Organizing to Achieve Modular Architecture Across Different Products
研究了组织如何通过团队协作而非专门架构团队或预算，实现跨产品线的模块化架构，并发现关键成功因素是不同产品开发团队间的密集沟通与协作。
This study explores the relationship between organization and the development of architecture-enabled modularity within and across product lines. We examine organization structure, formal and informal team communication, and budgetary resources within a larger framework of the matrix organization found necessary for achieving a modular product line architecture spanning different products. Results were controlled for firm size and product complexity. Outcomes were assessed at the individual product level for meeting pre-development performance objectives. We found that the practice of assigning separate, dedicated architecture teams was not necessary to achieve modular architecture across different products or for achieving positive research and development (R&D) outcomes. Nor was a dedicated budget for defining modular product line architecture required for this type of R&D success. Rather, it was found that intensive collaboration and communication between individuals assigned to different product development teams, but who nonetheless were working toward a common modular architecture, was essential. These findings, when combined with longitudinal qualitative insights, showed that including a product or systems architect on specific product development teams, where such architects meet and comprise a community of practice within the organization, were strongly associated with modular architecture development and positive R&D outcomes.