Ignoring software architects’ code, the primary deliverables of architects are technical vision and high level designs. These are rarely complete and correct in the first draft and getting feedback from stakeholders and developers is vital to their success. Indeed, the best software architects are those that consistently extract the best feedback.
The key to effectively receiving feedback is for the software architect to change his or her attitude to feedback, particularly criticism. A software architect’s job is to own the problem, not a solution and providing the best solution, even one that contains elements from others, is the goal. When people give feedback, it means they are invested enough to care about the topic. By comparison, a lack of feedback or dismissive, detail-lacking response, such as “Looks good”, usually means the document has not been read or the reviewer is not invested in its success.
First, identify why feedback is being sought on the document, presentation or similar. Be more specific than just “standard procedure”. For example, is this a customer facing document that must not include company confidential material? Meeting minutes where important details and decisions need to be captured? A radical, new, partially-developed idea to create discussion and spark other ideas? This will dictate the audience and direct their attention.
Then identify what sections or details the reviewers should focus on, particularly for larger documents. Otherwise, some will focus on “big picture” issues, spelling and grammatical errors or otherwise get distracted. If uncertain, start with a high level introduction then focus on potentially controversial aspects such as assumptions, integration points and major decisions. If a document has multiple audiences, consolidate information for different audiences into separate sections for clarity and provide context if needed.
Given the above, many send out the document as an E-mail attachment or link, cynically expecting no response. There are two issues with this. First, typing responses can take time, be prone to misunderstanding and some people just do not communicate well in this medium. Second, without an articulated deadline, many will forget about it.
The solution is to still send document as E-mail attachment or link around but organize one or more meetings or conference calls, the latter preferably with document sharing software, to discuss it. Some will still respond with questions or comments before the meeting. However, the meeting gives people a deadline to review the document by and allows those that prefer verbal feedback to do so. Not everyone will find all issues with the document and a meeting allows feedback to be shared by all members of the group and not just the reviewer, potentially sparking additional ideas. For long or detailed documents, multiple short meetings are preferable to fewer longer ones. It avoids fatigue and fits in better with busy schedules.
Indeed, feedback is a conversation, not a download. The software architect, or whomever is providing the reviewed document, must provide a timely response and to a wider audience if warranted. If the architect is not detail-oriented, enlist the aid of someone who is to help keep track. Disagreements or contradictory feedback are learning opportunities and usually the result of missing information, assumptions or different experiences. In this case, either identity the facts that all parties agree on then build up from there or use an external expert or trusted authority.
Honest feedback requires safety. Architects are often senior developers with lots of experience and can be intimidating, particularly to junior developers. Remind others that you welcome feedback and emphasize other’s contributions to the document. Paraphrase feedback to confirm understanding. Humor, if culturally acceptable, can be a great tool if not overused, too.
Feedback requires mutual respect. An architect that disrespects a reviewer is likely to dismiss their feedback without adequate explanation or justification, impacting safety as mentioned above. If the experience or knowledge gap between reviewers is high, separate the reviewers into groups of similar capabilities then adapt the document or meetings for each audience. Often those with the best feedback are those that failed at something similar because they generally know why they failed better than those that succeeded know why they succeeded.
Similarly, reviewers that disrespect the architect may use it as a point scoring opportunity. An executive or customer may dictate rather than discuss. In these cases, paraphrase the points made to ensure understanding then agree to delve into more detail later in a dedicated meeting. Strong emotion may also be symptomatic of underlying issues probably beyond the scope of the document being reviewed.