Software Architecture In Practice 4th Edition Len Bass, Paul Clements, Rick Kazman - Solutions

Research a costly system failure that could be attributed to one or more poor architectural decisions. Do you think an architecture evaluation might have caught the risks? If so, compare the cost of the failure with the cost of the evaluation.
It is not uncommon for an organization to evaluate two competing architectures. How would you modify the ATAM to produce a quantitative output that facilitates this comparison?
Suppose you’ve been asked to evaluate the architecture for a system in confidence. The architect isn’t available. You aren’t allowed to discuss the evaluation with any of the system’s stakeholders. How would you proceed?
Under what circumstances would you want to employ a full-strength ATAM and under what circumstances would you want to employ an LAE?
Go to the website of your favorite open source system and look for its architectural documentation. What is there? What is missing? How would this affect your ability to contribute code to this project?
Banks are justifiably cautious about security. Sketch the documentation you would need for an ATM to reason about its security architecture.
If you are designing a microservice-based architecture, what elements, relations, and properties would you need to document to be able to reason about end-to-end latency or throughput?
Suppose your company has just purchased another company and you have been given the task of merging a system in your company with a similar system in the other company. What views of the other system’s architecture would you like to see and why? Would you ask for the same views of both systems?
When would you choose to document behavior using trace notations and when would you use a comprehensive notation? What value do you get and what effort is required for each of them?
How much of a project’s budget would you devote to software architecture documentation? Why? How would you measure the cost and the benefit? How would this change if your project was a safety-critical system, or a high-security system?
How would you distinguish a project with architecture debt from a “busy” project where lots of features are being implemented?
Find examples of projects that have undergone major refactorings. What evidence was used to motivate or justify these refactorings?
Under what circumstances is accumulating debt a reasonable strategy? How would you know that you had reached the point of too much debt?
Discuss the strengths and weaknesses of doing this kind of architecture analysis as compared with the methods.
Consider “amenable to globally distributed development” as a quality attribute that can be increased or decreased by architectural design decisions, just like the other quality attributes we outlined in Part 2 of this book. Construct a general scenario for it, and a list of tactics to help
Generic project management practices often advocate creating a work breakdown structure as the first artifact produced by a project. What is wrong with this practice from an architectural perspective?
If you were managing a globally distributed team, which architectural documentation artifacts would you want to create first?
If you were managing a globally distributed team, which aspects of project management would have to change to account for cultural differences?
How could architectural evaluation be used to help guide and manage the project?
In Chapter 1, we described a work assignment structure for software architecture, which can be documented as a work assignment view. Discuss how documenting a work assignment view for your architecture provides a vehicle for software architects and managers to work together to staff a project.
In which skills and knowledge discussed in this chapter do you think you might be most deficient? How would you reduce these deficiencies?
Which duties, skills, or knowledge do you think are the most important or cost-effective to improve in an individual architect? Justify your answer.
Add three duties, three skills, and three knowledge areas that were not on our lists.
How would you measure the value of specific architecture duties in a project? How would you distinguish the value added by these duties from the value added by other activities such as quality assurance or configuration management?
How would you measure someone’s communication skills?
This chapter listed a number of practices of an architecturally competent organization. Prioritize that list based on expected benefit over expected cost.
Suppose you are in charge of hiring an architect for an important system in your company. How would you go about it? What would you ask the candidates in an interview? Would you ask them to produce anything? If so, what? Would you have them take a test of some kind? If so, what? Who in your company
Search for certification programs for architects. For each one, try to characterize how much it deals (respectively) with duties, skills, and knowledge.
Suppose you are the architect being hired. What questions would you ask about the company with which you’re interviewing, related to the areas listed in Section 25.2? Try to answer this question from the point of view of an architect early in their career, and then from the point of view of a

Showing 300 - 400 of 329

1
2
3
4

Step by Step Answers