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What you will learn in Architecture Modernization: Socio-technical alignment of software, strategy, and structure

Socio-technical alignment of software, strategy, and structure

by Jean-Georges Perrin,Nick Tune

Chapter by chapter

Chapter 1: What is architecture modernization?

1.1 Architecture is more than technologies and patterns · 1.2 Independent value streams: The building blocks of modern architecture · 1.2.1 Minimizing change coupling with well-defined domain boundaries · 1.2.2 Architecting at multiple scopes for global optimization · 1.3 Modernization as a portfolio-driven evolutionary journey · 1.4 Topics not covered in this book · 1.5 Summary

What you learn in chapter 1 →

Chapter 2: Preparing for the journey

2.1 Is leadership prepared? · 2.1.1 Are business and product leaders truly ready to slow down the delivery of new features to allow modernization? · 2.1.2 Do leaders understand that legacy systems and ways of working are complex and difficult to change? · 2.1.3 How will leaders react when the unexpected occurs (which is inevitable) and there are major delays or increased costs? · 2.1.4 Are leaders ready to change how they work? Can you imagine leadership supporting changes to funding models, work prioritization, and development processes and empowering teams to make more decisions? · 2.1.5 Are leaders willing to invest sufficient time and funds into learning and training for all employees so that they can carry out modernization skillfully? · 2.1.6 Will technologists be able to articulate to business leaders and other stakeholders the business and organizational benefits of their ideas? · 2.2 Prepare to embrace a new architecture mindset · 2.2.1 Prepare to embrace Conway’s law · 2.2.2 Prepare to embrace collaborative architecture practices · 2.2.3 Prepare to connect architecture and strategy · 2.2.4 Prepare to move beyond business and IT silos · 2.3 Industry example: Hitting the right note—modernizing music royalty processing at ICE · 2.4 Beware of modernization silver bullets · 2.4.1 Beware of bolt-on modernization · 2.4.2 Beware of the structure and process fallacy · 2.4.3 Prepare to invest in quality technical practices · 2.5 Prepare to support leaders at all levels · 2.6 Summary

What you learn in chapter 2 →

Chapter 3: Business objectives

3.1 Business justifications for architecture modernization · 3.1.1 Falling behind faster-moving competitors · 3.1.2 Architecture stifling business growth · 3.1.3 Pursuing an exit strategy · 3.1.4 Growth by acquisition · 3.1.5 Poor UX holding the company back · 3.1.6 Inefficient internal tooling and processes · 3.1.7 Improving hiring and retention · 3.2 Connecting modernization to growth strategies · 3.2.1 Growth strategy: Product development · 3.2.2 Growth strategy: Market penetration · 3.2.3 Growth strategy: Market development · 3.2.4 Growth strategy: Diversification · 3.3 Identifying north stars · 3.3.1 Choosing the right north star · 3.3.2 Using a north star framework · 3.3.3 Industry example: North stars at Danske · 3.4 Summary

What you learn in chapter 3 →

Chapter 4: Listening and mapping tours

4.1 Who to meet · 4.2 Who conducts the tour? · 4.3 Conducting an effective tour · 4.3.1 Create a safe space · 4.3.2 Harness a toolbox of techniques · 4.3.3 Structured vs. unstructured discussions · 4.4 Bringing groups together · 4.4.1 Industry example: Clinical oncology structured exploration workshop · 4.4.2 Industry example: Kickstarting modernization in a large Scandinavian enterprise · 4.5 Summary

What you learn in chapter 4 →

Chapter 5: Wardley Mapping

5.1 The Strategy Cycle · 5.2 Creating a Wardley Map · 5.3 Grasping evolution · 5.3.1 Evolution characteristics · 5.3.2 Rapid learning exercise: Grasping evolution · 5.4 Climatic forces · 5.4.1 Everything evolves · 5.4.2 Components coevolve · 5.4.3 Past success breeds inertia · 5.4.4 Change is not always linear · 5.4.5 Assessing the effect of climatic changes · 5.5 Making strategic decisions · 5.5.1 Accelerators to evolution · 5.5.2 De-accelerators to evolution · 5.5.3 Market plays · 5.6 Summary

