Context Mapping In Action
ā¢Download as KEY, PDFā¢
48 likesā¢19,071 views
My presentation about Context Mapping at the DDD-Exchange London 19th June 2009
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Context Mapping In Action
Similar to Context Mapping In Action (20)
More from Alberto Brandolini
More from Alberto Brandolini (20)
Recently uploaded
Recently uploaded (20)
Context Mapping In Action
- 1. Context Mapping in action Stretching the strategic Domain Driven Design toolbox to the edge alberto.brandolini@avanscoperta.it
- 2. About me Ten years experience as a consultant, mainly in large software development projects Trainer Blogger Article Writer
- 4. Dropped in a new project every time
- 6. Foto del garage Whatever they told you before ā¦ reality is a lot different
- 7. Foto del garage Whatever they told you before Itās always a mess ā¦ reality is a lot different
- 9. Whatever they told you before ā¦ reality is a lot different
- 10. Choosing Mentors
- 11. Choosing Mentors
- 12. Choosing Mentors āIām Mr. Wolf. I solve problems.ā Harvey Keitel
- 14. āEvery battle is won before it is ever foughtā Sun Tzu
- 15. āEvery battle is won before it is ever foughtā Sun Tzu āTactic without strategy is noise before defeatā Sun Tzu
- 19. Know your enemy Code is not your enemy Projects do not fail because of code Standish group put interaction with the users and requirements at the top of the list. ā¦ in a complex scenario, these are often second order effects
- 20. A limited resource game Brain cells Time Developers Skills
- 21. A limited resource game Brain cells Time Developers Skills
- 22. A limited resource game Brain cells Time Developers Skills
- 23. A limited resource game Brain cells Time Developers Skills
- 24. A limited resource game Brain cells Time Developers Skills
- 25. A limited resource game Brain cells Time Developers Skills
- 26. A limited resource game Brain cells Time Developers Skills
- 27. A limited resource game Brain cells Time Developers Skills
- 28. A limited resource game Brain cells Time Developers Skills
- 29. A limited resource game Brain cells Time Developers Skills
- 30. A limited resource game Brain cells Time Developers Skills
- 31. A limited resource game Brain cells Time Developers Skills
- 32. A limited resource game Brain cells Time Developers Skills
- 33. A limited resource game Brain cells Time Developers Skills
- 34. A limited resource game Brain cells Time Developers Skills
- 35. A limited resource game Brain cells Time Developers Skills
- 36. A limited resource game Brain cells Time Developers Skills
- 37. A limited resource game Brain cells Time Developers Skills
- 38. A limited resource game Brain cells Time Developers Skills
- 39. A limited resource game Brain cells Time Developers Skills
- 40. A limited resource game Brain cells Time Developers Skills
- 41. Enter Context Mapping
- 42. Context The setting in which a word or a statement appears that determines its meaning Context
- 44. ā¦ put in another way A context is a way to measure to which extent a vision could be effectively shared
- 45. Relations Context A Context B
- 46. Relations Pe o p l e of t probl e n so e ms l ve h e re ... Context A Context B
- 47. Relations Pe o p l e of t probl e n so e ms l ve h e re ... Context A ...o r h e re . . . Context B
- 48. Relations Pe o p l e of t probl e n so e ms l ve h e re ... Context A ...o r h ...b u t e re . . . the r a re s e al s ome w h o w- h e re s t o pp Context B in be t we e e rs n!!
- 49. Upstream Downstream Context A u d Context B
- 51. Whatever they told you before ā¦ reality is a lot different
- 52. Whatever theya difference if it does make told you before ā¦ reality is a lot different youāre going upstream
- 53. National Geographic, take it away http://www.munseysbearcamp.com/ Bear_salmon2005.jpg
- 54. Patterns Relations between different contexts tend to fall into repeatable patterns A speciļ¬c pattern dictionary helps to describe the current situation Any pattern has a different beneļ¬ts/costs ratio.
