Change: Recognizing Conway's Law
we looked at the profound
influence Conway's Law has on architecture.
I've looked at two gutsy declarations that an architecture was broken.
One recognized that a three-tiered architecture was too complex for
their needs. The other recognized that the Ontology tools weren't
performing well, and perhaps weren't helping.
point is that these architectural mistakes are the result of Conway's
Law. They aren't inherently flawed.
What's flawed is not the
architecture. What's flawed is the organization that built the
A three-tiered architecture is
workable. In some cases, it's necessary. In other cases it could be
overkill. But it isn't the cause of the problems.
Ontology is often a good thing. However, using the ontology to
represent what is -- essentially -- a Star Schema fact table is
poor use of the technology.
architecture broken is not a technical statement. It' an organizational
statement. It says that the organization, the teams, the areas of
responsibility are broken.
Rule 1: A Broken Architecture Is A Broken Organization
can try to make a distinction between Essential Complexity and Accidental
Complexity. One can claim that essential complexity is part of the
solution and accidental complexity is just other staff that accretes.
This doesn't make any sense, since software development is not
"accidental". Software doesn't "happen". It's hard to call something
"accidental complexity" without saying that software involves random
accidents. Blaming "accidental" complexity is a dodge, an attempt to
obscure the root cause.
One might call it
incidental or tangential complexity. But that still hides the
To be more honest, one
must separate Problem Complexity from Solution Complexity. The Problem
Domain may be inherently complex. In which case, simplification is hard
and 2 tiers, 3 tiers or N tiers don't matter. The problem itself is
hard, no matter what architecture is chosen.
ontology, for example, is very helpful when the problem itself is
inherently hard. The formalization of relationships in an ontology can
help beat a path through a tangled problem domain.
most cases of a broken architecture, the solution is has grown out of
scale with the problem's inherent complexity. If we're doing actuarial
risk analysis, we don't really need an ontological model of "Risk": we
need facts that help us measure the risk factors.
Rule 2: A Broken Architecture Means the
Solution Doesn't Fit the Problem
The Organization Doesn't Fit the Problem
Kinds of Broken
would we declare an architecture broken? Generally, we've got a
grotesque failure due to the very structure of the solution. These can
be decomposed into five areas.
- Failure to satisfy the
need; i.e., the software doesn't have the required functions or
- Failure to use resources effectively; i.e., the
software is slow, uses too much disk or too much network traffic.
to be maintainable; i.e., bugs cannot be fixed.
- Failure to be
adaptable; i.e., new features cannot be added.
- Failure to fit
other organizational needs (cost, licensing, etc.); i.e., it's too
The two broken architectures I've heard about
recently have different problems. One is unacceptably slow (as well as
hard to adapt). The other is described by some as impossible to
maintain and adapt.
3: All Architectural Problems Are Symptoms of Organizational Problems
In short, a broken
architecture is not a simple technical problem and it doesn't have a
simple technical solution. It's an organizational problem, and it has a
important to acknowledge that Conway's Law, like Mutual Attraction and
Thermodynamics is a feature of the universe. It cannot be "broken" or
even "subverted". You cannot win, you cannot break even, you cannot
quit the game.
Conway's Law Cannot Be Broken.
Given that Conway's Law is like Thermodynamics,
you have to work with it.
Conclusion: Architecture Must Drive Organization; Problem
Must Drive Architecture
only way to make progress is to restart the project at a fundamental
level. You have to -- effectively -- fire everyone and rehire then to
create brand-new team. The broken architecture came from a broken
organization. To fix the architecture, you need to fix the
Example #1, Unmaintainable
Consider an application
with stored procedures (SP) so badly broken as to be unmaintainable.
Let's say it's many hundreds of lines of code. A Cyclomatic Complexity
so high as to be laughable. Clearly, the folks responsible for building
this need to be reassigned and new folks need to be brought in. If the
new folks are simply assigned to the same old separate SP/DBA group,
then a new unmaintainable mess will eventually replace the existing
Conway's Law applies: If
the SP developers are separate, they will evolve in their own direction.
If you want to have a "technical" reason for SP's, then you have to
prove that they're more effective than a non-SP implementation. That
means spike solutions to compare SP's and your other application
programming languages point-by-point.
prevent stored procedures from getting out of control there are two
- Don't use stored procedures. Put that logic
in with the rest of the application, where it belongs. Same code base,
not a separate language buried in the database. One team, one language.
make stored procedure writing a separate "team". The stored procedure
writing must be part of application writing. One team, multiple
Note that choice #2 leaves it to the team to
use stored procedures if they have a provable improvement on
performance. Things are not handed over to the DBA's because SP's must
do all database interface or SP's must maintain "low-level" rules or
other blurry lines. Things are not handed to the DBA's -- the team
solves the problem.
Example #2, Too Many
Consider an architecture with too
many tiers. The inter-tier communication is blamed as creating
"accidental complexity". This is a dodge. The coordination between
teams is what creates complexity.
inter-tier communication from being a problem, one doesn't need to
remove tiers. One needs to remove organizational structure. There's
really only one choice.
Fail: Team Follows Technology
Win: Team Follows Features
For a given feature set,
everyone involved has to become part of one, unified team working one
one sprint attending one daily stand-up meeting.
that's unwieldy," you say. "DBA's have to be kept separate."
Conways' Law in action.
To work with
Conway's Law, you must create a team that owns the feature set -- all
tiers -- all technologies -- and can make all the implementation choices
required to bring that feature set to the users.
#3, Overuse of Ontology
inappropriate use of an Ontology where a Database would have been a
- Remove the old team. Assign them to
hard problems where the ontology pays dividends, get them away from easy
problems where the ontology is a solution looking for a problem.
a new team around the new solution. Each feature has a team that has a
complete skill set -- front-end, bulk processing, persistence, web
server, database, network -- everything.
- The new team stands
alone and builds the solution.
number one cultural impediment is the "Skill Focus" excuse. These are
just Conway's Law in action.
- "We can't have
application programmers doing database design. They might 'mess things
- "We don't want our DBA's assigned to application
development teams. They have operational responsibilities that trump
The number two cultural
impediment is the authorization excuse. These are also Conway's Law,
wrapped in the mantel of "security".
- "We can't allow
application developers sudo privileges to configure Apache (or MySQL, or
Oracle, or -- frankly -- anything.)"
- "We can't assign a DBA or
SysAdmin or anyone to support new development..."
organizing teams by skills.
teams by deliverable.
Stop carving out random
technology features without proof that the technology solves a problem.
Stored Procedures, Middle Tiers, Ontologies are just potential
solutions. Don't commit to them until they're proven.
creating spike solutions to measure the value of a technology. If a
spike solution doesn't work, stop development, change the plans, change
the schedule and start again based on the lessons learned.
forcing a deadline-driven death march.
learning technology lessons and making project changes based on what was
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