What you learn in chapter 5 →

Chapter 6: Product taxonomy

6.1 Defining the building blocks · 6.1.1 Independent value streams · 6.1.2 Domains · 6.1.3 Products · 6.1.4 Platforms · 6.1.5 Product groups and portfolios · 6.1.6 Industry example: Salesforce product taxonomy (2017) · 6.1.7 Building blocks cheat sheet · 6.2 Designing a product taxonomy · 6.2.1 Start with the easier parts · 6.2.2 Use appropriate techniques · 6.2.3 Expect constant evolution · 6.2.4 Distribute design responsibility · 6.3 Mapping modernization opportunities, risks, and challenges · 6.3.1 Dependencies and misaligned boundaries · 6.3.2 Unclear or lacking ownership · 6.3.3 Skills gaps · 6.3.4 Product and domain modernization · 6.3.5 Complexity and cognitive load · 6.3.6 Macrolevel constraints and challenges · 6.4 What is a product? · 6.4.1 Products vs. features vs. components · 6.4.2 Products vs. variants vs. journeys · 6.4.3 Product mode · 6.5 Summary

What you learn in chapter 6 →

Chapter 7: Big picture EventStorming

7.1 Understanding EventStorming · 7.1.1 Notation · 7.1.2 Chaotic exploration · 7.1.3 Optimized for learning and collaboration · 7.1.4 When to use EventStorming · 7.2 Running an EventStorming session · 7.2.1 Planning a session · 7.2.2 Preparing the space · 7.2.3 Kicking off the session · 7.2.4 Building the timeline · 7.2.5 Sorting the timeline · 7.2.6 Timeline walk-through · 7.3 Surfacing problems and opportunities · 7.3.1 Problems · 7.3.2 Opportunities · 7.3.3 Addressing problems and opportunities · 7.4 Facilitator tips and challenges · 7.4.1 Modeling heuristics · 7.4.2 Common challenges · 7.5 Summary

What you learn in chapter 7 →

Chapter 8: Product and domain modernization

8.1 Industry example: Business property tax modernization · 8.2 Identifying product requirements · 8.2.1 Involve the right people · 8.2.2 Identify the costs of not modernizing · 8.2.3 Don’t mindlessly reverse-engineer the code · 8.2.4 Analyze system information · 8.2.5 Spend time with real users · 8.2.6 Continuous discovery · 8.2.7 What have people given up asking for? · 8.2.8 We’ve always done it that way · 8.2.9 Finding shadow IT · 8.2.10 Industry example: Department for Levelling up, Housing, and Communities · 8.3 Modernizing the domain model · 8.3.1 Industry example: Royalties domain modeling · 8.4 Process modeling EventStorming · 8.4.1 Notation · 8.4.2 Planning a workshop · 8.4.3 Facilitating a workshop · 8.5 Domain Storytelling · 8.5.1 Notation · 8.5.2 Planning and facilitating a workshop · 8.5.3 Replaying stories · 8.5.4 When to use Domain Storytelling · 8.6 Summary

What you learn in chapter 8 →

Chapter 9: Identifying domains and subdomains

9.1 The value of good domain boundaries · 9.2 Domain identification principles · 9.2.1 Domain boundaries depend on your goals · 9.2.2 Concepts can be coupled by multiple characteristics · 9.2.3 Not all dependencies are equally costly · 9.2.4 Explore multiple models · 9.2.5 Industry example: The British Broadcasting Corporation · 9.2.6 Don’t rely on superficial knowledge · 9.2.7 Good boundaries are not a panacea · 9.2.8 Prepare for constant evolution · 9.3 Domain boundary heuristics · 9.3.1 The five guiding domain-boundary heuristics · 9.3.2 Subdomain boundary heuristics · 9.3.3 Subdomain grouping heuristics · 9.3.4 Industry example: Airline domain decomposition · 9.4 Identifying domains and subdomains with EventStorming · 9.4.1 Pivotal events · 9.4.2 Chunking the timeline · 9.4.3 Looking for scattered subdomains · 9.4.4 Subdomains versus user journeys/processes · 9.4.5 Analyzing subdomains · 9.4.6 Planning a series of workshops · 9.5 Summary

