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Organizational Patterns: Building on the Agile Pattern Foundations Agile Project Management Vol. 6, No. 6 Organizational Patterns: Building on the Agile Pattern Foundations by James O. Coplien, Neil B. Harrison, and Gertrud Bjørnvig What really works in software development management? Practices and deep organizational structures — what the authors refer to as organizational patterns — that result in customer satisfaction and lay the foundation for organizational adaptability and agility. The following Executive Report discusses the top 10 patterns that successful organizations and teams have used and provides a framework within which you can customize these practices for your own enterprise. Cutter Business Technology Council Rob Austin Tom DeMarco Christine Davis Lynne Ellyn Jim Highsmith Tim Lister Ken Orr Lou Mazzucchelli Ed Yourdon Access to the About Cutter Consortium Experts Cutter Consortium is a truly unique IT advisory firm, comprising a group of more than 100 internationally recognized experts who have come together to offer content, consulting, and training to our clients. These experts are committed to delivering top-level, critical, and objective advice. They have done, and are doing, groundbreaking work in organizations worldwide, helping companies deal with issues in the core areas of software development and agile project management, enterprise architecture, business technology trends and strategies, enterprise risk management, metrics, and sourcing. Cutter offers a different value proposition than other IT research firms: We give you Access to the Experts. You get practitioners’ points of view, derived from hands-on experience with the same critical issues you are facing, not the perspective of a desk-bound analyst who can only make predictions and observations on what’s happening in the marketplace. With Cutter Consortium, you get the best practices and lessons learned from the world’s leading experts; experts who are implementing these techniques at companies like yours right now. Cutter’s clients are able to tap into its expertise in a variety of formats including content via online advisory services and journals, mentoring, workshops, training, and consulting. And by customizing our information products and training/ consulting services, you get the solutions you need, while staying within your budget. Cutter Consortium’s philosophy is that there is no single right solution for all enterprises, or all departments within one enterprise, or even all projects within a department. Cutter believes that the complexity of the business-technology issues confronting corporations today demands multiple detailed perspectives from which a company can view its opportunities and risks in order to make the right strategic and tactical decisions. The simplistic pronouncements other analyst firms make do not take into account the unique situation of each organization. This is another reason to present the several sides to each issue: to enable clients to determine the course of action that best fits their unique situation. For more information, contact Cutter Consortium at +1 781 648 8700 or [email protected]. Organizational Patterns: Building on the Agile Pattern Foundations AGILE PROJECT MANAGEMENT ADVISORY SERVICE Executive Report, Vol. 6, No. 6 by James O. Coplien, Neil B. Harrison, and Gertrud Bjørnvig INTRODUCTION got excited about it and brought productivity and quality can be the solution in the door. But now redressed. You’re a project manager, an you’re not sure whether you’re executive, a line manager, or following the technique correctly, Organization and management maybe even a developer, and you or even if you did, whether the are about people. We know have more than a hunch that you technique would save you. You Conway’s Law, a heuristic that could deliver high-quality software don’t know whether it might suggests a close tie between the faster. You believe that you really be the technique itself that is technical issues of architecture could meet those schedules and strangling you. and the human issues of organiza- that you really could meet require- tional structure. Conway’s Law ments regularly, if only … The answers aren’t trivial, but holds that the structure of any IT there are answers. It’s impossible system reflects the structure of the But it’s difficult to put your finger to manage a healthy, successful organization that builds it. This on the “if only.” Once in a while, software project without manag- principle works at human scale: it you get a glimpse of an improve- ing the organization itself. And addresses relationships, software ment opportunity: after a chance unless you shape the patterns of structures, organizational struc- meeting with a customer or a relationship, communication, and tures, and processes that people particularly good or bad group software assembly in an organiza- deal with at a deep level through- meeting, you get a glimpse of a tion, you aren’t really managing out their workday. There are other breakthrough. Yes, you’re already the organization. It is at these celebrated principles of organiza- following