Shades of Conway's Law

In short, Conway's Law says any organisation that designs a system will come up with a system design that copies the organisational communication structures.

Over the years, many many people paraphrased Conway's Law in many different ways.

Every paraphrase brings new insights and non-negligible consequences. Sometimes they give the impression they contradict each other. However, in the end, they all come to the same conclusion. The organisation and the system keep each other in balance. Modifying the organisation will have an impact on the system. Modifying the system will have consequences for the organisation. Not considering that will cause friction in the organisation or the system. That may have dramatic consequences from a design point of view, but even more so from a testability and quality perspective. It will slow down teams, reduce feedback and consequently drive down quality.

To be competitive as an organisation in the market, and to effectively design the right thing our customers expect us to deliver, we'd better understand and take advantage of this.

Transcript

1. in/tdpauw @tdpauw.bsky.social @tdpauw@mastodon.social thinkinglabs.io Shades of Conway's Law Trunk-Based Thierry (they/them) 2023 Lightning Festival Portus Ganda Ghent, Belgium shy speaker
2. “Organisations which design systems are constrained to produce designs which are copies of the communication structures of these organisations.” – Melvin Conway How Do Committees Invent?, 1968 Credit Tomasz Tunguz — Venture Capitalist at RedPoint https://empathy.guru/2018/10/14/im-not-the-only-person-interested-in-conways-law/
3. • Organization Design ◦ 1967: Thompson, Organizations in Action ◦ 1974: Galbraith, Organization Design: An Information Processing View • Product Design ◦ 1964: Alexander, Notes on the Synthesis of Form ◦ 1972: Parnas, On the criteria to be used in Decomposing Systems into Modules Similar observations in different industries around the same time. The Mirroring Principle
4. • Organization Design ◦ 1967: Thompson, Organizations in Action ◦ 1974: Galbraith, Organization Design: An Information Processing View • Product Design ◦ 1964: Alexander, Notes on the Synthesis of Form ◦ 1972: Parnas, On the criteria to be used in Decomposing Systems into Modules Similar observations in different industries around the same time. The Mirroring Principle
5. “... differences in technical functions, or technologies, cause significant differences among organisations …” – Thompson, Organizations in Action, 1967, p12
6. “... the greater the task uncertainty, the greater the amount of information that must be processed among decision makers during task execution … This is the problem of organisation design … As the amount of uncertainty increases… the organisation must adopt integrating mechanisms …” – Galbraith, Organization Design: An Information Processing View, 1974
7. • Organization Design ◦ 1967: Thompson, Organizations in Action ◦ 1974: Galbraith, Organization Design: An Information Processing View • Product Design ◦ 1964: Alexander, Notes on the Synthesis of Form ◦ 1972: Parnas, On the criteria to be used in Decomposing Systems into Modules Similar observations in different industries around the same time. The Mirroring Principle
8. “We may therefore picture the process of form-making as the action of a series of subsystems, all interlinked, yet sufficiently free of one another to adjust independently in a feasible amount of time.“ – Alexander Notes on the Synthesis of Form, 1964, p41
9. “... separate groups would work on each module with little need for communication …” – Parnas On the criteria to be used in Decomposing Systems into Modules, 1972 Software Industry Top-10 papers 1. On the criteria to be used in decomposing systems into modules 2. A note on distributed computing 3. The next 700 Programming Languages 4. Can programming be liberated from the von Neumann style 5. Reflections on trusting trust 6. Lisp, Good news bad news how to win big 7. An experimental evaluation of the assumption of independence in multi-version programming 8. Arguments and results 9. A Laboratory For Teaching object-oriented thinking 10. Programming as an experience, the inspiration for self
10. Organisation Design & Product Design take their inspiration from Simon, The Architecture of Complex Systems, 1962 “My thesis has been that one path to the construction of a non- trivial theory of complex systems is by way of a theory of hierarchy. … In their dynamics, hierarchies have a property, near-decomposability, … [It] simplifies the description of a complex system, and makes it easier to understand …”
11. The Mirroring Principle a structural correspondence between two networks, one technical and one organisational
12. The Mirroring Hypothesis “The mirroring hypothesis predicts that organizational ties within a project, firm, or group of firms (e.g., communication, collocation, employment) will correspond to the technical dependencies in the work being performed.” – The Mirroring Hypothesis Baldwin and Colfer, 2016
