Design Docs at Google(industrialempathy.com)
industrialempathy.com
Design Docs at Google
https://www.industrialempathy.com/posts/design-docs-at-google/
190 comments
> Navigating organisations and achieving consensus between a lot of teams/technologies is a huge part of it
I think this is a major benefit of design docs - they are a way to extend your engineering influence beyond your own individual output. If you write a design, and your design allows you and three other engineers to coordinate your efforts, then your engineering output is now "I coordinated a team to build something that any of us couldn't have written individually."
This dovetails nicely with your next point - uncovering blockers as early as possible is critical when coordinating a bunch of entities. Project plans are usually written on the assumption that every task will succeed, but there may be extra tasks added. If a task cannot be completed / you need to redesign something / etc, this will suddenly bring the work of N engineers to a halt. The earlier you successfully split the work into a series of known unknowns and implementation tasks, the better the project will go in general.
I think this is a major benefit of design docs - they are a way to extend your engineering influence beyond your own individual output. If you write a design, and your design allows you and three other engineers to coordinate your efforts, then your engineering output is now "I coordinated a team to build something that any of us couldn't have written individually."
This dovetails nicely with your next point - uncovering blockers as early as possible is critical when coordinating a bunch of entities. Project plans are usually written on the assumption that every task will succeed, but there may be extra tasks added. If a task cannot be completed / you need to redesign something / etc, this will suddenly bring the work of N engineers to a halt. The earlier you successfully split the work into a series of known unknowns and implementation tasks, the better the project will go in general.
> ... uncovering blockers as early as possible is critical when coordinating a bunch of entities.
I think the challenge for me has always been that the "uncover blockers" piece means building one or more small prototypes to prove out the capabilities of the dependencies, check feasibility, etc. So the building of these prototypes occurs prior to or in parallel with the authoring of the design doc, but then at a certain point they get paused so that the design doc can be completed and reviewed, and then picked up again when it's time for the "real" implementation to occur.
But pausing there takes discipline, since it ideally happens at the exact moment when all the main blockers have been cleared away and it is maximally tempting to just step on the gas and start into the work of cobbling the prototypes together into the project.
I think the challenge for me has always been that the "uncover blockers" piece means building one or more small prototypes to prove out the capabilities of the dependencies, check feasibility, etc. So the building of these prototypes occurs prior to or in parallel with the authoring of the design doc, but then at a certain point they get paused so that the design doc can be completed and reviewed, and then picked up again when it's time for the "real" implementation to occur.
But pausing there takes discipline, since it ideally happens at the exact moment when all the main blockers have been cleared away and it is maximally tempting to just step on the gas and start into the work of cobbling the prototypes together into the project.
It's also important to set clear expectations with stakeholders who have seen the prototype and may think the project is 90% done, when in fact there's still 90% more to go in making that prototype production-ready.
>If code is the bricks and mortar, then these docs are the blueprints.
That analogy falls apart quickly. Design docs aren’t specific enough to be analogous to blueprints.
You can give a set of blueprints to 3 different construction firms and get fundamentally the same building. Try giving design docs to 3 different development shops and see what happens.
The problem is that the only way to get to that level of specificity is with code.
Design docs are closer to something a city planner would produce than to something an architect or civil engineer would, and they should be treated accordingly.
That analogy falls apart quickly. Design docs aren’t specific enough to be analogous to blueprints.
You can give a set of blueprints to 3 different construction firms and get fundamentally the same building. Try giving design docs to 3 different development shops and see what happens.
The problem is that the only way to get to that level of specificity is with code.
Design docs are closer to something a city planner would produce than to something an architect or civil engineer would, and they should be treated accordingly.
I mean, you're right... but the goal of an analogy isn't to be perfect, but to be a rough mental model to quickly express a concept. I think it's fine.
Different jobs require different levels of abstraction and design docs fulfil that role for software engineers.
Different jobs require different levels of abstraction and design docs fulfil that role for software engineers.
An analogy is a blueprint for an explanation.
Yes models can be helpful even if they aren’t perfect. But not only is this one too far off to be useful, it does more harm than good. The expectations that happen when people (specifically managers) start thinking of design docs as blueprints, software architects as architects, and developers as builders are downright dangerous.
Models are always imperfect.
That is true but if the analogy is too imperfect then it won't express the right concept.
A bad analogy is like a leaky screwdriver.
A bad analogy is like a leaky screwdriver.
