Some design decisions have an impact on the trajectory of the whole project. Modeling is most needed in complex circumstances, yet the typical dynamics of the large projects that might benefit from it too often derail it or disconnect it from the real design. Conversely, modeling is best carried out by small, dynamic teams with a lot of autonomy, yet creating large systems requires coordination and project-spanning decisions. Managers and developers alike need to pay close attention to this intersection of design, project organization, and politics.
This talk briefly introduces two broad principles for strategic design.
First, 'context mapping' addresses a vital fact of life: Different
groups think differently. Ignoring these realities leads to dumbed-down
models, costly, buggy integrations, and disruption of project plans
where they depend on other teams.
Then, 'distilling the core domain' concentrates effort on real business assets and gives a system focus, based on a shared vision. This view provides a systematic guide to when software must be developed by a team close to the business and could be outsourced or might better be purchased off-the-shelf. It suggests when "good enough" is good enough versus when it matters to push for excellence.
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