Organization: A Tool for Software Architects • Eberhard Wolff • GOTO 2021

Interesting. speech Goto conference on the relationship between architecture and how it relates to what is happening in the organization. Conway’s Law: “Organizations design systems that copy the structure of communications in that organization.” (1967 year). And then he talks about Conway's reverse maneuver. (2012 year)It shows how the organization can be used as a tool for architects.) Further, the story develops towards customer-supplier interaction of teams within the company - this is one of the patterns of interaction of teams that understands DDD. sammari Vlad Hononov's book "What is DDD" The author of the report draws the following conclusions and asks the following questions:

1. Organization must be defined -> coarse-grained architecture
2. Managers work on organization & (organization = architecture) -> (architects == managers)But then the author answers that Conway's law is not about the organ circuit, and about communication in the organization.
3. Communiction is a tool for architects. There is a story about CoP. (Community of Practiice)Tinkoff is implemented through the institute of professions that have their leaders, joint meetings, tasks of improving common tools and practices.

Accelerate suggests that the old approach to architecture, where all decisions are made by the architect, should be replaced by a new one, where "what is important is enabling teams to make changes to their products or services without depending on other teams or systems." In this concept, architec enables others:) Then the author recalls the concept of collaborative games and specifically the game "Pandemic", where all participants are definitely in the same boat and win or lose together - so it should be in IT projects:)

Somewhere in the middle of the talk, the author reaches the slide. Architects shouldn't do architecture! Instead, he invites the architect to help spread knowledge and further adopt it within the work. The following is an example of doing cross-shops with kata/dojo and then supporting teams that try new ones. The advantages of the workshop the author calls Dissemination of knowledge about new techniques Disseminating knowledge about challenges and solutions Improved team collaboration

It ends with a discussion of cultural issues and issues.

1. When people talk about a new idea and say, "Well, just tell us how you want us to work," there's a problem with what doesn't work, working on a new idea is collaborative, and if people just ask, "What do they need to do," then they haven't bought your idea.
2. Sharing business goals and strategies with architects, for example, because of secrecy - well, it's difficult to improve something if you don't understand the purpose.
3. Social organizations are not deterministic; our actions do not always lead to predictable outcomes. The author gives an example of a failed reorganization that did not affect the flow of communication.

In conclusion, the author concludes with the following theses

• establishing communication = supporting architecture
• training + consulting = fine-grained architecture

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