What you learn in chapter 9 →

Chapter 10: Strategic IT portfolio

10.1 Utility vs. strategic IT dichotomy · 10.1.1 Tailored operating model · 10.1.2 Identifying strategic IT · 10.2 Core Domain Charts · 10.2.1 Example Core Domain Chart · 10.2.2 Assessing model complexity · 10.2.3 Core domain evolution · 10.2.4 Industry example: Events industry scale-up · 10.2.5 Comparisons with Wardley Mapping · 10.3 Core Domain Chart patterns · 10.3.1 Decisive core · 10.3.2 Indefensible core · 10.3.3 Big bet future core · 10.3.4 High-leverage supporting · 10.3.5 Table stakes supporting · 10.3.6 Mission-critical supporting · 10.3.7 Suspect supporting · 10.3.8 Hidden core · 10.3.9 Black swan core · 10.3.10 Portfolio patterns · 10.4 Industry example: Strategy-aligned architecture at Vinted · 10.5 Summary

What you learn in chapter 10 →

Chapter 11: Team Topologies

11.1 Team Topologies principles · 11.1.1 Sustainable fast flow · 11.1.2 Small, long-lived teams as the standard · 11.1.3 Team-first thinking · 11.1.4 You build it, you run it · 11.1.5 Good boundaries minimize cognitive load · 11.1.6 Embrace Conway’s law · 11.2 Team Topologies patterns · 11.2.1 The four team types · 11.2.2 The three interaction modes · 11.2.3 Industry example: Global cosmetics brand · 11.3 Validating candidate value streams · 11.3.1 Independent service heuristics · 11.3.2 Mandate levels · 11.3.3 Good product team/bad product team · 11.4 Sensing and evolving team topologies · 11.4.1 Organizational sensing · 11.4.2 Industry example: Awkward interactions when becoming multiproduct · 11.4.3 Evolutionary patterns · 11.5 Team grouping patterns · 11.6 Summary

What you learn in chapter 11 →

Chapter 12: Loosely coupled software architecture

12.1 Coupling types and strength · 12.1.1 Local versus global complexity · 12.2 Modeling architectural flows · 12.2.1 Model exploration whirlpool · 12.2.2 Domain Message Flow Modeling · 12.2.3 Industry example: Modernizing an accounting system · 12.3 Individual subsystem design · 12.3.1 Using a canvas · 12.3.2 Software design EventStorming · 12.4 Subsystem modernization strategies · 12.4.1 The modernization strategy selector · 12.4.2 Migration patterns · 12.4.3 Assessing current-state complexity · 12.5 Industry example: Domain-driven modernization of a gigs platform to support new markets · 12.6 Summary

What you learn in chapter 12 →

Chapter 13: Internal developer platforms

13.1 Developer experience · 13.1.1 Zero to production in less than a day · 13.1.2 Roll out the red carpet for teams to do continuous delivery · 13.1.3 Delightful onboarding experience · 13.1.4 Frictionless local development experience · 13.1.5 Industry example: HMRC’s Multi-channel Digital Tax Platform (UK government) · 13.2 Platform capabilities · 13.2.1 Golden paths · 13.2.2 Pipelines and environments · 13.2.3 Observability · 13.2.4 Software applications catalog · 13.2.5 Great platform documentation · 13.2.6 Security and compliance · 13.2.7 API management · 13.2.8 FinOps · 13.3 Industry example: Platform-powered business model revolution at La Redoute · 13.4 Managing internal developer platforms · 13.4.1 Platform as a product · 13.4.2 Adequately staffed · 13.4.3 Build vs. curate · 13.4.4 Technology standardization vs. flexibility · 13.4.5 Platform engineer experience · 13.5 When to build a platform · 13.6 Summary