this or that management foundations of organization and tion and management at the book, methodology, or fad. And management where the systemic, enterprise level. While they have it sounds good — or at least it long-term problems of software their place in an overall corporate sounded good when the group framework, they are rarely of 2 AGILE PROJECT MANAGEMENT ADVISORY SERVICE direct value to software managers coauthor of Agile Software moment but a form of project and developers and, in fact, are Development with SCRUM [23], management that shapes your often detrimental. The principles writes: organization for the future while of agile and the patterns of soft- honoring short-term project goals. ware development organizations Although “agile develop- Each pattern individually achieves ment” perhaps was first operate at human scale, at the practiced by LISP pro- a small improvement. The pat- center of the concerns of the grammers in the 1960’s, terns are designed to amplify one project manager, product man- Organizational Patterns is another so that, over time, you ager, and the other roles that perhaps the first documenta- reap the benefits of major restruc- touch the bits and bytes that tion that ever existed on true turing with the low risk of local agile development. No one, delight your customers and to my knowledge, had incremental change. Patterns are sustain your business. done so before. (Not Scrum, unlike many process improve- which started in 1993, nor ment programs that touch only Over a period of more than 10 XP which started much later, the symptoms of software devel- years, we have studied hundreds etc.). [3] opment failure or are limited to of software development teams to simple cause-and-effect analyses While all 100 patterns have a role answer the question “What really that fail to redress systemic prob- in making organizations strong, a works in software development lems. This Executive Report helps remarkably small number of pat- management?” As time went on, to repair, grow, and revitalize terns form the successful core it became clear which practices your organization by shaping structures of agile organizations. and organizational structures its foundations in small steps. In this Executive Report, we pre- result in customer satisfaction and Furthermore, it puts structures sent the top 10 patterns from our lay the foundation for organiza- in place that help keep your orga- extensive research over the past tional adaptability and agility. We nization agile. found, researched, validated, and 12 years. These top 10 patterns documented about 100 of these might be all you need to turn your A New Twist on Old Ideas configurations. We call them organization around. They cer- The patterns of successful organi- “organizational patterns,” or deep tainly lay a broad foundation for zations are well established. Many structures that define the culture powerful software process of them have long been known as of a software development organi- improvement. This report is a hallmarks of great organizations, zation. Our results are collected in primer and get-started-quick pack- and you will recognize many from the work Organizational Patterns age on organizational patterns. the literature or your own experi- of Agile Software Development Deeper Than Processes ence. Our work on patterns of [10]. This work captures the struc- software agility adds two compo- tural foundations of agile software Patterns are a crucial tool of orga- nents to this mature body of litera- development practice, and as nizational design because they go ture. First, it defines and fills in the such, it is one of the best practical deeper than processes or an orga- broad spectrum that ranges from starting points for agile process nizational chart. They are not just managerial practices all the way improvement. Mike Beedle, project management for the down to software implementation The Agile Project Management Advisory Service Executive Report is published by the Cutter Consortium, 37 Broadway, Suite 1, Arlington, MA 02474-5552, USA. Client Services: Tel: +1 781 641 9876 or, within North America, +1 800 492 1650; Fax: +1 781 648 1950 or, within North America, +1 800 888 1816; E-mail: [email protected]; Web site: www.cutter.com. Managing Editor: Cindy Swain, E-mail: [email protected]. Group Publisher: Kara Letourneau, E-mail: [email protected]. Production Editor: Lauren S. Horwitz, E-mail: [email protected]. ISSN: 1536-2981. ©2005 by Cutter Consortium. All rights reserved. Unauthorized reproduction in any form, including photocopying, faxing, and image scanning, is against the law. Reprints make an excellent training tool. For more information about reprints and/or back issues of Cutter Consortium publications, call +1 781 648 8700 or e-mail [email protected]. VOL. 6, NO. 6 www.cutter.com EXECUTIVE REPORT 3 and the practices of those who system problems, guiding archi- went beyond software architec- create it. These two ends of the tectural structure, and solving the ture to explore the realm of project management spectrum problems germane to software human behavior.
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