Code Review Checklist

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This code review checklist ensures code is optimized by checking for dead/redundant code, duplication, complexity metrics like cyclomatic complexity and large functions, any added or changed dependencies, assumptions and side effects, adherence to tell-don't-ask principle, potential for misuse, avoidance of global state, and use of clear names and avoidance of magic numbers.

Technology

Code Review Checklist

Have You Checked For ?
 Dead/Redundant code
 Duplication
 Complexity

(cyclomatic, large functions, block
depth)
 Dependencies ( added/changed )
 Assumptions and Side effects
 Is it Tell or Ask ?
 Is it easy to Misuse ?
 Is it Global State ?
 Names and Magic Numbers
January 14

Commercial in confidence. © Nitin Bhide

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These topics may appear to be separate but are closely related to the need for an effective solution design process, approach and function. Nearly 50 years ago, Dr Melvin Conway wrote a short and insightful article titled How Do Committees Invent? where he made a number of observations on the system and solution design process including “… organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.” which has become known as Conway’s Law. He identified organisation problems that lead to poor solution design. Conway’s Law is a warning rather than a prediction. It provides an insight into the solution design problems that can occur if the solution design structures, processes and function are not optimised. What he describes does not have to happen but all too frequently does. Cognitive Diversity has become a fashionable concept that is talked about more than implemented. It has been written about extensively by Dr Scott Page. The core concept is that “… a random group of intelligent problem solvers will outperform a group of the best problem solvers”. The value of cognitive diversity to organisations is greatest in the thinking areas such as the solution design function. Managing diverse teams can be difficult and achieving cognitive diversity can be painful and challenging. Cognitive diversity of less value in pure operational and transactions areas where there is a reduced need for problem-solving. Cognitive diversity protects the organisation against factors such as Cognitive Bias, Strategic Misrepresentation, Planning Fallacy, Optimism Bias, Focalism and Groupthink and their consequences. Cognitive diversity protects against the effects of Conway’s Law. Many organisations are attempting to transform themselves in response to external changes and drivers. Organisation transformation is frequently concerned with a migration from product-orientation to services-orientation characterised by responsiveness, customer centricity, self-service and flexibility. Information technology underpins successful and effective organisation transformation. This is especially true of initiatives such as digital transformation. Digital transformation involves designing and implementing solutions across a wide range of application and system areas. Being good at solution design means that solutions are defined, designed and delivered in a reliable, stable and innovative way to ensure that cost, time, required functionality and quality are constantly optimised to meet the needs of the business. Good solution design mean: • Being aware of all the options and selecting the most appropriate one subject to all constraints • Avoiding all the conscious and unconscious biases that lead to bad solutions Put simply, a cognitively diverse team designs better solutions.

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This describes the concept of a Process Oriented Architecture. A Process Oriented Architecture is a way of linking process areas to actual (desired) interactions – customer (external interacting party) service journeys through the organisation. It allows two views of any process to be maintained and operated: 1. External view – that experienced by user 2. Internal view – that worked on by the organisational competency An organisation will interact will multiple external parties. Each external party will have a number of interaction paths or journeys. These journeys are the routes of experience of external parties. These routes of experience need to be mapped (as) seamlessly (as possible) to internal organisational operational process competency groupings. The interaction paths or journeys represent the Straight Through Processing that the customer (external party) wants to experience. The complexity of internal organisational operational process competency groupings needs to be masked from the customer (external party). Process Oriented Architecture is a key enabler of successful digital transformation.

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Competence in sourcing is a core skill of the IT function. The IT function is becoming largely a manager of suppliers and service providers across a wide range of products, solutions and services. IT mediates between the business and the supplier ecosystem, acting as a lens focussing business needs on appropriate suppliers. When products and services are outsourced, the risks of the suppliers and service providers are inherited by the acquiring organisation. Sourcing should not be a “fire and forget” activity. Effective supplier selection and ongoing assessment, validation and management is an important skill for the IT function. The Service Organisation Controls audit approach can be adapted for use by the IT function to develop an approach to vendor governance.

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This is the first of a proposed four part introduction to Business Architecture. It is intended to focus on activities associated with Business Architecture work and engagements. Business change without a target business architecture and a plan is likely to result in a lack of success and even failure. An effective approach to business architecture and business architecture competency is required to address effectively the pressures on businesses to change. Business architecture connects business strategy to effective implementation and operation: • Translates business strategic aims to implementations • Defines the consequences and impacts of strategy • Isolates focussed business outcomes • Identifies the changes and deliverables that achieve business success Enterprise Architecture without Solution Architecture and Business Architecture will not deliver on its potential. Business Architecture is an essential part of the continuum from theory to practice.

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Introducing the concept of Enterprise Business Analysis as a strategic resource to achieve business and IT alignment. Alignment means being able to draw a straight Line from business strategy through to delivered and operational solutions implemented to respond to businessn. Business and IT Alignment requires more than just relationship management – it requires actual engagement by IT with the needs of the business.

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The myths of requirements are that: • Requirements gathered from business users through requirements gathering meetings and workshops define the scope and functionality of the solution • Requirements gathering workshops at the start of a project are sufficient to understand business needs • Requirements change The reality is that what is gathered during requirements workshops, meetings, interviews, questionnaires and other activities are not solution requirements but business stakeholder requirements. Stakeholder requirements must be translated into solution requirements which is turn must be translated into a solution design. A solution is a Resolver, a Provider or an Enabler. Good solution design requires solution ownership and technical leadership throughout the process. Any solution is always greater than the sum of the gather requirements. Requirements do not equal a solution. Any solution also causes problems in terms of: • Required organisational changes to implement and operate solution • Additional operational overhead • Cost to implement The solution is the minimum set of components that works and that solves the problem at the minimum cost with minimum additional costs.

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Review existing data management maturity models to identify core set of characteristics of an effective data maturity model: DMBOK (Data Management Book of Knowledge) from DAMA (Data Management Association) MIKE2.0 (Method for an Integrated Knowledge Environment) Information Maturity Model (IMM) IBM Data Governance Council Maturity Model Enterprise Data Management Council Data Management Maturity Model

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The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.

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