- 55. Anti Corruption Layer Flexibility: 4/5, Maintenance: 3/5 Ski!s: 3/5 Organization: 1/5
- 56. Partnership Flexibility: 4/5, Maintenance: 2/5 Ski!s: 4/5 Organization: 5/5
- 57. Hereās our context B ig Ba ll map of Mu d Context Context F C ! u Context A AC d pe n L d O Hos t Context u B Context Context E D
- 58. Itās a MAP!
- 59. File 1 The very messy company
- 60. Scenario 1:
- 61. Scenario 1: A shared area among projects
- 62. Scenario 1: A shared area among projects Good Analysis team but separated from development
- 63. Scenario 1: A shared area among projects Good Analysis team but separated from development Low interaction with the user
- 64. Scenario 1: A shared area among projects Good Analysis team but separated from development Low interaction with the user Domain Expert
- 75. The initial scenario Payments Enrollment
- 76. The initial scenario h e ... e t or ik e f s l ag Payments ok s t Lo e c t rf pe Enrollment
- 77. Shared Kernel Flexibility: 3/5, Maintenance: 2/5, Ski!s: 3/5, Organization: 4/5
- 78. The initial stage Legacy Core u u d d Enrollment Payments
- 79. Shall we go for DDD?
- 80. Shall we go for DDD? Low starting skills
- 81. Shall we go for DDD? Low starting skills Long term project
- 82. Shall we go for DDD? Low starting skills Long term project Eager to learn
- 83. Shall we go for DDD? Low starting skills Long term project Eager to learn A complex domain that calls for sophisticated modeling
- 84. Shall we go for DDD? Low starting skills Long term project Eager to learn A complex domain that calls for sophisticated modeling Some developers-analysts already into DDD
- 85. āEvery battle is won before it is ever foughtā Sun Tzu āTactic without strategy is noise before defeatā Sun Tzu
- 86. āEvery battle is won before it is ever foughtā Wrong question Sun Tzu āTactic without strategy is noise before defeatā Sun Tzu
- 87. The masterplan Legacy Core u u d d Enrollment Payments
- 88. The masterplan Legacy Core u u d A CL d Enrollment Payments
- 89. The masterplan Legacy Core u u d A CL d Enrollment Payments
- 90. The masterplan Legacy Core u u d A CL d Enrollment Payments
- 91. The masterplan Legacy Core u u d A CL d Enrollment Payments
- 92. The masterplan Legacy Core u u d A CL d Enrollment Payments
- 93. The masterplan Legacy Core u u d A CL d Enrollment Payments
- 95. Scenario 1 Update: A freshly written legacy core.
- 96. Scenario 1 Update: A freshly written legacy core. Distributed development teams
- 97. Scenario 1 Update: A freshly written legacy core. Distributed development teams Analysis team separated from development
- 98. Scenario 1 Update: A freshly written legacy core. Distributed development teams Analysis team separated from development Some teams closely integrated
- 99. Scenario 1 Update: A freshly written legacy core. Distributed development teams Analysis team separated from development Some teams closely integrated Some teams completely disconnected
- 100. Scenario 1 Update: A freshly written legacy core. Distributed development teams Analysis team separated from development Some teams closely integrated Some teams completely disconnected No interaction with the user
- 101. Scenario 1 Update: A freshly written legacy core. Distributed development teams Analysis team separated from development Some teams closely integrated Some teams completely disconnected No interaction with the user Fake Domain Expert
- 102. ...the chaotic phase Legacy Core u u u d d d Payments Enrollment Payments
- 103. ...the chaotic phase Legacy Core u u u d d d ACL Payments Enrollment Payments
- 104. Big Ball of Mud Flexibility: 1/5, Maintenance: 5/5, Ski!s: 1/5, Organization: 1/5
- 105. Exposing the bare truth Integration Legacy Core u u u d d d Payments Enrollment Payments Analysis
- 106. Exposing the bare truth Integration Legacy Core u u u d d d ACL Payments Enrollment Payments Analysis
- 107. Exposing the bare truth Integration Legacy Core u u u Th i t Ub is o u d iq u d is s AW L a d FU u ACL Payments L ! ag ng Enrollment No e Payments Analysis
- 108. Exposing the bare truth Integration Legacy Core u u u d d d Payments Enrollment Payments Analysis
- 109. Exposing the bare truth Integration Legacy Core u u u d d d ACL Payments Enrollment Payments Analysis
- 110. Exposing the bare truth Integration Legacy Core u u u d d d ACL Payments Enrollment Payments Analysis
- 111. Exposing the bare truth Integration Legacy Core u u u d d d ACL Payments Enrollment Payments Analysis
- 112. Exposing the bare truth Integration Legacy Core u u u d d d ACL Payments Enrollment Payments Analysis
- 113. Exposing the bare truth Integration Legacy Core u u u d d d ACL Payments Enrollment Payments Analysis
- 114. Exposing the truth
- 115. Exposing the truth Ultimately, Sun Tzu war right: though Entities, Value Objects, Aggregates etc. proved successful within their scope... ...That was ultimately not relevant in the large scale Exposing the truth via Context Mapping was relevant and led to major changes in management
- 116. File 2 The Strangelove Scenario M.A.D.
