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Data Mesh Principles and Logical Architecture

 Data Mesh Principles and Logical Architecture The great divide of data What do we really mean by data? The answer depends on whom you ask. Today’s landscape is divided into  operational data  and  analytical data . Operational data sits in databases behind business capabilities served with microservices, has a transactional nature, keeps the current state and serves the needs of the applications running the business. Analytical data is a temporal and aggregated view of the facts of the business over time, often modeled to provide retrospective or future-perspective insights; it trains the ML models or feeds the analytical reports. The current state of technology, architecture and organization design is reflective of the divergence of these two data planes - two levels of existence, integrated yet separate. This divergence has led to a fragile architecture. Continuously failing ETL (Extract, Transform, Load) jobs and ever growing complexity of labyrinth of data pipel...
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Lay Programmer

 Lay Programmer

I use the term lay programmer to mean someone who is programming without thinking themselves as a programmer. Someone who spends a large part of her day working on spreadsheets is doing programming, often very intense programming. Usually however she won't call herself a programmer, nor think of spending much time learning how to program better.

It's easy for professional programmers to get sniffy at lay programmers, but lay programmers usually are domain experts who know a great deal about what a program should do. Our challenge is to think of ways to engage them more effectively in software development, and provide tools that are easy for them to use, but also capable of being well structured programs that can evolve efficiently and integrate well into the wider software ecosystem.

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ActivityOriented

  ActivityOriented Any significant software development effort requires several different activities to occur: analysis, user experience design, development, testing, etc. Activity-oriented teams organize around these activities, so that you have dedicated teams for user-experience design, development, testing etc. Activity-orientation promises many benefits, but software development is usually better done with   OutcomeOriented   teams. Traditionally, big businesses with large IT departments (Enterprise IT) have tended to execute IT development projects with a bunch of activity-oriented teams drawn from a matrix IT organization (functional organization). The solid-lined arms of the matrix (headed by a VP of development, testing and so on) are usually along activity boundaries and they loan out “resources” to dotted-lined project or program organizations. Common justifications for doing so include: It helps standardization of conventions and techniques in development if a...
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Out come Oriented

 Out come Oriented  effort, better sales conversion, greater customer satisfaction, i.e business outcomes. Outcome-oriented teams are those that are mandated and equipped to deliver business outcomes, such teams have people with the capability to carry out all necessary activities to realize the outcome.. By contrast,  ActivityOriented  teams are neither equipped nor mandated to do so. They can only perform one of several activities required to realize an outcome. A mandate to deliver a business outcome is very different from a mandate to deliver a certain amount of scope. Scope delivery is easy, relatively speaking. Outcome realization requires real collaboration between those who understand the problem and those who can fashion various levels of solution for it. Initial attempts at solution lead to a better understanding of the problem which leads to further attempts at better solutions. This doesn’t work where the product management organization is separate from t...
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AlignmentMap

  Alignment maps are organizational information radiators that help visualize the alignment of ongoing work with business outcomes. The work may be regular functionality addition or technical work such as re-architecting or repaying technical debt or improving the build and deployment pipeline. Team members use alignment maps to understand what business outcomes their day-to-day work is meant to improve. Business and IT sponsors use them to understand how ongoing work relates to the business outcomes they care about. Here’s an example scenario (inspired by real life) that illustrates how these maps may be useful. A team of developers had inefficiently implemented a catalog search function as N+1 calls. The first call to the catalog index returned a set of SKU IDs. For each ID returned, a query was then made to retrieve product detail. The implementation came to the attention of an architect when it failed performance tests. He advised the team to get rid of the N+1 implementation. ...
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