The document provides examples of using Sociocracy 3.0 patterns to structure roles and teams for architecture, including an Architecture Circle team, Architecture Delegate role, and Product Owner role. The Architecture Circle is tasked with maintaining architecture alignment and software quality as a company grows. An Architecture Delegate role acts as a liaison between teams and the Architecture Circle. A Product Owner focuses on creating valuable product features aligned with company strategy. Each example outlines the drivers, responsibilities, challenges, constraints, deliverables, and other aspects of the role or team.

1. S3 Delegation Canvas
ExamplesBernhard Bockelbrink @ ALE 2017
http://evolvingcollaboration.com
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2. Examples
• Architecture Circle (team)
• Architecture Delegate (role)
• Product Owner (role)
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3. Example - Architecture Circle
1. Primary Driver / Mission
"As our product portfolio grows, our apps mature, and the number of
developers increases, we need alignment on architecture and guidance on
software craftsmanship in order to remain productive."
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4. Example - Architecture Circle (cont.)
2. Key Responsibilities
• awareness of status quo of and creation of a vision for
architecture and craftsmanship
• lead mid- and long-term initiatives to improve architecture and
craftsmanship
• balance short-term and long-term productivity
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5. Example - Architecture Circle (cont.)
3. Key Challenges
• different tech stacks and codebases of varied quality
• knowledge silos in some teams
• some teams have 50% new hires
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6. Example - Architecture Circle (cont.)
4. Key Constraints
• architectural changes must not stall product releases, so product
owners can veto them
• architecture decisions can be vetoed by development teams
• craftsmanship needs to be aligned with development teams
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7. Example - Architecture Circle (cont.)
5. Key Deliverables
• aligned coding guidelines
• architectural vision
• backlog for impediments relating to architecture and craftsmanship
• architecture workshops with developers
• at least one hands-on coaching session with each team member per
quarter
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8. Example - Architecture Circle (cont.)
6. Key Metrics
• simple monthly anonymous survey on developer satisfaction with
architecture (current and outlook)
• number of coaching sessions per month and developer
• number of architectural issues in the backlog with severity "high"
or "critical"
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9. Example - Architecture Circle (cont.)
7. Key Resources
• architecture team can veto new features for a product when
quality of codebase is threatened
• members of architecture team reduce their development capacity
to 50%
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10. Example - Architecture Circle (cont.)
8. Evaluation
• team review every quarter, with a selection of:
• developers
• product owners
• CTO
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11. Example - Architecture Circle (cont.)
9. Consumers
• development teams
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12. 10. Providers
• strategy team (strategy is a driver for architectural decisions and
vision)
• product owners (architecture needs to be aligned to product)
• development teams (feedback on quality of architecture decision
and coaching)
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13. Example - Architecture Delegate
1. Primary Driver / Mission
"For our architecture circle to make informed and helpful decisions, its
members need to maintain a connection to the daily work of developers
and product owners."
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14. Example - Architecture Delegate (cont.)
2. Key Responsibilities
• contribute as full member to all activities of architecture circle
• represent needs and interests of your team in the architecture
circle, and maintain
• inform team members about activities and decisions of
architecture circle
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15. Example - Architecture Delegate (cont.)
3. Key Challenges
• balance contribution to your home team and contribution to
architecture circle
• balance needs of your home team and needs of other teams
• balance short and long term needs
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16. Example - Architecture Delegate (cont.)
4. Key Constraints
• on average, limit your work as an architecture delegate to 50% of
your weekly capacity
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17. Example - Architecture Delegate (cont.)
5. Key Deliverables
• coaching sessions for developers (in your home team, and in other
teams)
• facilitation of architecture workshops in home team
• participation in activities of architecture circle
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18. Example - Architecture Delegate (cont.)
6. Key Metrics
• satisfaction of developers with your coaching sessions (standard
survey)
• satisfaction of home team members with information about and
representation in architecture decisions (survey)
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19. Example - Architecture Delegate (cont.)
7. Key Resources
• 50% of weekly capacity
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20. Example - Architecture Delegate (cont.)
8. Evaluation
• peer review each quarter, with 2 other members of architecture
circle, 2 members of home team, and two participants in coaching
sessions
• development plan needs consent from architecture circle, home
circle, participants of coaching sessions
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21. Example - Architecture Delegate (cont.)
9. Consumers
• developers
10. Providers
• home team (for architecture and craftsmanship drivers)
• architecture circle (for architecture backlog and decisions)
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22. Example: Product Owner
1. Primary Driver / Mission
"We need someone to focus on making our appliances valuable to both
the user and the company."
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23. Example: Product Owner (cont.)
2. Key Responsibilities
• create features that users actually need
• align product features with company strategy
• release planning
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24. Example: Product Owner (cont.)
3. Key Challenges
• product carries a lot of technical debt
• hardware development makes user testing challenging
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25. Example: Product Owner (cont.)
4. Key Constraints
• CEO has input on as well a right to veto all product decisions
• software development team has long lead times because they
work for multiple projects
• high turnover in this position requires solid documentation of
everything that might be relevant to a
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26. Example: Product Owner (cont.)
5. Key Deliverables
• feature roadmap for the next 12 months
• detailed user stories and wireframes covering at least 2 months
• documentation of user tests
• monthly report to with CEO about new stories and updates to roadmap
• monthly report on selected pilot customers
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27. Example: Product Owner (cont.)
6. Key Metrics
• net promoter score (customers)
• pilot customer satisfaction survey
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28. Example: Product Owner (cont.)
7. Key Resources
• pilot customers willing to use prototypes and test versions
• strategy board
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29. Example: Product Owner (cont.)
8. Evaluation
• peer review every 3 months, with members of hardware team,
software team, sales team and CEO
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30. Example: Product Owner (cont.)
9. Consumers
• hardware and software development (builds features)
• CEO
• sales team
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31. Example: Product Owner (cont.)
10. Providers
• strategy team (provides a strategy board which is updated at least
quarterly)
• architecture team (provides guidelines and consulting about
software and hardware architecture)
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32. What now?
• download the S3 Canvas Series: http://sociocracy30.org/s3-canvas/
• S3 Primer (German): http://evolvingcollaboration.com/s3-primer/
• S3 Website http://sociocracy30.org (with newsletter)
• more S3 resources http://evolving-collaboration.com/s3
• translate S3: http://bit.ly/translate-s3
• Twitter: @b_bockelbrink
• My Blog http://evolving-collaboration.com
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33. Bernhard Bockelbrink is an agile coach, trainer and consultant
supporting individuals, teams and organizations in navigating
complex challenges and developing a culture of effective, conscious
and joyful collaboration.
evolvingcollaboration.com -- bernhard.bockelbrink@gmail.com
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34. License
This work by Bernhard Bockelbrink licensed under the Creative
Commons Attribution-ShareAlike 4.0 International License. To view
a copy of this license, visit http://creativecommons.org/licenses/by-
sa/4.0/.
This work is based on "S3 - All patterns explained" by Bernhard
Bockelbrink and James Priest, available on http://sociocracy30.org
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