You're reading from Becoming an Agile Software Architect Strategies, practices, and patterns to help architects design continually evolving solutions

Product type Paperback

Published in Mar 2021

Publisher Packt

ISBN-13 9781800563841

Length 372 pages

Edition 1st Edition

Tools

JIRA

Concepts

Agile

Author (1):

Rajesh R V

View More author details

Table of Contents (19) Chapters

Preface

1. Section 1: Understanding Architecture in the Agile World

2. Chapter 1: Looking through the Agile Architect's Lens FREE CHAPTER

3. Chapter 2: Agile Architecture – The Foundation of Agile Delivery

4. Section 2: Transformation of Architect Roles in Agile

5. Chapter 3: Agile Architect – The Linchpin of Success

6. Chapter 4: Agile Enterprise Architect – Connecting Strategy to Code

7. Chapter 5: Agile Solution Architect – Designing Continuously Evolving Systems

8. Section 3: Essential Knowledge to Become a Successful Agile Architect

9. Chapter 6: Delivering Value with New Ways of Working

10. Chapter 7: Technical Agility with Patterns and Techniques

11. Chapter 8: DevOps and Continuous Delivery to Accelerate Flow

12. Chapter 9: Architecting for Quality with Quality Attributes

13. Chapter 10: Lean Documentation through Collaboration

14. Chapter 11: Architect as an Enabler in Lean-Agile Governance

15. Section 4: Personality Traits and Organizational Influence

16. Chapter 12: Architecting Organizational Agility

17. Chapter 13: Culture and Leadership Traits

18. Other Books You May Enjoy

Organizing people around value

In software, successful Agile teams are fully autonomous. Similar to manufacturing, teams need to be organized around the flow of value to achieve the required levels of autonomy. For large organizations, this restructuring is substantially complex. Frameworks such as SAFe, Disciplined Agile (DA), and Large-Scale Scrum (LeSS) suggest methods for restructuring teams aligned to flow.

The following diagram illustrates the concept of flow-centric teams:

Figure 12.7 – Flow-centric autonomous teams avoid external dependencies

As shown in the diagram, the work continuously flows through a software delivery pipeline, where teams are organized around those flows. A fully autonomous team must be self-sufficient without needing to reach out to external teams.

Organizing around value is a way to improve flow by breaking the power barriers of traditional organizations. Therefore, aligning to the flow of work significantly impacts...