فهرست مطالب

• Foreword by Simon Brown
• Foreword by David Knott
• About This Book
• I. Architects
• 1. The Architect Elevator
• The Architect Elevator
• Some Organizations Have More Floors Than Others
• Not a One-Way Street
• High-Speed Elevators
• Other Passengers
• The Dangers of Riding the Elevator
• Flattening the Building
• 2. Movie-Star Architects
• The Matrix: The Master Planner
• Edward Scissorhands: The Gardener
• Vanishing Point: The Guide
• The Wizard of Oz
• Superhero? Superglue!
• Making the Call
• 3. Architects Live in the First Derivative
• Rate of Change Defines Architecture
• Change = Business as Unusual?
• Varying Rates of Change
• A Software System’s First Derivative
• Designing for the First Derivative
• Confidence Brings Speed
• Rate of Change Trade-Offs
• Multispeed Architectures
• The Second Derivative
• Rate of Change for Architects
• 4. Enterprise Architect or Architect in the Enterprise?
• Enterprise Architecture
• Connecting Business and IT
• IT Is from Mars, Business Is from Venus
• Value-Driven Architecture
• Visit All Floors
• 5. An Architect Stands on Three Legs
• Skill, Impact, Leadership
• A Chair Can’t Stand on Two Legs
• The Virtuous Cycle
• You Spin Me Right Round…
• Architect as Last Stop?
• 6. Making Decisions
• The Law of Small Numbers
• Bias
• Priming
• Micromort
• Model Thinking
• IT Decisions
• Avoiding Decisions
• 7. Question Everything
• Five Whys
• Whys Reveal Decisions and Assumptions
• A Workshop for Every Question
• No Free Pass
• II. Architecture
• Beyond Software Architecture
• Three Kinds of Architecture
• There Always Is an Architecture
• The Value of Architecture
• Principles Drive Decisions
• Vertical Cohesion
• Architecting the Real World
• 8. Is This Architecture?
• Defining Software Architecture
• Architectural Decisions
• Fundamental Decisions Needn’t Be Complicated
• Fit for Purpose
• Passing the Test
• 9. Architecture Is Selling Options
• Reversing Irreversible Decision Making
• Deferring Decisions with Options
• Options Have Value
• An Architecture Option: Elasticity
• Strike Prices
• Uncertainty Increases an Option’s Value
• Time Is Fleeting
• Real Options
• Arbitrage
• Agile and Architecture
• Evolutionary Architecture
• Amplifying Metaphors
• 10. Every System Is Perfect…
• Heater as a System
• Feedback Loops
• Organized Complexity
• System Effects
• Understanding System Behavior
• Influencing System Behavior
• Systems Resist Change
• 11. Code Fear Not!
• Fear of Code
• Good Intentions Don’t Lead to Good Results
• Levels of Abstraction: Simplicity Versus Flexibility
• When Are We Configuring?
• Higher-Level Programming
• Configuration Programming
• Configuration Hiding as Code?
• 12. If You Never Kill Anything, You Will Live Among Zombies
• Legacy
• Fear of Change
• Hoping for the Best Isn’t a Strategy
• Version Upgrades
• Run Versus Change
• Planned Obsolescence
• If It Hurts, Do It More Often
• Culture of Change
• 13. Never Send a Human to Do a Machine’s Job
• Automate Everything!
• It’s Not Only About Efficiency
• Repeatability Grows Confidence
• Self-Service
• Beyond Self-Service
• Automation Is Not a One-Way Street
• Explicit Knowledge Is Good Knowledge
• A Place for Humans
• 14. If Software Eats the World, Better Use Version Control!
• SDX: Software-Defined Anything
• The Loomers’ Riot?
• Software Developers Don’t Undo, They Re-Create
• Melt the Snowflakes
• Automated Quality Checks
• Use Proper Language
• Software Eats the World, One Revision at a Time
• 15. A4 Paper Doesn’t Stifle Creativity
• A4 Paper
• Product Standards Restrict, Interface Standards Enable
• Platform Standards
• Layers Versus Platforms
• Digital Discipline
• Avoid the Skipping Stones
• One Size Might Not Fit All Tastes
• 16. The IT World Is Flat
• Vendors’ Middle Kingdoms
• Plotting Your World Map
• Defining Borders
• Charting Territory
• Product Philosophy Compatibility Check
• Shifting Territory
• 17. Your Coffee Shop Doesn’t Use Two-Phase Commit
• Hotto Cocoa o Kudasai
• Correlation
• Exception Handling
• Transactions
• Backpressure
• Conversations
• Canonical Data Model
• Welcome to the Real World!
• 18. Explaining Stuff
• Build a Ramp, Not a Cliff
• Mind the Gap
• First, Create a Language
• Consistent Level of Detail
• I Wanted to Have Liked To, but Didn’t Dare Be Allowed
• 19. Show the Kids the Pirate Ship!
• Grab Attention
• Build Excitement
• Focus on Purpose
• Pirate Ship Leads to Better Decisions
• The Product Box
• Designing the Pirate Ship
• Pack Some Pathos
• Play Is Work
• 20. Writing for Busy People
• Writing Scales
• Quality Versus Impact
• “In the Hand”—First Impressions Count
• The Curse of Writing: Linearity
• A Good Paper Is Like the Movie Shrek
• Making It Easy for the Reader
• Lists, Sets, Null Pointers, and Symbol Tables
• In der Kürze liegt die Würze
• Unit Testing Technical Papers
• Technical Memos
• The Pen Is Mightier Than the Sword, but Not Mightier Than Corporate Politics
• 21. Emphasis Over Completeness
• Diagrams Are Models
• The Five-Second Test
• A Pop Quiz
• Simple Language
• Diagramming Basics
• The Style of Elements
• Making a Statement
• Twenty Slides, One Story
• Nothing Is Confusing in and of Itself
• 22. Diagram-Driven Design
• Presentation Skills: More Than a Wide Stance
• Diagramming as Design Technique
• Designing with Diagrams
• Diagram-Driven Design Techniques
• Diagrams Are Art
• No Silver Bullet (Point)
• 23. Drawing the Line
• Behold the Line!
