistence

TEAM 1 TEAM 2 TEAM 3 TEAM 4

Vertical Features

BusinessBusiness

PresentationPresentation

DBPersistencePersistence

TEAM 1 TEAM 2 TEAM 3 TEAM 4

Features Features Features Features

Ideal Team Composition

Team A

Team B

Realistic Team Composition

Team A

Team BWhat now?What now?What now?What now?

Specialists

1. IDEAL: Specialists are dedicated to a team and participate throughout the sprint.

2. REALISTIC: Specialists service multiple teams and participate as needed.

3. WORST CASE: Specialists do not participate in a sprint, but someone on the team takes responsibility for working with them.

Architect RolesEnterprise Architect (policies & standards)

Infrastructure Architect (systems & network design)

Solution Architect (advisory & governance)

Application Architect (on teams)

Where to Plug In?Monday Tuesday Wednesday Thursday Friday

Sprint 1

Sprint 2

Sprint Planning

PB Grooming

PB CreationPB Sizing

Release Planning

PB Grooming

Retrospective

Sprint Review

RetrospectiveSprint Review

Agenda

Team Makeup & Roles

Logic in Wrong Layer

Think about what would need to change in other layers if one was swapped out or modified.

Business

Presentation

Persistence

Controller Façade

Integration

Shared

No Architectural Vision

A single architecture vision should be well defined and communicated across the team and organization.

The vision should map to business goals and objectives.

All decisions should be made with this vision in mind.

Swiss Army Knife

Do not try to anticipate every possible use of the system and over-design the interfaces - this will lead to needless complexity.

Do the simplest thing that works, within the Architectural Vision.

Threading

Do your homework!

✓ Typically not necessary

✓ Adds massive complexity

✓ Hard to maintain, test, and debug

✓ Rely on the application frameworks

threads

Caching

Do your homework!

✓ Do you even need a cache?

✓ Can you keep everything in memory?

✓ Rely on persistence framework’s caching

Ivory Tower Architect

It is very hard to truly know the best solutions for design problems if you are not working (coding) on the project.

It takes many iterations of a solution before it finally works - so you can’t suggest a solution then leave.

Custom Frameworks

May seem like a good idea at first. But...Who will maintain it?

Who will upgrade it when it’s depended upon libraries are upgraded? Java version?

How long will your new hires need to learn it? Who will teach them?

Look for an off-the-shelf solution first.You can hire/train people on it easier.

It will be upgraded for you.

So, to sum up…

Emergent ArchitectureAgile architects build plans and foundations that embrace change

Today’s technologies and enterprise frameworks give usthis flexibility

We just need to take advantage

of them.

We just need to take advantage

of them.

Questions?

Don McGreal

@donmcgreal

Thank You!

Don McGreal

@donmcgreal

Questions?

www.synerzip.com Hemant Elhence

hemant@synerzip.com469.322.0349

Synerzip in a Nut-shell1. Software product development partner for small/mid-

sized technology companiesExclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phaseBy definition, all Synerzip work is the IP of its respective clientsDeep experience in full SDLC – design, dev, QA/testing, deployment

2. Dedicated team of high caliber software professionals for each client

Seamlessly extends client’s local team, offering full transparencyStable teams with very low turn-overNOT just “staff augmentation”, but provide full mgmt support

3. Actually reduces risk of development/deliveryExperienced team - uses appropriate level of engineering disciplinePractices Agile development – responsive, yet disciplined

4. Reduces cost – dual-shore team, 50% cost advantage5. Offers long term flexibility – allows (facilitates) taking

offshore team captive – aka “BOT” option

Our Clients

Call Us for a Free Consultation!

www.synerzip.com Hemant Elhence

hemant@synerzip.com469.322.0349

Thanks!

©2012 Improving Enterprises, Inc. Architecture in an Agile World...

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