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Context Mapping In Action
The document discusses two scenarios involving software development projects. Scenario 1 involves a shared codebase between projects with separated teams and low user interaction. Scenario 2 is a large government project with many actors but domain was not the primary focus. The document advocates using context mapping to understand relationships and expose the truth of a situation in order to make appropriate changes, like focusing on going upstream and establishing an effective partnership.
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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 yearsexperience as a consultant, mainly in large software development projects Trainer Blogger Article Writer
- 4. Dropped in anew project every time
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- 6. Foto del garage Whateverthey told you before … reality is a lot different
- 7. Foto del garage Whateverthey told you before It’s always a mess … reality is a lot different
- 9. Whatever they toldyou before … reality is a lot different
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- 12. Choosing Mentors “I’m Mr. Wolf. I solve problems.” Harvey Keitel
- 14. “Every battle iswon before it is ever fought” Sun Tzu
- 15. “Every battle iswon before it is ever fought” Sun Tzu “Tactic without strategy is noise before defeat” Sun Tzu
- 19. Know your enemy Codeis 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. … 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 inwhich a word or a statement appears that determines its meaning Context
- 44. … put inanother 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 Peo 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 toldyou before … reality is a lot different
- 52. Whatever theya differenceif it does make told you before … reality is a lot different you’re going upstream
- 53. National Geographic, take it away http://www.munseysbearcamp.com/ Bear_salmon2005.jpg
- 54. Patterns Relations between differentcontexts tend to fall into repeatable patterns A specific pattern dictionary helps to describe the current situation Any pattern has a different benefits/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. Here’s 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.
- 59. File 1 The verymessy company
- 60.
- 61. Scenario 1: A sharedarea among projects
- 62. Scenario 1: A sharedarea among projects Good Analysis team but separated from development
- 63. Scenario 1: A sharedarea among projects Good Analysis team but separated from development Low interaction with the user
- 64. Scenario 1: A sharedarea among projects Good Analysis team but separated from development Low interaction with the user Domain Expert
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- 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 gofor DDD?
- 80. Shall we gofor DDD? Low starting skills
- 81. Shall we gofor DDD? Low starting skills Long term project
- 82. Shall we gofor DDD? Low starting skills Long term project Eager to learn
- 83. Shall we gofor DDD? Low starting skills Long term project Eager to learn A complex domain that calls for sophisticated modeling
- 84. Shall we gofor 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. “Every battle iswon before it is ever fought” Sun Tzu “Tactic without strategy is noise before defeat” Sun Tzu
- 86. “Every battle iswon before it is ever fought” Wrong question Sun Tzu “Tactic without strategy is noise before defeat” 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
- 94.
- 95. Scenario 1 Update: Afreshly written legacy core.
- 96. Scenario 1 Update: Afreshly written legacy core. Distributed development teams
- 97. Scenario 1 Update: Afreshly written legacy core. Distributed development teams Analysis team separated from development
- 98. Scenario 1 Update: Afreshly written legacy core. Distributed development teams Analysis team separated from development Some teams closely integrated
- 99. Scenario 1 Update: Afreshly written legacy core. Distributed development teams Analysis team separated from development Some teams closely integrated Some teams completely disconnected
- 100. Scenario 1 Update: Afreshly 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: Afreshly 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 ofMud 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.
- 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 governmentproject Many different actors involved Great development team Domain was not the primary focus of the project
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- 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 “the others” Agency C
- 131. Our Stage Agency A X-Team (us) It’s a Agency B partnership “the others” Agency C
- 132. Photo courtesy ofRajarshi Roychowdhury
- 133.
- 134. Choosing Mentors “???” “Franco” Begbie
- 135. Choosing Mentors e d a r d i s c “???” D “Franco” Begbie
- 136. Cockfight Flexibility: 0/5, Maintenance:5/5 Ski!s: 0/5 Organization: 0/5
- 137. e d a r d i s c D Cockfight Flexibility: 0/5, Maintenance: 5/5 Ski!s: 0/5 Organization: 0/5
- 138. Didn’t need anynew pattern Despite my idea of “getting rich selling the Strategic DDD Expansion Set”, we didn’t need any new pattern Team was trapped in a Downstream Position “Official partnership” 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 applicationfrom X-Team external influences (us) by introducing an ACL Anti Corruption d Layer (no u Conformist any “the others” more)
- 142. Step 2 focus all energies to go upstream
- 143. Step 2 focus all energies to go upstream Step 2: go upstream
- 144.
- 145. Going upstream published andreliable planning
- 146. Going upstream published andreliable planning continuous integration
- 147. Going upstream published andreliable planning continuous integration steady pace
- 148. Going upstream published andreliable planning continuous integration steady pace effective partnership
- 149. Going upstream published andreliable planning continuous integration steady pace effective partnership jacket & tie
- 150. Project outcome Reversing therelationship 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 Overallproject now seen as critical: it’s working perfectly (technology)... ...but it’s 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 “platform” upon which build many “services” Many different players A Family of similar projects in different locations
- 154. Payment Services School er Services li pp Certificates Su r- me s to Down (conformist) Cu Down (conformist) Up
- 155. Payment Services School er Services li pp Certificates Su r- me s to Down (conformist) Cu Down (conformist) Up Framework
- 156. Payment Services School er Services li pp Certificates Su r- me s to Down (conformist) Cu Down (conformist) Up Framework
- 157. Payment Services School er Services li pp Certificates Su r- me s to Down (conformist) Cu Down (conformist) Up Up Framework
- 158. Payment Services School er Services li pp Certificates 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 Certificates 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 Certificates 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 Certificates 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 Certificates 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 Certificates 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 Certificates Su r- me s to Down (conformist) Cu Down (conformist) Up Up Up Domain Model Up Thi s Frameworkk Framework ewor sh o u defin Fram ldn’t i te l y be lik e t hi s!!
- 165. The plan Consolidation ofreference 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. … no outcomeyet, 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.
- 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
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- 170. It’s a MAP Thisis where battles are win before they’re fought Taking advantage of the landscape concentrating our forces where it does matter avoiding to fight if the odds are against us
- 171. Not only forthe elite Context mapping has a broader scope of application than tactical DDD far from ideal scenario disconnected environments… … you got the idea… Might tell you whether to go for DDD or not
- 172. ...Should be easyto draw...
- 173. ...Should be easyto draw... ...but if it’s not, you’re already getting some very useful information Sometimes the process of gathering information to draw the context map is more important than the map itself
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- 177. Organizational Dysfunctions Context Mapping often exposes the gap between the ideal communication flow and the real one.
- 178. Organizational Dysfunctions Context Mapping often exposes the gap between the ideal communication flow 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 flow 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 “there” simply floating in the nobody’s 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 “there” simply floating in the nobody’s land between a context and another. Context mapping helped us see the whole picture early and clearly.
- 185.