13. “... we provide empirical evidence that product ambiguity exists, and it is more likely to be present across organizational and system boundaries” – The Misalignment of Product Architecture and Organizational Structure in Complex Product Development, Sosa et al, 2004
14. “Congruence between coordination requirements and coordination activities shortened development time.” – Identification of Coordination Requirements: Implications for the Design of Collaboration and Awareness Tools, Cataldo et al, 2006
15. “Our results suggest that misalignment of the design organization with the product architecture negatively affects product quality” – The Impact of Misalignment of Organization Structure and Product Architecture on Quality in Complex Product Development, Gokpinar et al, 2007
16. First empirical evidence for the software industry Source: Sketchplanations https://sketchplanations.com/conways-law “We find strong evidence to support the hypothesis that a product’s architecture tends to mirror the structure of the organization in which it is developed.” – Exploring the Duality between Product and Organizational Architectures: A Test of the “Mirroring” Hypothesis Baldwin, MacCormack and Rusnak, 2012 First empirical evidence for the software industry
17. Over the decades, many different people paraphrased Conway’s Law in various ways. => uncovers new insights sometimes they seem to contradict but all come to the same conclusion
18. “The structure of any system designed by an organization is isomorphic to the structure of the organization.” – Edward Yourdon and Larry L. Constantine, Structured Design, 1979, p363 isomorphic adjective 1. corresponding or similar in form and relations. source: Oxford Languages Systems are isomorphic to the Organisation
19. Interesting consequence
20. 3. MATHEMATICS an isomorphism is a one-to-one correspondence (mapping) between two sets that preserves binary relationships between elements of the sets. source: Britannica “The structure of any system designed by an organization is isomorphic to the structure of the organization.” – Edward Yourdon and Larry L. Constantine, Structured Design, 1979, p363 isomorphic adjective 1. corresponding or similar in form and relations. source: Oxford Languages 2. MATHEMATICS an isomorphism is a structure-preserving mapping between two structures of the same type that can be reversed by an inverse mapping. source: Wikipedia Systems are isomorphic to the Organisation no single team can be responsible for more than one service
21. “Speaking as a mathematician might, we would say that there is a homomorphism from the linear graph of a system to the linear graph of its design organization.” – Melvin Conway How Do Committees Invent?, 1968 a single team can be responsible for one, two or more services homomorphism noun MATHEMATICS a structure-preserving map between two structures. source: Wikipedia Underlying Conway’s Law is the Homomorphic Force ❌ 1-to-1
22. “If you have 4 groups working on a compiler, you’ll get a 4-pass compiler” – Eric Raymond “The organization of the software and the organization of the software team will be congruent.” – Eric Raymond The New Hacker's Dictionary (3rd ed.), 1996, p124 congruent adjective 1. in agreement or harmony. 2. GEOMETRY identical in form; coinciding exactly when superimposed source: Oxford Languages Organisation and Systems are congruent
23. Thousand Module Effect “an informal observation that if 1,000 programmers are assigned to develop a system before a structural design has been completed, then there will be at least 1,000 modules in the resulting system.” – Edward Yourdon and Larry L. Constantine, Structured Design, 1979, p363
24. Mealy’s Law (example of the Mythical Man-Month, 1975) “There is an incremental person who, when added to a project, consumes more energy [...] than [they] make available. Thus, beyond a certain point, adding [people] slows progress in addition to increasing the cost.” – Edward Yourdon and Larry L. Constantine, Structured Design, 1979, p363 “There is need for a philosophy of system design management which is not based on the assumption that adding manpower simply adds to productivity.” – Melvin Conway How Do Committees Invent?, 1968 “There is need for a philosophy of system design management which is not based on the assumption that adding manpower simply adds to productivity. [This] promises to unearth basic questions about value of resources and techniques of communication which will need to be answered before our system-building technology can proceed with confidence.” – Melvin Conway How Do Committees Invent?, 1968
25. “If the parts of an organization (e.g., teams, departments, or subdivisions) do not closely reflect the essential parts of the product, or if the relationships between organizations do not reflect the relationships between product parts, then the project will be in trouble ... Therefore: Make sure the organization is compatible with the product architecture.” – James Coplien & Neil Harrison Organisational patterns of agile software development, 2004, p246 compatible adjective (of two things) able to exist or occur together without problems or conflict. source: Oxford Languages The organisation must be compatible with the system
