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  • Modeling Software Systems

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    Alex Trujillo
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    The document outlines strategies for process modeling games including kicking off a session, mid-game strategies, and team dynamics. It also discusses observing global state, running a design-level event storming session, and tips for design-level modeling such as making alternatives visible, choosing details later, focusing on problems, and rewriting for clarity.

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    The document outlines strategies for process modeling games including kicking off a session, mid-game strategies, and team dynamics. It also discusses observing global state, running a design-level event storming session, and tips for design-level modeling such as making alternatives visible, choosing details later, focusing on problems, and rewriting for clarity.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
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    8 views1 page

    Modeling Software Systems

    Uploaded by

    Alex Trujillo
    The document outlines strategies for process modeling games including kicking off a session, mid-game strategies, and team dynamics. It also discusses observing global state, running a design-level event storming session, and tips for design-level modeling such as making alternatives visible, choosing details later, focusing on problems, and rewriting for clarity.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
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    CONTENTS

    The Picture That Explains Everything . . . . . . . . . . . . . . . . . . . . 191


    Events . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192
    Commands, Actions or Intentions . . . . . . . . . . . . . . . . . . . . . . 201
    People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201
    Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203
    Policies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207
    Read Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216
    Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219
    Hotspots . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219

    14. Process modeling game strategies - 50% . . . . . . . . . . . . . . . . . 220


    Kicking-off . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220
    Mid-game strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229
    Team dynamics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 234
    Are we done? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236

    15. Observing global state - 10% . . . . . . . . . . . . . . . . . . . . . . . . . 238


    The transaction obsession . . . . . . . . . . . . . . . . . . . . . . . . . . . 238
    There’s more to consistency than it’s apparent to the eye . . . . . . . 240

    Modeling software systems . . . . . . . . . . . . . . .241

    16. Running a Design-Level EventStorming - 10% . . . . . . . . . . . . . . 242


    Scope is different . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 242
    People are different . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 242
    What do we do with the Big Picture Artifact? . . . . . . . . . . . . . . . 243
    Where are Events Coming from? . . . . . . . . . . . . . . . . . . . . . . . 244
    Discover Aggregates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245
    How do we know we’re over? . . . . . . . . . . . . . . . . . . . . . . . . . 246

    17. Design-Level modeling tips . . . . . . . . . . . . . . . . . . . . . . . . . . 247


    Make the alternatives visible . . . . . . . . . . . . . . . . . . . . . . . . . . 247
    Choose later . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 247
    Pick a Problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 247
    Rewrite, then rewrite, then rewrite again. . . . . . . . . . . . . . . . . . 248
    Hide unnecessary complexity . . . . . . . . . . . . . . . . . . . . . . . . . 248

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