Gain insights into implementing practical software architectures, mastering key development methodologies, and distinguishing core principles, ensuring your skills remain relevant in the ever-evolving industry.

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Non-readable code? Non-practical architectures? Unclear requirements? Are you pulling your hair at this point?

These are exactly the sort of pitfalls this course serves to provide in-depth remediation for. Over your years of working in the software industry, numerous day-to-day challenges like these come and go. While the industry has been constantly transforming, some core principles and values remain amidst the advancing technologies. 

Through tried and tested approaches, you will learn how to practically implement 'Effective Software'. With a comprehensive compilation of key concepts in software development methodology, you will be left with essential techniques for becoming a better software craftsman. It is time to distinguish between the core and the noise, making your skills timeless!

Effective Software Development for Enterprise Applications

How does one approach the #key# silos: In business, organizational silos refer to business divisions that operate independently and avoid sharing information. #key# and the dilemma of reusability?

Let's find out!

# Organizational silos

Here, we will be going through two types: horizontal silos and vertical silos

## Horizontal silos

Horizontal organizational silos can happen between management and their direct reports at any level in the enterprise hierarchy. The differences in interests and goals cause this disconnect, and it is prevalent in old-style, conventional environments where the subdomains are not formally defined or followed. When such an issue occurs, teams cannot understand the manager’s needs nor deliver to the expectations. Many times, the manager wants what is best for the company. And in some cases, surprisingly enough, the manager’s focus needs to be adjusted. Irrespective of the actual root cause, the ROI per team is decreased, the unnecessary complexity is present in the process, and meeting the customer’s expectations is at risk. 

>Therefore, make the context map a driving factor for the entire organization hierarchy. Each manager and their team should fit within a single subdomain regardless of its depth on a context map. The manager’s goal must be to deliver based on owning the subdomain’s needs instead of only focusing on people management. Emphasize that the subdomain’s expectations are of the highest priority because it defines the business problem that the team solves. 

This strategic alignment under the context map and its specific subdomain should slowly dissolve and eventually eliminate horizontal silos. As a result, the organization becomes more agile and can adjust under an overall enterprise roadmap. Furthermore, this approach increases ROI and chances to be successful when meeting the customer’s expectations. 

## Vertical silos

Vertical silos are usually formed between different specialties and are caused by the sub-organizations covering each of the practices separately, e.g., in many companies, there are project management, quality assurance, development, and product organizations. This structure is a critical issue because people from these various institutions form *teams* that need to deliver *a single product* while they have conflicts of interest between each other. A clear example of this is the “a tester vs. a developer” dilemma, the former is awarded for finding defects while the latter is criticized for the same thing. They are often funded from separate pockets, which further increases the disconnect due to political reasons (e.g., a development manager may direct the engineers to avoid helping testers because the developers are “not paid for it”). This conflict degrades the quality of the product because it affects teamwork and employee satisfaction. 

So, how do the context map and the subdomains help solve the described problem?

>Specialty-based sub-organizations are not subdomains based on already established definitions because there isn’t a single business problem that each of them solves. Therefore, such institutions should be abandoned and avoided at all times. Instead, all team members within each group must belong to a single assembly, which is the subdomain they serve. If you need to reach an objective of an experience and knowledge sharing between people of similar specialties, opt into interest-based groups and meetups instead of the obsolete specialty-based sub-organizations.

When every member of each team shares a governing institution, the structure endorses a concept of a shared goal, and thus people working in groups deliver better results together. This approach will increase ROI for the entire enterprise and will eventually help meet the customer’s expectations with a higher quality of delivered products.
 
Do not interpret this suggestion as a call to deprecate all vertical organizations in a company. For example, HR and accounting will still have to exist within an enterprise, which is fine because members of those sub-organizations are not going to interact and work with the feature teams. As long as vertical silos do not intersect groups, there is no problem with them. In other words, every team should fully fit within one and only one parent sub-organization or a subdomain. Furthermore, it will be helpful if HR, accounting, and other similar institutions are considered to be subdomains. After all, they solve problems that are important to the business and the proper functioning of an enterprise. 

Continue learning the sort of problems that arise out of forming organizations and the recommended ways to deal with them.

Fundamentals

Part I: Introduction

Part II: Crosscutting Concerns

Part III: From Customer Insights to Internal Requirements

Part IV: Design and Architecture

Part V: Implementation and Coding

Part VI: Testing and Quality Assurance

Part VII: Deployment

Part VIII: Maintenance and Support

Wrap-Up

Silos and Independence

Organizational silos

Horizontal silos