26. “the very act of organizing a design team means that certain design decisions have already been made” – Melvin Conway How Do Committees Invent?, 1968 “If the architecture of the system and the architecture of the organization are at odds, the architecture of the organization wins.” – Ruth Malan, Conway's Law, Feb 13, 2008
27. Brings us to Reverse Conway’s Law Organisations with long-lived systems will adopt a structure modelled on the system. – Allan Kelly, Continuous Delivery and Conway’s Law
28. We reorganised, but the system didn’t get the memo 🤷 – a CTO, from Conway's Law Doesn't Apply to Rigid Designs, Mathias Verraes
29. “Dysfunctional organizations tend to create dysfunctional applications. [...] In what could be termed an “inverse Conway maneuver”, you may want to begin by breaking down silos that constrain the team’s ability to collaborate effectively” – Jonny LeRoy and Matt Simons Dealing with creaky legacy platforms, 2010 “... organizations should evolve their team and organizational structure to achieve the desired architecture.” – Nicole Forsgren, PhD and friends Accelerate, 2018
30. Organisational design is system design! – Allan Kelly’s Corollary “the very act of organizing a design team means that certain design decisions have already been made, explicitly or otherwise.” – Melvin Conway How Do Committees Invent?, 1968 "Team assignments are the first draft of the architecture." – Michael Nygard, Release It!, 2007
31. • if we want separate modules we need separate teams • collective code ownership leads to more integrated teams and code
32. Drafting a system architecture is already designing an organisation. “Conway’s Law also kicks in if we take an initial guess at the system decomposition, allocate subsystems to teams, and sally forth–the team boundaries will tend to become boundaries within the system.” – Ruth Malan, Conway’s Law, Feb 13, 2008
33. Organizational flexibility is important to effective design – Conway’s Corollary as defined by Jeff Sussna “The initial design of a system is never the best. The system may need to change. Therefore it requires flexibility of the organisation to design effectively.” – Melvin Conway How Do Committees Invent?, 1968
34. Incremental software development impacts the organisation “They [system and organization] will co-evolve, because if they don't, Conway's Law warns us that the organization form will trump intended designs that go "cross-grain" to the organization warp.” – Ruth Malan, Conway’s Law, Feb 13, 2008
35. Is there a better design that is not available to us because of our organization? Can we change the organization if a better design is found?
36. “The importance of the principle ... is ... that your design organization is keeping you from designing some things that perhaps you should be building.” – Melvin Conway, Toward Simplifying Application Development in a Dozen Lessons, 2017
37. System architecture is a source for archaeological research on past enterprise decisions. “You can read the history of an enterprise's political struggles in its system architecture.” – Michael Nygard (@mtnygard) on Twitter May 9, 2013
38. “the state of a system reflects … the organisational history and the flow of people through those organisations over the long term.” — Rob Smallshire Good with Computers, 2014
39. thinkinglabs.io @tdpauw@mastodon.social @tdpauw.bsky.social Software Engineer Half-Life “... the turnover of developers can be modelled as if developers have a half-life within organizations [or a codebase].” — Rob Smallshire Good with Computers, 2014 3.2 years industry average
40. Simulate turn-over in a team of 7 engineers working on a code base during 5 years. Source: https://sixty-north.com/blog/predictive-models-of-development-teams-and-the-systems-they-build
41. 19 team’s engineer churn 37% code written by people still present at the end of 5 years
42. This brings a Time component to Conway’s Law “A large organization similarly, stretches across time and space. Conway’s Law ties the two. How we organize defines how we think collectively, and thus what we make collectively.” – Pieter Hintjes Sex in Title, and other Stories, 2013
43. “you always ship your organization, so design your organization well” – Michael Feathers at CraftConf 2014 “Your org structure isn’t solving your problem. It’s an artifact of how you’ve solved it before.” – Adam Jacob (we assume the one from Chef 🤷)
44. Managers are architects. “Another implication of Conway’s Law is that if we have managers deciding on teams, and deciding which services will be built, by which teams, we implicitly have managers deciding on the system architecture.” – Ruth Malan, Conway’s Law, 2008
45. Architects are managers. “When I think of the really good technical people I know ... to solve technical problems requires them to work outside of the technical domain” – Allan Kelly, Return to Conway’s Law, 2006
46. In conclusion How to avoid the impact of Conway’s Law? Allan Kelly’s Advice “Grow the team with the system. Small teams, small systems, piecemeal growth. Start as small as you can and grow as you need too. Don’t start thinking big.”