What you learn in chapter 13 →

Chapter 14: Data mesh revolutionizing data engineering

14.1 Setting up the context for complex data · 14.1.1 The dawn of data engineering · 14.1.2 New needs around data · 14.1.3 More problems than solutions · 14.2 The four principles of data mesh · 14.2.1 Principle of domain ownership · 14.2.2 Principle of data as a product · 14.2.3 Principle of the self-serve data platform · 14.2.4 Principle of federated computational governance · 14.2.5 No principle lives in isolation · 14.3 Building your first data quantum · 14.3.1 The smallest element with value · 14.3.2 Logical architecture · 14.3.3 Your new best friend: The data contract · 14.3.4 Physical architecture · 14.4 Navigating through the planes · 14.4.1 The infrastructure experience plane · 14.4.2 The data product experience plane · 14.4.3 The mesh experience plane · 14.5 First and next steps · 14.6 Summary

What you learn in chapter 14 →

Chapter 15: Architecture modernization enabling teams

15.1 AMET primary purposes · 15.1.1 Kickstarting modernization · 15.1.2 Sustaining modernization momentum · 15.1.3 Facilitating better design · 15.1.4 Facilitating long-lasting, durable change · 15.1.5 Communicating the vision and progress · 15.1.6 Promoting success stories and learnings · 15.2 Industry example: Enabling modernization at a European telco · 15.3 Winding down an AMET · 15.3.1 Evolving investment and involvement · 15.3.2 Establishing an architecture operating model · 15.4 Staffing an AMET · 15.4.1 Patience and relationship building · 15.4.2 Should an AMET be full time? · 15.4.3 Bringing in external help · 15.5 Empowering an AMET · 15.6 Naming an AMET · 15.7 An AMET is not always necessary · 15.8 Summary

What you learn in chapter 15 →

Chapter 16: Strategy and roadmaps

16.1 Think big: Building a compelling vision · 16.1.1 Crafting a modernization strategy deck · 16.1.2 Industry example: Building and evolving a modernization strategy at IgluCruise.com · 16.2 Nail it: Delivering a first slice within three to six months · 16.2.1 Planning a first slice · 16.2.2 Choosing where to start · 16.2.3 When to think about internal developer platforms · 16.2.4 What if things don’t go to plan? · 16.3 Scale it: Ramping up modernization · 16.3.1 Playbooks · 16.3.2 Seeding and spreading expertise · 16.3.3 Sequencing modernization work · 16.3.4 Balancing discovery, design, and delivery · 16.3.5 Balancing modernization and other work · 16.3.6 Visualizing and communicating the journey · 16.4 Continuously assessing and adapting · 16.4.1 Metrics · 16.4.2 Pulse surveys · 16.4.3 Gatherings · 16.4.4 Continuous feedback channels · 16.4.5 Spend time with people doing the work · 16.4.6 Be prepared to make the difficult decision · 16.5 Summary

What you learn in chapter 16 →

Chapter 17: Learning and upskilling

17.1 Planting seeds · 17.1.1 Industry example: Planting the DDD seed at a French HR-tech unicorn · 17.2 Upskilling for upcoming project needs · 17.3 Establishing a continuous learning environment · 17.3.1 Communities of practice · 17.3.2 Regular small learning opportunities · 17.3.3 Mentoring · 17.3.4 Empowering influencers · 17.3.5 Blogging and public speaking · 17.3.6 Internal conferences · 17.4 Industry example: Learning-driven modernization at CloudSuite · 17.5 Summary

What you learn in chapter 17 →

Concepts explained in this book

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