Why do large systems disintegrate? The process seems to occur in three steps, the first two of which are controllable and the third of which is a direct result of our homomorphism. First, the realization by the initial designers that the system will be large, together with certain pressures in their organization, make irresistible the temptation to

Spaghetti business always exists before software, and spaghetti code is the bane of a system’s existence. Ad hoc architecture, progressive distortion of the software model, wrongly chosen abstractions, seeking opportunities for code reuse before use is even achieved, and unskilled developers are some of the reasons that software complexity prevents

When the team has decided on modules first, and when deployment options start out as simple as possible, that approach puts them on solid ground to make decisions based on empirical information at the most responsible time.

Modularity is an indispensable foundation for Conway’s Law as well. That’s because modules are where we should capture critical communication and what is learned from it. At the same time, modules can save teams from smearing mud all over their solution space. Modules are used both as conceptual boundaries and as physical compartments.

Early on, it is best to choose a deployment option that supports fast experimentation, implementation, and delivery. This specifically points to using a Monolithic architecture in the early stages, because trying to solve distributed computing problems before the business problems are understood is an act of futility.

“Domain expert engagement is to architecture as end user engagement is to feature development. You should find that end users and domain experts are your most treasured contacts in Lean and Agile projects”

Assertion: Those who want to build good software that innovates must get this communication–learning–innovation pathway right before trying anything else.

So you can’t go out and ask people, you know, what the next big thing is. There’s a great quote by Henry Ford, right? He said, “If I’d have asked my customers what they wanted, they would have told me ‘A faster horse.’” —Steve Jobs

Domain-driven points out that a business drives results through investments in knowledge acquisition within and beyond its current sphere of influence and activity. The business drives its own advancement and growth through steady improvements in its technology-based products. This book continually asserts that it is learning through