设立建筑系 [英] Setting up an architecture department

问题描述

有些情况下前期：

试想一个200 +开发公司终于成立或多或少的独立架构团队/部门。
包括20 +项目，在生产不同尺寸的/应用程序的软件产品组合是由团队引线/技术引线，谁负责，并负责项目的建筑作为很好的照顾。

Imagine a 200+ developers company finally setting up a more or less independent architecture team/department. The software portfolio consisting of 20+ "projects"/applications of varying sizes in production was taken care of by team-leads/technical-leads, who were responsible for and in charge of the projects "architecture" as well.

出的必要性，以巩固和控制架构，使在系统作为一个整体一定需要的大量返工，此外一切都那么所需要的知识交流，公司决定建立一个建筑系。

Out of the necessity to consolidate and control the architecture and enable certain needed large reworks on the systems as a whole, in addition of the all so needed knowledge exchange, the company decided to set-up an architecture department.

• 什么是在 DO 和不要一个如此承诺？

是何许人组成这样的架构团队？

Who are the people making up such an architecture team?

什么应该是他们的职责是什么？

What should be their responsibilities?

什么是他们的范围？

什么是对公司有用的过渡战略？

What are the useful transition strategies for the company?

如何prevent那些看起来苦笑每当有人甚至提到架构团队？

How to prevent those wry looks every time someone even mentions "the architecture team"?

，贵公司接受这样的改变已经成功？
为什么会失败？
为什么会成功？

Did your company undergo such a change already successfully?
Why did it fail?
Why was it successful?

这是应该的不可以上的讨论（这是非常密切的关系;）什么是architecutre？。

That's should not be a discussion on "What is architecutre?"(which is very closely related ;).

真正有趣的点是可以接受的/现实甚至摩擦，安装这样一个团队，当然除了战斗方面更好一些警告的方式不被甚至开始。

The really interesting points would be acceptable/realistic maybe even frictionless ways to install such a team, besides of course some warnings regarding battles better not to be even started.

推荐答案

下面是应该考虑的几个问题：

Here are a few issues that should be thought about:

• 什么是架构团队确切任务？


• 什么是架构团队的交付？一个框架，指导方针，实施帮助...或者，他们只是架构宇航员的？


• 这是唯一的应用向前发展，还是将成为一个补丁包？


• 谁来负责向后移植？ （我们的意思预算这里...）


• 会不会有资源分配给测试backports中的？


• 是否架构团队有真正的肌肉，或将管理层将折叠时，第一组关于埋怨4个月，将采取实施更改...


• 您将如何处理单个项目组和architure团队之间的摩擦（将会有摩擦？）。机会主义者将以此作为一个极好的机会中抢占位置...


• 请注意，这将是一个主要政治游戏...

我的朋友，你有一个艰难的道路前进......

My friend, you have a tough road ahead...

在第一一步是要晶体什么架构团队应该达到清除。

你为什么把团队的到位？

你们是不是要统一所有的应用程序，开发一个共同的框架，是什么？

什么是任务和这支球队的愿景是什么？

The first step is to be crystal clear on what the architecture team is supposed to achieve.
Why are you putting the team in place?
Are you trying to unify all the applications, develop a common framework, what?
What is the mandate and the vision for this team?

谁对这个团队的负责人最好有踢**人际交往能力。

它不应该的不可以是辉煌codeR，可以吹哨星球大战主题曲，让光剑的声音......但他大概应该是在球队的技术能力。

Whoever the lead on this team better have kick a** interpersonal skills.
It should not be the brilliant coder that can whistle the star wars theme song and make light saber noises... but he should probably be on the team in a technical capacity.

您也许应该填充队与人们所熟悉的大部分项目。我会警惕的选择的所有的电流引线，因为这可能需要知识的一大块从目前的球队。让我们面对现实吧，这些球队都必须生产力，同时架构团队又发表了自己的成果。

You should probably populate the team with people that are familiar with the majority of the projects. I would be wary of selecting all the current leads, as that might take a big chunk of knowledge from the current teams. And let's face it, those teams have to be productive while the architecture team comes up with its own deliverables.

这篇关于设立建筑系的文章就介绍到这了，希望我们推荐的答案对大家有所帮助，也希望大家多多支持IT屋！