- 117. Scenario 2: Large government project Many different actors involved Great development team Domain was not the primary focus of the project
- 127. Not the perfect stage for DDD Complex domain but outside our project scope Focus on technology: Reliability Security Performance
- 128. Our Stage Agency A u X-Team (us) u Agency B u Agency C
- 129. Our Plan pp l ie r Agency A u e r/s us t om c X-Team pe n Op e n (us) O H os t Hos t Agency B Publ i s L angu he d ag e Agency C
- 130. Our Stage Agency A X-Team (us) Agency B āthe othersā Agency C
- 131. Our Stage Agency A X-Team (us) Itās a Agency B partnership āthe othersā Agency C
- 132. Photo courtesy of Rajarshi Roychowdhury
- 133. Choosing Mentors
- 134. Choosing Mentors ā???ā āFrancoā Begbie
- 135. Choosing Mentors e d a r d i s c ā???ā D āFrancoā Begbie
- 136. Cockļ¬ght Flexibility: 0/5, Maintenance: 5/5 Ski!s: 0/5 Organization: 0/5
- 137. e d a r d i s c D Cockļ¬ght Flexibility: 0/5, Maintenance: 5/5 Ski!s: 0/5 Organization: 0/5
- 138. Didnāt need any new pattern Despite my idea of āgetting rich selling the Strategic DDD Expansion Setā, we didnāt need any new pattern Team was trapped in a Downstream Position āOfļ¬cial partnershipā forced us to be conformist to an unreliable external team
- 140. Conformist Flexibility: 1/5, Maintenance: 4/5 Ski!s: 2/5 Organization: 2/5
- 141. Step 1 Protect our application from X-Team external inļ¬uences (us) by introducing an ACL Anti Corruption d Layer (no u Conformist any āthe othersā more)
- 142. Step 2 focus all energies to go upstream
- 143. Step 2 focus all energies to go upstream Step 2: go upstream
- 144. Going upstream
- 145. Going upstream published and reliable planning
- 146. Going upstream published and reliable planning continuous integration
- 147. Going upstream published and reliable planning continuous integration steady pace
- 148. Going upstream published and reliable planning continuous integration steady pace effective partnership
- 149. Going upstream published and reliable planning continuous integration steady pace effective partnership jacket & tie
- 150. Project outcome Reversing the relationship had a positive outcome on all relationships Context Map exposed the right thing to do Delivered on time and on budget Benchmark for following projects
- 151. Some years later Overall project now seen as critical: itās working perfectly (technology)... ...but itās not doing the right thing. No user-driven evolution Importance of domain model largely underestimated
- 152. File 3 ...Not another framework, please
- 153. Scenario 3: Government backed (baked) project A āplatformā upon which build many āservicesā Many different players A Family of similar projects in different locations
- 154. Payment Services School er Services li pp Certiļ¬cates Su r- me s to Down (conformist) Cu Down (conformist) Up
- 155. Payment Services School er Services li pp Certiļ¬cates Su r- me s to Down (conformist) Cu Down (conformist) Up Framework
- 156. Payment Services School er Services li pp Certiļ¬cates Su r- me s to Down (conformist) Cu Down (conformist) Up Framework
- 157. Payment Services School er Services li pp Certiļ¬cates Su r- me s to Down (conformist) Cu Down (conformist) Up Up Framework
- 158. Payment Services School er Services li pp Certiļ¬cates Su r- me s to Down (conformist) Cu Down (conformist) Up Up Up Framework
- 159. Payment Services m i s t) o r o nf School Do w n (c er Services li pp Certiļ¬cates Su r- me s to Down (conformist) Cu Down (conformist) Up Up Up Domain Model Framework
- 160. Payment Services m i s t) o r o nf School Do w n (c er Services li pp Certiļ¬cates Su r- me s to Down (conformist) Cu Down (conformist) Up Up Up Domain Model Frameworkk Fram ewor
