On my way back from OOP conference where I had a chance to collaborate with Avraham on Software designing your models and architecture to fit with the culture. Missed it, you can find the slides on my website:
https://weave-it.org/talks/designing-software-for-culture/
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This afternoon, Avraham and I are diving deep into Designing Software Means Changing Language: How Architecture Can Adapt to the Culture at OOP Konferenze in Munich. We're doing a hands-on together, exploring one crucial aspect: symbols! I'll explain them through a specific (and spectacularly Dutch) example: the Dutch Birthday party circle! Yes, participants, brace yourselves - it will definitely be the Worst Case scenario for you today!
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Are your tools actually helping, or are they just adding to the noise? Is your decision-making process truly streamlined or stuck in a loop? Perhaps it is time to switch to another one!
Next Tuesday, @selketjah and I will be diving deep into these questions at OOP Konferenze during our talk about the book we wrote. Hope to see you there! 4/4
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When it comes to collaborative modeling, this kind of friction is a silent killer of good ideas. Do you want a free flow of knowledge? Do you want diverse perspectives to build on each other instead of clashing? Then, you need to eliminate the friction that gets in the way ruthlessly. Collaborative modelling requires the right tool for the right context to eliminate the friction that blocks knowledge sharing. 2/4
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Let's talk about friction—not the kind that wears down your tyres, but the kind that makes your architectural decisions worse. In behavioural science, friction is anything that makes doing the "right" thing harder than it needs to be. Think of people who take up all the space in meetings, endless discussions about discussions, cycling back to decisions you thought were long made, or people perceived to show resistant behaviour. 1/4
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Simplicity is key, as it allows for the unhindered flow of wisdom and promotes the development of a shared understanding built upon diverse perspectives.
So, if your current collaborative modeling tool like EventStorming, Example Mapping, Domain Storytelling, Wardley Mapping or any other feels like it's creating more problems than it solves, it's time to ask some tough questions. 3/4
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Well, maybe—just maybe—the issue isn't them but how management outlines the grand strategy and vision. That problem was always lurking, wasn't it? So, this whole advice process might just expose some cracks in management 'performance'. So, if you are worried about teams making decentralised decisions (which they probably are already doing anyway), then it's time to do something about those core leadership hard skills (forget that tired "soft skills" label) and deal with the conflict!
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Food for thought: @ahl book discusses decentralising architectural decisions and letting teams make decisions. Naturally, management gets worried. "Will these teams even think about the bottom line or company goals?" they ask. The thing is, the advice process says teams need to be knocking on management's door for advice. And if they don't take in management advice in their decision?
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Hey, Product Managers. Are you tired of endless feature factories and confused developers? Yeah, same here. That's why I worked on a new training Domain-Driven Design for Product Managers to tackle the messy reality of product development head-on:
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Find the heart of the matter: Go deeper than user stories to uncover your product's core domain.
Get everyone on the same page: Design a ubiquitous language spoken by the team and the stakeholders to eliminate miscommunication between stakeholders, product and engineering.
Build adaptable software: Design a product that can actually adapt to product changes product (because user needs are constantly changing, amirite?).
Intrigued? Take a look: https://weave-it.org/training/domain-driven-design-product-managers/
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I'm looking forward to sharing the stage with @selketjah in less than two weeks at OOP in February! We’ll be addressing the complexities of developing high-quality software and the critical need to understand the organizational context behind it.
Our focus will be on collaborative modeling as a way to improve stakeholder engagement and decision-making. By fostering skills like observation, listening, and empathy, we can better navigate communication and design.
https://www.oop-konferenz.de/en
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Zuckerberg's comment about the need for more masculinity in tech really resonates with me when you see the front-row Big Tech line-up at Trump's inauguration today.
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We tackled this head-on, using Domain-Driven Design (DDD) principles and collaborative modelling techniques. We even touched upon Residuality Theory to build a solution that would be anti-fragile to future complex changing demands. I'll be sharing insights from this journey, along with perspectives gleaned from other teams wrestling with similar architectural puzzles—regardless of their tech stack.
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Last year, I guided a team through the intricacies of software architecture using Mendix. Low-code platforms like Mendix might simplify development but don't eliminate the fundamental challenges of designing resilient, adaptable software systems.
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I can't wait for @comocamp, Vienna's collaborative modelling open space, this May! Every client I help– whether it's decentralizing architecture, sociotechnical systems design, teaching them how to approach building software with DDD, or training Tech Leads – makes me explore collaborative modelling in new ways. Always facing novel challenges, from trying out new tools to levelling up those essential "hard" skills (formerly known as "soft skills).
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I look forward to collaborating with everyone, seeing what you're all working on, and learning a ton. I currently use Rich Allen's User needs mapping based on Wardley Mapping to inform better decentralized architecture decision-making. I am curious to practice it with you and get your thoughts! What questions are you grappling with, or what are you using the most with right now?
Check out https://comocamp.org/
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Without addressing them, decisions remain opaque. @ahl book on facilitating software architecture, @diana work on systems thinking, and my book with Evelyn and @selketjah delve into this. Whether we use advice processes or collaborative modelling, conflict management and systemic change are essential. New tools are useless if we don't address the systemic causes of conflict, as Diana highlights in her book.
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Architectural conflicts often emerge from unspoken preferences. For example, a downstream team might feel upstream teams prioritize themselves, creating a seemingly rational case for centralization. Yet, deeper systemic reasons often exist for decentralization. Upstream teams may fear a return to previous inefficiencies. These underlying patterns and concerns are crucial in the culture you are architecting in!
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I'm leading a 3-hour hands-on workshop with Avraham Poupko at the OOP conference this February! We're going to explore how our cultural backgrounds influence software design and discuss ways to reshape these views.
Expect a blend of insightful concepts and practical exercises that focus on the importance of cultural symbols in our work. You'll walk away with useful strategies to adapt and transform these ideas in your projects.
Don't miss out—grab your tickets now! 🎟️ https://www.oop-konferenz.de/en
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If you're serious about becoming an agile organization, you need to jointly optimize the way your teams work, how the systems are designed and build, and teams also need to be enabled to organize themselves socially and cognitively in ways that make sense for them. That's why combining approaches like Domain-Driven Design to create adaptable architectures with Team Topologies to enable team organization is so powerful.
4/5
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