47. Start Small! Probably slightly smaller than we think we need 🤷
48. Big Corps? With entangled teams … ❌ Inverse Conway’s Manoeuvre? ✅ Re-architect the organisation and system, together, in many, more, smaller increments. ✅ Using the Improvement Kata to create vision and alignment.
49. in/tdpauw @tdpauw.bsky.social @tdpauw@mastodon.social thinkinglabs.io Acknowledgments: Ruth Malan for the many insights @RuthMalan@mastodon.social Hello, I am Thierry de Pauw fancies dark chocolate, black coffee & peated whisky The Article https://thinkinglabs.io/articles/2021/05/07/shades-of-conways-law.html 2023 Lightning Festival Portus Ganda Ghent, Belgium maintainer of the TypeScript library @thinkinglabs/aws-iam-policy
50. Bibliography The Architecture of Complexity, Simon, 1962 Notes on the Synthesis of Form, Alexander, 1964 The Causal Texture of Organizational Environments, Emery and Trist, 1965 Organizations in Action: Social Science Bases of Administrative Theory, Thompson, 1967 How Do Committees Invent?, Melvin Conway, 1968 On the Criteria To Be Used in Decomposing Systems into Modules, Parnas, 1972 Organization Design: An Information Processing View, Galbraith, 1974 Structured Design, Edward Yourdon and Larry L. Constantine, 1979 The New Hacker's Dictionary (3rd ed.), Eric Raymond, 1996 Organisational patterns of agile software development, James Coplien & Neil Harrison, 2004 The Misalignment of Product Architecture and Organizational Structure in Complex Product Development, Sosa et al, 2004
51. Bibliography Identification of Coordination Requirements: Implications for the Design of Collaboration and Awareness Tools, Cataldo 2006 The Impact of Misalignment of Organization Structure and Product Architecture on Quality in Complex Product Development, Gokpinar et al, 2007 Return to Conway's Law, Allan Kelly, 2006 Release It!, Michael Nygard, 2007 Conway's Law, Ruth Malan, 2008 Dealing with creaky legacy platforms, Jonny LeRoy and Matt Simons, 2010 Exploring the Duality between Product and Organizational Architecture: A Test of the “Mirroring” Hypothesis, Baldwin, MacCormack, Rusnak, 2012 Architecture without an end state, Michael Nygard, 2012 Sex in Title, and Other Stories, Pieter Hintjes, 2013
52. Bibliography Continuous Delivery and Conway’s Law, Allan Kelly, 2014 Good with Computers, Rob Smallshire, 2014 Conway’s Law: The DevOps Skeleton, Dan Slimmon, 2014 Toward Simplifying Application Development in a Dozen Lessons, Mel Conway, 2016 The Mirroring Hypothesis, Colfer and Baldwin, 2016 Accelerate, Nicole Forsgren, PhD and friends, 2018 Accidental Architects: How HR Designs Software Systems, Matthew Skelton Conway's Law Doesn't Apply to Rigid Designs, Mathias Verraes, 2022 Mastodon conversation with Ruth Malan about Conway’s Law Isomorphism vs Homomorphism, Michael McCliment