This is something that should be taught to folks while they're still in school. The "blueprint analogy" has baked in the idea that there's a "design phase" and a "construction phase" and that these are often discreet parties.
Nothing could be more incorrect when it comes to software. In software, the design is the code. The compiler/interpreter are the construction of the system.
Nothing could be more incorrect when it comes to software. In software, the design is the code. The compiler/interpreter are the construction of the system.
If the design is the code, then what is a bug? There is a separate model, whether written down or not, of what the code must do. That is the deaign.
What happens when there is a flaw in the design? There's another higher level of design on top of that, with a platonic ideal of the design unknown to humans at the top? Turtles all the way down.
Each stakeholder has a different "design" in mind, and until you actually get specific there is no design, there's just a nebulous, incomplete list of requirements. And if you do try to get specific enough to be reproducible--you're writing code.
None of this is to say that design docs are worthless, just that they can never be specific enough to function as the actual reproducible design the way blueprints would. Thinking of them that way is harmful.
Each stakeholder has a different "design" in mind, and until you actually get specific there is no design, there's just a nebulous, incomplete list of requirements. And if you do try to get specific enough to be reproducible--you're writing code.
None of this is to say that design docs are worthless, just that they can never be specific enough to function as the actual reproducible design the way blueprints would. Thinking of them that way is harmful.
It's true that they're not reproducible. Are there other noticeable differences?
Reproducibility is just a side effect of lack of specificity, which is the major difference and the entire point of my critique. Design docs don't tell you enough to actually build the thing you want to build.
I mean, are there any practical consequences other than the inability to make the same thing twice?
Assume you hold the view that a design document provides all the information necessary to construct a piece of software without any further design work.
Construct a software development methodology around that assumption. Now remove that assumption, and think about the practical consequences for a team who doesn't realize that the assumption is incorrect until after they have started implementing a design document.
Imagine what would happen if you hired an architectural firm to draw up some blueprints for a house, and then midway into the construction of the house it turns out that the assumptions made in the blueprints are wildly out of sync with what's possible to build.
It is significantly better for everyone involved if management goes into the process knowing the limitations of design documents and up front design.
For more concrete example of the practical problems see the history of the debate between iterative and big design up front methodologies over the last 30 years.
Construct a software development methodology around that assumption. Now remove that assumption, and think about the practical consequences for a team who doesn't realize that the assumption is incorrect until after they have started implementing a design document.
Imagine what would happen if you hired an architectural firm to draw up some blueprints for a house, and then midway into the construction of the house it turns out that the assumptions made in the blueprints are wildly out of sync with what's possible to build.
It is significantly better for everyone involved if management goes into the process knowing the limitations of design documents and up front design.
For more concrete example of the practical problems see the history of the debate between iterative and big design up front methodologies over the last 30 years.
No, that is the requirements.
I think they were using "design" as akin to the blueprint to the building. I totally agree with them that in that sense, the code is the blueprint, not the building. The execution of the program is the analogy to the actual construction: the builder (computer) takes the blueprint (code) and builds the building (executes the program) based on it. The power of computers is that the "building" (execution) part is essentially free and infinitely reproducible. But the creation of the "blueprint" (code) is still labor intensive.
The right analogy for design artifacts really is to the higher-level vision definition for a project. Engineers don't just show up and start drawing blueprints; one or more people come up with a purpose and concept for a building project, brainstorm approaches, evaluate trade-offs, come to some consensus on the right direction, and only then start working with engineers to start creating and iterating on blueprints. This vision phase is where design docs fit.
The right analogy for design artifacts really is to the higher-level vision definition for a project. Engineers don't just show up and start drawing blueprints; one or more people come up with a purpose and concept for a building project, brainstorm approaches, evaluate trade-offs, come to some consensus on the right direction, and only then start working with engineers to start creating and iterating on blueprints. This vision phase is where design docs fit.
Much of this is captured extremely well in Fowler's The New Methodology.
https://martinfowler.com/articles/newMethodology.html
https://martinfowler.com/articles/newMethodology.html
Never lived in a house with a design flaw?
My first flat had a toilet that blocked the door from opening fully. It was correct according to the blueprints.
My first flat had a toilet that blocked the door from opening fully. It was correct according to the blueprints.
Yup, that's a validation issue, as NASA would term it:
https://en.wikipedia.org/wiki/Verification_and_validation
https://en.wikipedia.org/wiki/Verification_and_validation
"The design is the code" does not follow from the idea that design and construction are not separate things in software.
