Is it worth always "being right"? What does it mean to "be right" in software development? How important is it for a leader to "be right"? When does it all becomes arogance? Have you ever had to deal with someone who always has to be right?
Continuing my previous article, we will discuss scale, support and accidental complexity, types you can manage, reduce and even remove.
Complexity is the primary enemy of software design and architecture. The primary job of a software architect is to remove, reduce, or manage complexity in that order. But what if the problem space itself is complex? How do you do that? What does it even mean? What is complexity, anyway?
Commercial software development is more than just „write the code we tell you to write“. Creating software that can be sustained for years while adapting to changing markets and developing business models requires an understanding of evolutionary architectural approaches.
Architecture cannot be designed to remain the same when circumstances change. While there is no such thing as architecture that can withstand years of development, there are ways to design architecture that can handle changes.
Personally, I prefer leadership to management. You want the people on your team to think for themselves and eventually become a self-managing. However, they need a leader to guide them.
Leadership means possessing the skills, decisiveness, and values that inspire others to follow.
What is your company optimized for? Is it optimized for middle management and bureaucracy? If so, delivering value will suffer.
What organizational constraints are limiting your productivity? Focusing your organizational structure on the value your company creates will make your people, customers, and CFO happy.
There's a difference between designing an MVP, software that you'll develop for three months and hand over to the customer, and software that you use internally or a software project that you want to maintain for years and sell to customers.
Developing software to find a market fit is different from developing software that already has 10,000 customers.
Understanding these differences is essential for success and requires strategic thinking and specific changes in development stages.