Book Image

Becoming an Agile Software Architect

By : Rajesh R V
Book Image

Becoming an Agile Software Architect

By: Rajesh R V

Overview of this book

Many organizations have embraced Agile methodologies to transform their ability to rapidly respond to constantly changing customer demands. However, in this melee, many enterprises often neglect to invest in architects by presuming architecture is not an intrinsic element of Agile software development. Since the role of an architect is not pre-defined in Agile, many organizations struggle to position architects, often resulting in friction with other roles or a failure to provide a clear learning path for architects to be productive. This book guides architects and organizations through new Agile ways of incrementally developing the architecture for delivering an uninterrupted, continuous flow of values that meets customer needs. You'll explore various aspects of Agile architecture and how it differs from traditional architecture. The book later covers Agile architects' responsibilities and how architects can add significant value by positioning themselves appropriately in the Agile flow of work. Through examples, you'll also learn concepts such as architectural decision backlog,the last responsible moment, value delivery, architecting for change, DevOps, and evolutionary collaboration. By the end of this Agile book, you'll be able to operate as an architect in Agile development initiatives and successfully architect reliable software systems.
Table of Contents (19 chapters)
1
Section 1: Understanding Architecture in the Agile World
Free Chapter
2
Chapter 1: Looking through the Agile Architect's Lens
4
Section 2: Transformation of Architect Roles in Agile
8
Section 3: Essential Knowledge to Become a Successful Agile Architect
15
Section 4: Personality Traits and Organizational Influence

Examining culture in high-performing organizations 

The metaphor of a large cruise ship is often associated with organizational agility. However, high-performing organizations striving to achieve business agility require much more than adopting the Agile software delivery model to successfully sail through the storm of uncertainties. A new engine in an old ship will not give the flexibility to turn the ship swiftly.

Larman's Law of Organizational Behavior observes that, in large enterprises, culture, behavior, and mindset are highly influenced by the organization's structure. To be nimble, organizations must undergo a surgical correction on their structure, leadership, and culture. In a high-performing organization, the behavior and culture of its leadership determine its transformation success. Leaders have a duty of care for their people, their health, and their wellbeing. When people have been taken care of, the mindset shifts, and the organization's agility...