- 161. Payment Services m i s t) o r o nf School Do w n (c er Services li pp Certiļ¬cates Su r- me s to Down (conformist) Cu Down (conformist) Up Up Up Domain Model Frameworkk Framework Fram ewor
- 162. Payment Services m i s t) o r o nf School Do w n (c er Services li pp Certiļ¬cates Su r- me s to Down (conformist) Cu Down (conformist) Up Up Up Domain Model Frameworkk Framework Fram ewor
- 163. Payment Services m i s t) o r o nf School Do w n (c er Services li pp Certiļ¬cates Su r- me s to Down (conformist) Cu Down (conformist) Up Up Up Domain Model Up Frameworkk Framework Fram ewor
- 164. Payment Services m i s t) o r o nf School Do w n (c er Services li pp Certiļ¬cates Su r- me s to Down (conformist) Cu Down (conformist) Up Up Up Domain Model Up Thi s Frameworkk Framework ewor sh o u deļ¬n Fram ldnāt i te l y be lik e t hi s!!
- 165. The plan Consolidation of reference framework darwinian selection of features intensive testing wrapping existing features with ACLs releasing constraints on the application side domain --> published language freedom of choice, allowing different paradigms
- 166. ā¦ no outcome yet, but... Context mapping is driving the strategic decision process Map of the current situation (as far as we know it) Base for a pragmatic action plan Exposes the hot spots
- 167. Conclusions
- 168. Our context map Big Ba l l of Mu d Context Context F C ! u Context A AC d pe n L d O Hos t Context u B Context Context E D
- 169. Itās a MAP!
- 170. Itās a MAP This is where battles are win before theyāre fought Taking advantage of the landscape concentrating our forces where it does matter avoiding to ļ¬ght if the odds are against us
- 171. Not only for the elite Context mapping has a broader scope of application than tactical DDD far from ideal scenario disconnected environmentsā¦ ā¦ you got the ideaā¦ Might tell you whether to go for DDD or not
- 172. ...Should be easy to draw...
- 173. ...Should be easy to draw... ...but if itās not, youāre already getting some very useful information Sometimes the process of gathering information to draw the context map is more important than the map itself
- 177. Organizational Dysfunctions Context Mapping often exposes the gap between the ideal communication ļ¬ow and the real one.
- 178. Organizational Dysfunctions Context Mapping often exposes the gap between the ideal communication ļ¬ow and the real one. ...and this is often in the grey area where nobody is responsible for anything and things simply happen.
- 179. Organizational Dysfunctions Context Mapping often exposes the gap between the ideal communication ļ¬ow and the real one. ...and this is often in the grey area where nobody is responsible for anything and things simply happen. How much does this cost to share a vision?
- 180. search - see - expose
- 181. search - see - expose Context Mapping gave great insights allowing us to do the right thing.
- 182. search - see - expose Context Mapping gave great insights allowing us to do the right thing. Did we discover new things?
- 183. search - see - expose Context Mapping gave great insights allowing us to do the right thing. Did we discover new things? Many things were āthereā simply ļ¬oating in the nobodyās land between a context and another.
- 184. search - see - expose Context Mapping gave great insights allowing us to do the right thing. Did we discover new things? Many things were āthereā simply ļ¬oating in the nobodyās land between a context and another. Context mapping helped us see the whole picture early and clearly.
- 185. Thanks more on http://ziobrando.blogspot.com twitter: ziobrando