Architecture and Agility: Married, Divorced, or Just Good Friends?

Buschmann, Frank; Henney, Kevlin

doi:10.1109/ms.2013.25

Cited by 10 publications

(22 citation statements)

References 2 publications

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“…The interdependence of components, including components belonging to a third party (Bellomo, Kruchten, Nord & Ozkaya 2014;Waterman et al, 2015) is a significant challenge that requires increased effort, focus and time (Moore & Spens, 2008), complicates understanding, increases delivery time, and discourages developers to test, implement, and experiment (Buschmann & Henney, 2013).…”

Section: Interdependence Of Componentsmentioning

confidence: 99%

“…Poppendieck and Cusumano (2012) summarized the aforementioned challenges in a set of principles: optimize the whole, eliminate waste, build quality in, learn constantly, deliver fast, engage everyone, and keep getting better. In this regard, it is necessary to identify and remove any obstacle that frustrates the stakeholders or developers and blocks the work of the team (Buschmann & Henney, 2013). Also, it is necessary to identify the architectural challenges that are obstacles to the flow of value, i.e.…”

Section: Product Life Cycle Management -Optimization Of the Process Amentioning

confidence: 99%

“…Therefore, the need for effective communication between stakeholders (Fontdevila & Salias, 2013;Woods, 2015) and coordination of development teams (Ozkaya et al, 2013;Martini & Bosch, 2016) is emphasized, while ensuring that the development process supports project teams, and not vice versa (Buschmann & Henney, 2013). A particular challenge is to align the architecture and structure of the organization, i.e.…”

Section: Organization Communication and Coordinationmentioning

confidence: 99%

“…The key role of the architect is to focus on the question "What is blocking the agility of the team?" (Buschmann & Henney, 2013) and to remove any obstacle that blocks the team's agility and frustrates the stakeholders (Mirakhorli & Cleland-Huang, 2013). He must have a clear architectural vision (Buschmann, 2012), to think beyond structure and technology by dealing with the structure of organization and production infrastructure (Nord et al, 2014), spending the most time with people living with his decisions (Buschmann, 2012).…”

Section: Understanding the Role Responsibilities And Competencies Ofmentioning

confidence: 99%

“…Although decisions can be made by the team, the architect takes care that the decisions are consistent throughout the system, even when multiple teams work simultaneously, thus protecting the conceptual integrity of architecture and design. The architect has leadership qualities (Buschmann, 2012), technical knowledge and experience in design (Buschmann & Henney, 2013).…”

Section: Understanding the Role Responsibilities And Competencies Ofmentioning

confidence: 99%

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Agile architecture in the digital era: Trends and practices

Dragičević¹,

Bošnjak²

2019

Strategic Management

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The speed of response to change and fluidity are key preconditions for the next generation of IT solutions in the digital world. We are witnessing a rather unimaginable expansion of the use of technology in everyday life, on the one hand, and a continuous increase in the speed of software delivery, on the other, which significantly increased expectations and contributed to the adoption of agile methods and practices, shifting the pendulum of software architecture from traditional to agile methods and practices. Agile architecture, as a result of the transformation of a traditional and agile approach to software development, is a new approach that uses agile techniques to deliver a flexible architecture, adaptable to changing demands, tolerant to changes, which is the result of the iterative-incremental design of the agile process of software development. In recent years, there has been a shift in focus, in practice and research, from people and processes to integration technologies and application's hosting, which has led to the emergence of microservices and increased interest in software architecture and design. One consequence of this is the emergence and development of new approaches in the process of building Agile architecture, such as Continuous Architecting, Lean Architecting or Evolutionary Architecting, which essentially share the same goals. In this connection, in order to understand better the concept and the new role of Agile architecture in the digital era, it is necessary to study the genesis of Agile architecture, as a special approach in software development, to identify current trends and practices that are adapted to the contemporary digital environment (scalability, distribution, complexity). The results of conducted systematic literature review will help researchers and practitioners in better understanding of what Agile architecture is and its role, the current trends and directions of future development, and practices that are particularly useful in the development of complex software, with the aim of broadening the application and improvement of the agile software development process.

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Section: Interdependence Of Componentsmentioning

confidence: 99%

Section: Product Life Cycle Management -Optimization Of the Process Amentioning

confidence: 99%

Section: Organization Communication and Coordinationmentioning

confidence: 99%

Section: Understanding the Role Responsibilities And Competencies Ofmentioning

confidence: 99%

Section: Understanding the Role Responsibilities And Competencies Ofmentioning

confidence: 99%

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Agile architecture in the digital era: Trends and practices

Dragičević¹,

Bošnjak²

2019

Strategic Management

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Spotify Tailoring for Architectural Governance

Salameh

Bass

2020

Agile Processes in Software Engineering and Extreme Programming – Workshops

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Organisations usually tailor Agile methods to fit their needs best. Spotify has developed its own Agile culture to facilitate software development for hundreds of developers across multiple cities. The Spotify model has become influential among agile proponents and hence formed the basis of methods used in other organisations. We have identified a lack of research into agile architecture using the Spotify model. To explore How can architectural governance increase the autonomy of teams when using the Spotify model?, an intervention embedded case study was conducted in a multinational FinTech organisation, using the Spotify model. New processes were introduced by developing and evaluating an approach to Agile architectural governance. This approach incorporates a structural change and a change management process. We conducted 6 semi-structured open-ended interviews and direct observations of Agile practices. The collected data was analysed using Thematic Analysis and informed by some Grounded Theory techniques. The practitioners in our study report benefits of this evaluated approach. These benefits include transforming architectural based decision into decentralised based decision-making, strengthening the autonomy of squads through aligning architectural based decisions, sharing the architectural knowledge among the squads, and other benefits. We identify the characteristics and benefits of our evaluated approach to Agile architectural governance using the Spotify model. Also, we identify guidelines and challenges for those wishing to adopt this approach.

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An architecture governance approach for Agile development by tailoring the Spotify model

Salameh

Bass

2021

AI & Soc

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The role of software architecture in large-scale Agile development is important because several teams need to work together to release a single software product while helping to maximise teams’ autonomy. Governing and aligning Agile architecture across autonomous squads (i.e., teams), when using the Spotify model, is a challenge because the Spotify model lacks practices for addressing Agile architecture governance. To explore how software architecture can be governed and aligned by scaling the Spotify model, we conducted a longitudinal embedded case study in a multinational FinTech organisation. Then, we developed and evaluated an approach for architectural governance by conducting an embedded case study. The collected data was analysed using Thematic Analysis and informed by selected Grounded Theory techniques such as memoing, open coding, constant comparison, and sorting. Our approach for architectural governance comprises an organisational structure change and an architecture change management process. The benefits reported by the practitioners include devolving architectural decision-making to the operational level (i.e., Architecture Owners), enhancing architectural knowledge sharing among squads, minimising wasted effort in architectural refactoring, and other benefits. The practitioners in our case study realised an improved squad autonomy by the ability to govern and align architectural decisions. We provide two key contributions in this paper. First, we present the characteristics of our proposed architectural governance approach, its evaluation, benefits, and challenges. Second, we present how the novel Heterogeneous Tailoring model was enhanced to accommodate our architectural governance approach.

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Architecture and Agility: Married, Divorced, or Just Good Friends?

Cited by 10 publications

References 2 publications

Agile architecture in the digital era: Trends and practices

Agile architecture in the digital era: Trends and practices

Spotify Tailoring for Architectural Governance

An architecture governance approach for Agile development by tailoring the Spotify model

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