The thing to take away from that idea is that the design doc is not law written in stone, but a base for changes. It keeps your design honest on the high level. If you end up clashing with reality, and your design doesn't work out, you can backtrack to the design doc and refine it as necessary.
In short, the design doc should be a living document.
The thing to take away from that idea is that the design doc is not law written in stone, but a base for changes. It keeps your design honest on the high level. If you end up clashing with reality, and your design doesn't work out, you can backtrack to the design doc and refine it as necessary.
In short, the design doc should be a living document.
I think what you're talking about here is an "intention document" not a design document. Design is about planning. Which implies you define things in detail with steps and techniques. Intentions are about what you want to achieve. Very different.
The design doc is definitely the plan. But if the plan doesn't work when faced with reality, you need to change the plan, and therefore also the design doc.
A design is an outline, sketch, or plan. So it doesn't specify the level of detail.
> In software, the design is the code. The compiler/interpreter are the construction of the system.
That's IMO a pedantic view. Yes, ok, but when I design software I describe it's high-level characteristics, more like describing the plot of a book than the specific words in a book and the what the characters say to each other.
I'd say there are many levels of design. Code is the last.
That's IMO a pedantic view. Yes, ok, but when I design software I describe it's high-level characteristics, more like describing the plot of a book than the specific words in a book and the what the characters say to each other.
I'd say there are many levels of design. Code is the last.
Your design can look very good yet be seriously flawed when you actually write the code. Designs (blueprints) civil engineers use are based on many years of practice that are enshrined in engineering codes sometimes going back thousands of years. Key issues in the design like the way forces interplay, are amenable to mathematical analysis. The only checking we can do of UML-like diagrams and written "specs" is peer review. Not the same at all.
The Code is the Design and the design uncovers good or bad written code. GoF design patterns were modeled after well written code. Anti-patterns (the swiss army knife is my favorite) are bad written code.
> the design is the code.
And this is why Software development should never be considered engineering. Architecture is important and in the construction phase there are changes and revision to the design that are captured and formally reviewed.
In software, if the code is the "design" then it should be a priority for computer science to agree upon a standardized design representation (UML) that can be generated by the compiler/interpreter, along with code coverage and static analysis.
The issue here is that there has not been adoption of formal rigor of design and definition of implementation into code of proof of correctness alongside data structures and algorithms appropriate to the domain state. Add in understandable and usable build and testing tools.
The infrastructure is there, with CI/CD, and a repository of github/gitlab, team foundation, cvs code and say something like a successor to GPT3 to do the grunt work of analyzing code to determine optimal patterns of implementation vs existing code bases and development sprint branches.
Even compiling code or "making" it can be a crapshoot for extremely senior and competent developers.
Some food for thought.
In software, if the code is the "design" then it should be a priority for computer science to agree upon a standardized design representation (UML) that can be generated by the compiler/interpreter, along with code coverage and static analysis.
The issue here is that there has not been adoption of formal rigor of design and definition of implementation into code of proof of correctness alongside data structures and algorithms appropriate to the domain state. Add in understandable and usable build and testing tools.
The infrastructure is there, with CI/CD, and a repository of github/gitlab, team foundation, cvs code and say something like a successor to GPT3 to do the grunt work of analyzing code to determine optimal patterns of implementation vs existing code bases and development sprint branches.
Even compiling code or "making" it can be a crapshoot for extremely senior and competent developers.
Some food for thought.
The analogy actually makes sense if you’ve worked manufacturing things from blueprints.
If you hand one complex blueprints to three random construction firms, from a distance you’d get the same result, nearly, but up close a lot would’ve changed during the project.
There is a reason why engineers are required to inspect the project at some interval and perform quality checks.
If you hand one complex blueprints to three random construction firms, from a distance you’d get the same result, nearly, but up close a lot would’ve changed during the project.
There is a reason why engineers are required to inspect the project at some interval and perform quality checks.
At some level sure there will be differences, but for the end users, unless something went wrong, they won't be able to tell much of a difference.
Blueprints for a house are much, much closer to being reproducible than design docs for a software project.
If you give design docs to 3 separate dev shops, the end results will be wildly different.
>There is a reason why engineers are required to inspect the project at some interval and perform quality checks.
It's true that there is still some room for interpretation because blueprints are still a model. But most of what your talking about is because people will cut corners and not follow the specifications, not because the specifications aren't there.
