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  • Original Org Patterns Site
    • Organizational Patterns of Agile Software Development
      • Book Outline
        • Preface
        • History and Introduction
          • An Overview of Patterns and Organizational Patterns
          • What Are Patterns?
          • What Are Pattern Languages?
          • Organizational Pattern Languages
          • How the Patterns Came to Us
          • Gathering Organizational Data
          • Creating Sequences
          • History and Related Work
          • Introspection and Analysis of Organizations
          • Shortcomings of State of the Art
          • Analyzing Roles and Relationships
          • How to Use this Book
          • Reading the Patterns
          • Applying the Patterns
          • Updating the Patterns
          • Who Should Use This Book?
          • Size the Organization
          • The CRC-Card Methodology
        • The Pattern Languages
        • Organizational Design Patterns
          • Project Management Pattern Language
          • Community of Trust
          • Size the Schedule
          • Get On With It
          • Named Stable Bases
          • Incremental Integration
          • Private World
          • Build Prototypes
          • Take No Small Slips
          • Completion Headroom
          • Work Split
          • Recommitment Meeting
          • Work Queue
          • Informal Labor Plan
          • Development Episode
          • Implied Requirements
          • Developer Controls Process
          • Work Flows Inward
          • Programming Episode
          • Someone Always Makes Progress
          • Team per Task
          • Sacrifice One Person
          • Day Care
          • Mercenary Analyst
          • Interrupts Unjam Blocking
          • Don't Interrupt an Interrupt'
          • Piecemeal Growth Pattern Language
          • Size the Organization
          • Phasing It In
          • Apprenticeship
          • Solo Virtuoso
          • Engage Customers
          • Surrogate Customer
          • Scenarios Define Problem
          • Firewalls
          • Gatekeeper
          • Self-Selecting Team
          • Unity of Purpose
          • Team Pride
          • Skunkworks
          • Patron Role
          • Diverse Groups
          • Public Character
          • Matron Role
          • Holistic Diversity
          • Legend Role
          • Wise Fool
          • Domain Expertise in Roles
          • Subsystem by Skill
          • Moderate Truck Number
          • Compensate Success
          • Failed Project Wake
          • Developing in Pairs
          • Developing in Pairs
          • Engage Quality Assurance
          • Application Design is Bounded by Test Design
          • Group Validation
        • Organization Construction Patterns
          • Organizational Style Pattern Language
          • Few Roles
          • Producer Roles
          • Producers in the Middle
          • Stable Roles
          • Divide and Conquer
          • Conway's Law
          • Organization Follows Location
          • Organization Follows Market
          • Face-to-Face Before Working Remotely
          • Form Follows Function
          • Shaping Circulation Realms
          • Distribute Work Evenly
          • Responsibilities Engage
          • Hallway Chatter
          • Decouple Stages
          • Hub Spoke and Rim
          • Move Responsibilities
          • Upside-Down Matrix Management
          • The Water Cooler
          • Three to Seven Helpers per Role
          • Coupling Decreases Latency
          • People and Code Pattern Language
          • Architect Controls Product
          • Architecture Team
          • Lock 'Em Up Together
          • Smoke Filled Room
          • Stand Up Meeting
          • Deploy Along the Grain
          • Architect Also Implements
          • Generics and Specifics
          • Standards Linking Locations
          • Code Ownership
          • Feature Assignment
          • Variation Behind Interface
          • Private Versioning
          • Loose Interfaces
          • Subclass Per Team
          • Hierarchy of Factories
          • Parser Builder
        • Foundations and History
          • Organizational Principles
          • Priming the Organization for Change
          • Dissonance Precedes Resolution
          • Team Burnout
          • Stability and Crisis Management
          • The Open-Closed Principle of Teams
          • Team Building
          • Building on the Solid Core
          • Piecemeal Growth
          • Some General Rules
          • Make Love Not War
          • Organizational Patterns are Inspiration Rather Than Prescription
          • It Depends on Your Role in Your Organization
          • It Depends on the Context of the Organization
          • Organizational Patterns are Used by Groups Rather Than Individuals
          • People are Less Predictable than Code
          • The Role of Management
          • Anthropological Foundations
          • Patterns in Anthropology
          • Beyond Process to Structure and Values
          • Roles and Communication
          • Social Network Analysis
          • Distilling the Patterns
          • CRC Cards and Roles
          • Social Network Theory Foundations
          • Scatterplots and Patterns
        • Case Studies
          • Borland QuattroPro for Windows
          • A Hyperproductive Telecommunications Development Team
      • Appendices
        • Summary Patlets
        • Organization Book Patlets
        • Bibliography
        • Photo Credits
      • Mysteriously Missing
      • Supporting Pages
        • Common Pattern Language
        • Organizational Patterns
        • Diversity of Membership
        • Parking Lot
        • IndentationHint
        • Starting Points
          • Project Index
        • OrganizationBookPatternTable
      • Stuff to do
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Scrum Pattern Group

De-Couple Stages

...a design and implementation process have been established for a well-understood domain. Well-understood, high-context domains have less need for patterns like BuildPrototypes and can actually proceed well according to a standard waterfall model. 

✥ ✥ ✥

Development stages should be independent to reduce coupling and promote autonomy of teams and developers. There is a tradition of decoupling architecture, design, and coding in a development process. While this doesn't make sense for most software development -- and is especially suspect for greenfield development -- it sometimes makes sense in mature, high-context development projects. But there is still a trade-off: while independence creates opportunities for parallelism, it also hampers information flow. 

Therefore: 

For known and mature domains, serialize the steps. Hand offs between steps should take place via well-defined interfaces. This makes it possible to automate one or more of the steps, or to create a pattern that lets inexpert staff carry out the step. 

✥ ✥ ✥

The new organization allows for specialization in carrying out parts of the process, rather than emphasizing specialization in solving the customer problem. 

This approach is "safe" only for well-understood domains, where the mapping from needs to implementation is straightforward. Domains that are well-understood are also good candidates for mechanization. For less mature domains, the process should build on the creativity of those involved at each stage of the process, and there should be more parallelism and interworking. 

You can afford to do this in high-context, mature areas because the patterns of work are repeatable and rarely bring surprises. That means that each stage can be carried out independently. That means less communication between stages, which means better efficiency. One can further raise the efficiency by building on specializations and domain knowledge pertinent to individual stages. Example domains include database administration (with steps such as database modeling, normalization, and query optimization), packaging, delivery and installation, and many administrative functions like bug tracking or the high-level business processes supporting field error report resolution. 

Though interfaces between process steps help insulate the steps from each other, these interfaces should also be effective and useful. These interfaces shouldn't exist for their own sake or empire-building, or even to establish formal organization boundaries. They should encapsulate well-understood domains of control that ease hand offs between stages. If the interfaces increase cost and latency, they are wrong: either they have been implemented improperly or they shouldn't be there at all. 

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