External Pattern References

Throughout this part we have referenced patterns outside our pattern language. This is good for several reasons. It shows that we didn’t write our patterns in a vacuum; we were aware of others’ contributions and pointed to their work. It also means that we didn’t struggle to capture good ideas that have already been documented. Finally, it points out that patterns are grown by a community. We need to show connections to that community by showing how our work relates to the contributions of other pattern writers. Here’s a little information on the external patterns and where you can read more about them.

Brainstorming. Get the team members together for a brainstorming session. http://www.charlesweir.com/Publications.html

Cardboard Consultant. Explain the problem out loud to someone or something. http://www.charlesweir.com/Publications.html

Communal Eating. Give every institution and social group a place where people can eat together. Alexander, C.A. et al., A Pattern Language, Oxford University Press, 1977.

Diverse Groups. Include different kinds of members in a team to create requirements. Coplien, J.O. and N.B. Harrison, Organizational Patterns of Agile Software Development, Prentice-Hall, 2004.

Get a Guru. Managers should establish a trusting relationship with a guru and defer to him on technical matters. Olson, D.S. and C. L. Stimmel, The Manager Pool, Addison-Wesley, 2002.

Gradual Stiffening. A flimsy structure can gradually be made sturdier by building on prior work. Alexander, C.A. et al., A Pattern Language, Oxford University Press, 1977.

Holistic Diversity. Create teams from members with multiple specialties. Coplien, J.O. and N.B. Harrison, Organizational Patterns of Agile Software Development, Prentice-Hall, 2004.

Introvert – Extrovert. Teach yourself to play a role so that observers believe you are extroverted, bold, and outgoing. Teach yourself to recognize the situations in which this role is appropriate and to gather your resources and play the role. http://csis.pace.edu/~bergin/patterns/introvertExtrovert.html

No Surprises. Adjust schedule or feature commitments without losing the confidence of groups that depend on your components by announcing changes early and negotiating solutions. Dikel, D.M., D. Kane, and J.R. Wilson, Software Architecture: Organizational Principles and Patterns, Prentice-Hall, 2001.

Patron Role. Give the project access to a visible, high-level manager who champions the cause of the project. Coplien, J.O. and N.B. Harrison, Organizational Patterns of Agile Software Development, Prentice-Hall, 2004.

Piecemeal Growth. Incrementally address forces that encourage change and growth and allow opportunities for growth to be exploited locally as they occur. Foote, B. and J. Yoder, “Big Ball of Mud,” Pattern Languages of Program Design 4, N. Harrison, B. Foote, and H. Rohnert, eds., Addison-Wesley, 2000.

Shameless Ignoramus. Managers should give up the attempt to know it all and become a shameless ignoramus when it comes to technical matters. Olson, D.S. and C. L. Stimmel, The Manager Pool, Addison-Wesley, 2002.

Team Space. To maximize people’s productive time at work, allow team members to own their space for everything from decision making to social events. Taylor, P., “Capable, Productive, and Satisfied: Some Organizational Patterns for Protecting Productive People” Pattern Languages of Program Design 4, N. Harrison, B. Foote, and H. Rohnert, eds., Addison-Wesley, 2000.

Train Hard, Fight Easy. To establish a team mentality and shared skills, train the team together in the innovation. Olson, D.S. and C. L. Stimmel, The Manager Pool, Addison-Wesley, 2002.

Work Community. To create a feeling of community in the workplace, build small clusters of workplaces that have their own common area. Alexander, C.A. et al., A Pattern Language, Oxford University Press, 1977.