Blueprints for a house are much, much closer to being reproducible than design docs for a software project.
If you give design docs to 3 separate dev shops, the end results will be wildly different.
>There is a reason why engineers are required to inspect the project at some interval and perform quality checks.
It's true that there is still some room for interpretation because blueprints are still a model. But most of what your talking about is because people will cut corners and not follow the specifications, not because the specifications aren't there.
I agree wholeheartedly. The best software documentation is the an actually well written software module + test that explains its functionality.
Let's not forget about comments.
A well written piece of code will only tell you what it does, a good suite of tests will teach you how to use it, but only natural language documentation - be it in comments or separate documents - will explain to you why the code exists in the first place, and why it looks the way it does.
(As for "self-documenting code", unless a lot of your functions contain the word "because" in their name, the code isn't really self-documenting.)
A well written piece of code will only tell you what it does, a good suite of tests will teach you how to use it, but only natural language documentation - be it in comments or separate documents - will explain to you why the code exists in the first place, and why it looks the way it does.
(As for "self-documenting code", unless a lot of your functions contain the word "because" in their name, the code isn't really self-documenting.)
in summary:
what -> naming convention
why -> comments
how -> tests
I wish this was more commonly shared and understood
I wish this was more commonly shared and understood
> I know this is fairly controversial, but our jobs isn't just to write code.
I don't know if this is actually controversial, but I would not want to work at a place where this is controversial.
I don't know if this is actually controversial, but I would not want to work at a place where this is controversial.
I think -- from experience -- that in traditional IT organizations this is absolutely not true. The PMO is responsible for business requirements, and almost not time is invested in the creation of detailed DDs. You're essentially left trying to move from a PRD to writing code ... and if you have the luxury of an in-house SQA team and a relatively effective CI/CD process, you depend on quick feedback from stakeholders to certify whether the guesses and assumptions made by developers are correct or not. Since in many cases the business owner(s) had never actually considered many of the edge cases (stupid, basic example: previous company required CFO approval of all international travel requests. Tool was built with this logic. No one considered how to handle it when the CFO was unavailable for whatever reason, so the first time the CFO went on vacation it created all kinds of stupid chaos while a manual process was created.), flexible logic paths aren't designed into workflow apps. Similarly, for reporting/BI tools, there are frequently gaps between the answers executives want to glean from the data, and the business processes the ultimately result in the data creation. Because of this, nearly all reports are faulty, but unless you're close enough to the processes you don't have explainability and uninformed business decisions can result. Ditto from CRUD apps, where form validation rules can be insanely complex for stupid reasons, with the result being the data entered is impossible to use.
Apologies for the diatribe. Big fan of design docs, but an even bigger fan of software engineering cultures that focus on simplicity and usability, rather than being everything to everyone (or worse, being a pet project of an exec who changes their mind every quarter about how things should work).
Apologies for the diatribe. Big fan of design docs, but an even bigger fan of software engineering cultures that focus on simplicity and usability, rather than being everything to everyone (or worse, being a pet project of an exec who changes their mind every quarter about how things should work).
Yeah that read like a lot of baggage, some of the term I'm not even familiar with (SQA, DD?)
As it stands now, we take high level feature design docs from PM, and turn them into service. Everything between that, resources, development, operations are handled entirely in team where everyones title is SDE. This placed a lot of communication, writing, designing on us but I'm not complaining.
As it stands now, we take high level feature design docs from PM, and turn them into service. Everything between that, resources, development, operations are handled entirely in team where everyones title is SDE. This placed a lot of communication, writing, designing on us but I'm not complaining.
I think this myth comes about because early in peoples' careers, the expectations of the job are a lot more focused on writing code to execute a vision defined by someone else. It is easy to get the impression from this that writing code is viewed as the most important part of the job. But in reality, it works this way because the opposite is actually true, the more important non-coding parts of the job are being entrusted to more experienced people (often to their chagrin, because writing code is way more satisfying and fun).
One thing I've noticed as I've got more experienced was that when I started out, a PM or senior engineer would give me a task to do.
I achieved the outcome, mostly with bad to average code that slowly improved over time.
When I finally understood the domain to make bigger scoped decisions, I started doing design docs beforehand and my code continued to improve greatly.
Now when assigning out work to more junior engineers I find myself giving them a high-level design doc, with some detail missing, they deliver higher quality work than I did at that stage, and they also seem to upskill faster.