• The Metamodel
• The Semantics of Semantics
• Elements—Relationship—Behavior
• Architecture Diagrams
• UML
• Beware of Extremes
• 24. Sketching Bank Robbers
• Everyone Saw the Perpetrator
• A Police Sketch Artist
• Sketching Architectures
• Visuals
• Architecture Therapy
• That’s Wrong! Do It Again!
• 25. Software Is Collaboration
• Who Says Software Is for Computers Only?
• Version Control
• Single Source of Truth
• Trunk-Based Development
• Always Be Ready to Ship
• Style Versus Substance
• Transparency
• Pairing
• Resistance
• IV. Organizations
• Organizational Architecture: The Static View
• Organizational Architecture: The Dynamic View
• The Matrix (Not the Movie)
• Organizations as Systems
• Organizations as People
• Navigating Large Organizations
• 26. Reverse-Engineering Organizations
• Dissecting IT Slogans
• Unknown Beliefs
• Beliefs Are Proven Until Disproven
• Unlearning Old Habits
• Common IT Beliefs
• Reprogramming the Organization
• Handed-Down Beliefs
• 27. Control Is an Illusion
• The Illusion
• Control Circuits
• A Two-Way Street
• Problems on the Way Up
• Smart Control
• Saupreiß, ned so Damischer
• Actual Control: Autonomy
• Controlling the Control Loop
• 28. They Don’t Build ’Em Quite Like That Anymore
• Why IT Architects Love Pyramids
• Organizational Pyramids
• No Pyramid Without Pharaoh
• No One Lives in a Foundation
• Building Pyramids from the Top
• Celebrating the Base Layer
• Living in Pyramids
• It Always Can Get Worse
• Building Modern Structures
• 29. Black Markets Are Not Efficient
• Black Markets to the Rescue
• Black Markets Are Rarely Efficient
• You Cannot Outsource a Black Market
• Beating the Black Market
• Feedback and Transparency
• 30. Scaling an Organization
• Component Design—Personal Productivity
• Avoid Sync Points—Meetings Don’t Scale
• Interrupts Interrupt—Phone Calls
• Piling on Instead of Backing off
• Asynchronous Communication—Email, Chat, and More
• Asking Doesn’t Scale—Build a Cache!
• Poorly Set Domain Boundaries—Excessive Alignment
• Self-Service Is Better Service
• Staying Human
• 31. Slow Chaos Is Not Order
• Fast Versus Agile
• Speed and Discipline
• Fast and Good
• Slow-Moving Chaos
• ITIL to the Rescue?
• Objectives Require Discipline
• The Way Out
• 32. Governance Through Inception
• Living in Perfect Harmony
• The Value of Standards
• Interface Standards
• Mapping Standards
• Governance by Decree
• Governance Through Infrastructure
• Inception
• The Emperor’s New Clothes
• Governance Through Necessity
• V. Transformation
• Change Is Risky
• Not All Change Is Transformation
• Bursting the Boiler
• Why Me?
• 33. No Pain, No Change!
• Stages of Transformation
• Digital Transformation Stages
• Wishful Thinking Sells Snake Oil
• Tuning the Engine
• Help Along the Way
• The Pain of Not Changing
• Getting Over the Hump
• 34. Leading Change
• A Tractor Passing the Race Car
• Setting Course
• Venturing Off the Mainland
• Burning the Ships
• Offshore Platforms
• The Island of Sanity
• Skunkworks That Works
• Leaving Your Island Will Get Your Feet Wet
• The Country of the Blind
• 35. Economies of Speed
• 30,000 Times Faster
• Old Economies of Scale
• Behold the Flow!
• Cost of Delay
• The Value and Cost of Predictability
• The Value and Cost of Avoiding Duplication
• How to Make the Switch?
• 36. The Infinite Loop
• Build-Measure-Learn
• Digital RPMs
• Old-World Hurdles
• Looping in Externals
• Pivoting the Layer Cake
• Maintaining Cohesion
• 37. You Can’t Fake IT
• Laying the Foundation
• Feedback Cycles
• Delivering on Your Promises
• Customer Centricity
• Cocreating IT Services
• Eat Your Own Dog Food
• Digital Mindset
• The Stack Fallacy
• 38. Money Can’t Buy Love
• Innovator’s Dilemma
• Beware of the HiPPO
• Overhead and Tolerated Inefficiency
• Hollowed-Out IT
• Excessive Dependencies
• Paying More May Get You Less
• Changing Culture from Within
• 39. Who Likes Standing in Line?
• Looking Between the Activities
• A Little Bit of Queuing Theory
• Finding Queues
• Cutting the Line
• Making Queues Visible
• Message Queues Aren’t All Bad
• 40. Thinking in Four Dimensions
• Living Along a Line
• Quality Versus Speed
• More Degrees of Freedom
• Changing the Rules of the Game
• Inverting the Curve
• What Quality?
• Losing a Dimension
• VI. Epilogue: Architecting IT Transformation
• 41. All I Have to Offer Is the Truth
• Index