Architecture also enables Built-in Quality. Emergent design – Provides the technical basis for a fully evolutionary and incremental implementation approach. This can create copious documentation and unvalidated decisions. Therefore, the role may be filled by more than one person to ensure sufficient knowledge and prevent architecture decision… Architects also consider technical dependencies outside their ART, either with other ARTs on a Solution Train or with other ARTs in the enterprise, acting as a key collaborator in these Coordination activities. … Otherwise, technology becomes the bottleneck for business execution. Please visit, FAQs on how to use SAFe content and trademarks, New Advanced Topic Article – Organizing Teams and ARTs: Team Topologies at Scale, The Global Network of SAFe® Fellows Grows, No-Hype Customer Stories at 2020 Global SAFe Summit, Evolves over time while supporting needs of current users, Avoids overhead and delays associated with phase-gate and BUFD- methods, Balances emergent design and intentionality, Takes a systems view across the full value stream. Great listening skills – and to have great communication skills they also need to be good listeners. During PI Planning, architects support the teams creating the next increment’s plans. Many idealistic Agile practitioners propose the idea of Emergent Design: “With emergent design, a development organization starts delivering functionality and lets the design emerge. On large agile teams, geographically distributed agile teams, or for enterprise-wide architectural efforts, you will require an Architecture Owner team or Enterprise Architecture team (in Agile Modeling I originally called this a core architecture team, a term I never really liked). The Architect As Mentor and Road-Block Destroyer Does this mean that the architect is then obsolete in today’s agile project team? They also consider future Features and define Enablers in the backlog for teams to explore and gain knowledge that ensures the future Feature’s viability. ‘Test doubles’ speed testing by substituting slow or expensive components (e.g., enterprise database) with faster proxies (e.g., in-memory database proxy). This trust enables individual teams and Agile Release Trains (ARTs) to independently explore and test ideas in a true production environment. Agile architecture also builds quality in by automating architectural compliance checks. Each increment, teams build the highest priority Features and Enablers. They also participate with Business Owners as they assign value to the teams’ PI Objectives. Figure 2 illustrates the continuous integration portion of SAFe’s DevOps Radarand shows how changes built into components are tested across multiple environments before arriving in production. The CD pipeline begins and ends with the value hypothesis, defining it in Continuous Exploration and eventually measuring it in Release on Demand. What is at stake technically, i.e are there any critical requirements that the project MUST meet in order to be even considered worthy? Some of the factors that drive Architecture and Design Quality are: Architecture Stability & Flexibility – The quality of the architecture definitions that are defined in architecture documents and supported by system management. AGILITY AND ARCHITECTURE The phrase “Agile architecture” evokes two concepts: 1. While all apply, three are particularly relevant to architecture. Functionality is deployed to a production environment continuously but only made available to end-users on-demand. They communicate the need for these ongoing technical objectives in clear business terms. The agile way to architecting a system is to evolve it iteratively, through initial envisioning, implementation of stories, refactoring and restructuring. Used together, emergent design and intentionality continuously build and extend the architectural runway that provides the technical foundation for future production of business value. As shown in Figure 1, the roles require all the necessary architectural skills to make technical decisions. Simply put, no one team in a larger Enterprisecan see the whole picture or reasonably anticipate all the changes headed their way—many of which arise outside their local control. We do need to take architecture seriously even in agile projects. 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