This however depends on me making the right decisions at this stage, which is not always the case, so not fool-proof but an overall software quality improvement has definitely occured.
I achieved the outcome, mostly with bad to average code that slowly improved over time.
When I finally understood the domain to make bigger scoped decisions, I started doing design docs beforehand and my code continued to improve greatly.
Now when assigning out work to more junior engineers I find myself giving them a high-level design doc, with some detail missing, they deliver higher quality work than I did at that stage, and they also seem to upskill faster.
This however depends on me making the right decisions at this stage, which is not always the case, so not fool-proof but an overall software quality improvement has definitely occured.
Blessed are those who provide fully (or reasonably) spec'ed work to juniors trying to piece everything together against a book they read once.
My experience has been that writing the design doc is not as controversial, as much as the review process.
Does anyone have any insights on how to make the reviews more constructive + quicker?
Does anyone have any insights on how to make the reviews more constructive + quicker?
Some things I've found useful.
- Have a single person (engineer) who is responsible for making final decisions. Gather input from others but there should be one individual who is responsible for making sure that the design has a consistent vision that meets the goal. If a non-critical decision is taking too long, just make a choice and run with it.
- Be clear about the goal of the project. At Amazon they use the PRFAQ process where you need to begin by writing a costumer-centric press release that basically details why customers should be excited about the project. This helps keep design discussions focused on the customer.
- Be clear about the non-goals or things you will not do.
- At the beginning of a review meeting, have everyone read the document. The document should describe all relevant context. At the end of reading the doc, everyone should have enough context to understand and discuss the design - everyone should have the same understanding of the design (i.e. no confusion about which version of the doc we're talking about, no one who didn't have enough time to read the doc beforehand and just skimmed it).
- Have people add comments as they read through it, the authors can respond to the comments in real-time and once everyone is done reading the doc, the comments act as a list of things that need to be discussed.
- Have the doc be the absolute source of truth. If it's not in the doc, we're not planning on doing it. This prevents cases where you have a chat with someone about an idea, look into it further and decide to not do it/do it differently, but the reviewer thinks you are still going to do it, but you just haven't updated the document yet.
- Have a single person (engineer) who is responsible for making final decisions. Gather input from others but there should be one individual who is responsible for making sure that the design has a consistent vision that meets the goal. If a non-critical decision is taking too long, just make a choice and run with it.
- Be clear about the goal of the project. At Amazon they use the PRFAQ process where you need to begin by writing a costumer-centric press release that basically details why customers should be excited about the project. This helps keep design discussions focused on the customer.
- Be clear about the non-goals or things you will not do.
- At the beginning of a review meeting, have everyone read the document. The document should describe all relevant context. At the end of reading the doc, everyone should have enough context to understand and discuss the design - everyone should have the same understanding of the design (i.e. no confusion about which version of the doc we're talking about, no one who didn't have enough time to read the doc beforehand and just skimmed it).
- Have people add comments as they read through it, the authors can respond to the comments in real-time and once everyone is done reading the doc, the comments act as a list of things that need to be discussed.
- Have the doc be the absolute source of truth. If it's not in the doc, we're not planning on doing it. This prevents cases where you have a chat with someone about an idea, look into it further and decide to not do it/do it differently, but the reviewer thinks you are still going to do it, but you just haven't updated the document yet.
My thoughts on this matter:
1. Start with defining the problem you want to solve and identify the stakeholders. Then meet each stakeholder 1-1 and get approval.
2. Propose an API. Then meet 1-1 again for approval.
3. Make a high level arch diagram. Seek approval again.
4. Proceed with actually writing the design doc and begin the formal and official review.
Points 1-3 could be done in a week if planned well and will make the design doc a lot less controversial and get you through the review process quicker
1. Start with defining the problem you want to solve and identify the stakeholders. Then meet each stakeholder 1-1 and get approval.
2. Propose an API. Then meet 1-1 again for approval.
3. Make a high level arch diagram. Seek approval again.
4. Proceed with actually writing the design doc and begin the formal and official review.
Points 1-3 could be done in a week if planned well and will make the design doc a lot less controversial and get you through the review process quicker
The review process has a human factor in it IMO. I’ve seen many designs get scratched just because “this should be done and designed by Team B rather than you”. Problem is that could come late. Sometimes it could be a career development bummer for the engineers who invest a lot into the design.
