This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
When architecture ages without proper care, it becomes more and more of a liability and competitive disadvantage. It becomes outdated based on older technologies, architectural patterns, and outdated assumptions about the business and its environment. They are also a vital step toward defining the Kickstarter workshop.
Here’s an example I use in talks and workshops: How to group these concepts into domains? The same concepts can belong to different domains When modelling systems we have to choose the most appropriate domain boundaries with which to align our software and organisational boundaries.
Mapping out your business’s domain landscape has many benefits: knowledge sharing, generating product ideas, providing the foundation for softwarearchitecture, aligning on requirements, but a common challenge is… “where do we start?” The following steps are my baseline format for a series of discovery workshops.
If you would like to learn or practice how to break up a large business into domains and use them as the foundation for your softwarearchitecture and team organization, I have created a strategic domain-driven design kata that you may find useful.
In my experience, the culture is better and the results are better in orgs where engineers and architects obsess over the design of code and architecture. In orgs where it’s all about delivering tickets as quickly as possible or obsessing over technology, the culture and results are poorer. Investing in design should be rewarded.
One of the challenges I see regularly is inertia following domain discovery workshops. Some technology leaders feel like they don’t have the experience and skills to confidently lead major technology and organizational modernizations. There is a good balance of business, technology, and organizational improvements.
In every workshop, I always ask everyone “Imagine there is no text here. What do you read from the image below, and what might you propose to do next in the workshop? Reading Strategy Patterns One of the techniques I use frequently for visualising business, product, and technology strategy is Core Domain Charts.
We will be running a remote-optimised domain-driven design workshop on 15–16th June where we will use some of the techniques discussed in this post and many others, like the bounded context canvas. We can use these to capture outcomes from the workshop aka follow-up actions. In my in-person workshops, I’ve faced this hard limitation.
Their technology landscape has a high level of what they consider to be legacy or heritage systems — monolithic systems with tens or hundreds of developers working in them. You can also experiment with various workshop formats. They are targeting 3–5x revenue growth in the next 5 years.
Consumer expectations are in a constant state of flux as new technological advancements arise and new competitors emerge, yet the goal is to continuously deliver products that satisfy market demand. Primary Heuristic 4: Respect Technical Constraints Technology imposes constraints. We have the unpredictable nature of markets.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content