But isn’t that better than code (especially if working) that gets scratched? I think designs that are scratched indicate you don’t understand the value you contribute to your company (or that management sees in you) which should be the root concern for the career development.
Yea, designs are cheaper then actual implementation. It’s not always the case that the engineer doesn’t understand the value but most times it’s about the management/PM can’t get things finalized over a long period of time. Sometimes I feel it’s just politics in some cases. Don’t you ever need to fight to do some high visibility work?
This is a good question. It's funny, I'm the technical co-founder at my startup, so I hadn't thought to make the distinction between high and low visibility work. I guess we're small enough that I think about it as high impact/cost and low impact/cost. My non-technical co-founder will praise an engineer for their work when the product metrics are moved, which has happened for mundane tasks, too. I tend to notice the craftsmanship more, but I think it's right for attention to be given to the impact.
I have also been at a larger company, so you bring up a good point about fighting for work. I also think this is right.
1. If you win the fight for high visibility work, that's a good sign that you're the right person for the job. It wouldn't make sense for the company to have you work on something for your own benefit over the company.
2. You may opt not to fight and discover other problems to work on that have strong potential for being high visibility. Maybe that's something relegated to PMs or eng management, where the engineer might feel helpless to the given assignments, but that's more of a culture problem. I think politics increases when there's less work/budget/praise than there are people, which is more situational than cultural, in my opinion.
I have also been at a larger company, so you bring up a good point about fighting for work. I also think this is right.
1. If you win the fight for high visibility work, that's a good sign that you're the right person for the job. It wouldn't make sense for the company to have you work on something for your own benefit over the company.
2. You may opt not to fight and discover other problems to work on that have strong potential for being high visibility. Maybe that's something relegated to PMs or eng management, where the engineer might feel helpless to the given assignments, but that's more of a culture problem. I think politics increases when there's less work/budget/praise than there are people, which is more situational than cultural, in my opinion.
Agreed. On the second point, it’s definitely a bit cultural thing of the group/org. Worth note that at the higher level of the Corp ladder, there’s indeed fewer work(with the wanted scope) then the people (that’s looking to do next level work)
This often betrays an understanding of blueprints to builds that just isn't true. The blueprint of simple things is how they are built. Even complicated things, this will be roughly true for new things.
For old things and complicated things, though, they were how things could be attempted to be built. And with the builder being someone else, there had to be an audit from the build to the blueprint, if you really want confidence in that statement.
For old things and complicated things, though, they were how things could be attempted to be built. And with the builder being someone else, there had to be an audit from the build to the blueprint, if you really want confidence in that statement.
I work in an agile/scrum team. Do you have any experience in tracking the design doc work in this type of environment? It's hard to estimate how long a design doc would take since investigation into the solution and conversations with stakeholders could expand it.
At work, we call them blueprints :). A fantastic way to get early feedback before writing any code, especially important for junior teams who may forget to think about failure cases and operability.
In a much more real sense, the code itself is the blueprint. The compilers/interpreters lay the bricks and mortar for us.
How did you balance the coding and documenting for totally new product when there are rapid iterations?
What engineers actually do is determined by the incentive structure they work in. If shipping is prioritized all the time above everything else, one of the things that will suffer is documentation.
If people get promoted in spite of not doing a good job of documentation, now you know why it doesn't happen.
If people get promoted in spite of not doing a good job of documentation, now you know why it doesn't happen.
I worked at Google for 4 years. One thing that has always surprised me about documentation at Google is that they use Google Docs (just like everyone else) but have never seemed interested in making it less of a terrible tool for the task. It's relentlessly print oriented, which makes almost no sense these days (when was the last time you printed out a Google doc?), has no affordances for dealing with pre-formatted text (e.g. code), has basically no support for mathematical formulas, etc. In fact its actually evolved to be less suited to the task of technical documentation since it began given that earlier versions at least allowed you to define your own paragraph styles. I was hoping that Google Colab might evolve into a better/more general tool for writing tech specs but it doesn't seem to be moving in that direction really.
I feel like Google has given up. The iOS Gmail app is terrible and buggy. The web app literally has a loading screen now. The GSuite set of products hasn't advanced much since it was acquired from outside Google. Google Cloud is getting curb stomped by Amazon and Microsoft. I guess they have Search still, but it's getting ad filled and tired. Not that I'm going to short GOOG anytime soon, but come on folks!
One thing people don't get about Google is how it motivates its employees. You get promoted for _taking credit_ for _launching new stuff_. I deliberately mention "taking credit", because if you can't take credit for the work you've done, you're better off not doing anything at all; a prime example of this is launching a project someone else started but abandoned. Note that you also don't need to do much work to be able to "take credit" - it's easier to just "lead" a project which is already on its way to getting launched by sitting in meetings with people more senior than you.
You get _nothing_ for improving things that already exist. As a result you get four different messaging apps, and not a single one that doesn't suck, and a bunch of stagnating, seemingly abandoned products. The reason is simple: people who are smart enough to understand the rules of the game move on immediately after launch to the next big thing.
Having said that, I still prefer GSuite to Office. Microsoft has set the bar very low indeed.
You get _nothing_ for improving things that already exist. As a result you get four different messaging apps, and not a single one that doesn't suck, and a bunch of stagnating, seemingly abandoned products. The reason is simple: people who are smart enough to understand the rules of the game move on immediately after launch to the next big thing.
Having said that, I still prefer GSuite to Office. Microsoft has set the bar very low indeed.
> Having said that, I still prefer GSuite to Office. Microsoft has set the bar very low indeed.
Depends upon which pieces. You can pry Excel from my cold, dead hands; OneNote is still an amazing piece of software that is getting pretty sweet updates; Outlook by itself is pretty solid for 80% of use cases, with fast iOS/Android apps; everything can be tweaked to your liking with some VBA scripting.
Onedrive also gives you more free space vs. Google Drive when signing up, I believe, though creating Google Docs / Sheets / Slides don't contribute to GDrive storage space - which was the deciding factor for us.
Depends upon which pieces. You can pry Excel from my cold, dead hands; OneNote is still an amazing piece of software that is getting pretty sweet updates; Outlook by itself is pretty solid for 80% of use cases, with fast iOS/Android apps; everything can be tweaked to your liking with some VBA scripting.
Onedrive also gives you more free space vs. Google Drive when signing up, I believe, though creating Google Docs / Sheets / Slides don't contribute to GDrive storage space - which was the deciding factor for us.
iOS and Android Outlook aren't actually Outlook. They are Accompli. Desktop Outlook leaves much to be desired nowadays.
And yes, my wife is an accountant, so Excel is mandatory for her. She _can_ do most of what she does in Sheets, but Sheets lack integration with the various backends that grew over the years.
And yes, my wife is an accountant, so Excel is mandatory for her. She _can_ do most of what she does in Sheets, but Sheets lack integration with the various backends that grew over the years.
That's a popular perception but it's not totally true. You need to be able to measure improvements you make, which might make a large category of possible improvements untenable from a perf point of view. But if you can show satisfaction scores or latency numbers or action-conpletion metrics or even just customer comments saying it solved their issue, that's plenty reason to attempt the change. The system encourages you not to work on things that "feel good" but instead things that are measurable. There's pros and cons to this as you can imagine.
That all said, I think the bigger problem is a willingness to put out things that don't meet a high standard. Ex: the new web GMail launched while slower than the older one. This was done to get new features out to users faster, but it doesn't feel that great from a product excellence POV. There's no Steve Jobs figure telling us the Pixel 4 doesn't look great and as a consequence we should go back to the drawing board. It's more like there's a set of market survey results and the phone was made to check those boxes.
That all said, I think the bigger problem is a willingness to put out things that don't meet a high standard. Ex: the new web GMail launched while slower than the older one. This was done to get new features out to users faster, but it doesn't feel that great from a product excellence POV. There's no Steve Jobs figure telling us the Pixel 4 doesn't look great and as a consequence we should go back to the drawing board. It's more like there's a set of market survey results and the phone was made to check those boxes.
The perception m0zg outlined still seems correct. The system encourages deceptive reporting of metrics. If you can take credit for improving things with metrics, while causing far more damage in the process or making no real contributions, you will still get promoted.
It's literally 10x more effective to release a half-baked but "new" piece of crap for promotion purposes. You'd have to move heaven and earth to get the same amount of career velocity out of incremental improvements.
That seems to agree with what a friend of mine who worked there, and how he was rewarded (or not).
I can't help but think they are rewarding the right thing -- new shiny things may have the best ability to bring stragglers onto google the platform.
Unfortunately, it leads to the feeling that google just dabbles in things.
I can't help but think they are rewarding the right thing -- new shiny things may have the best ability to bring stragglers onto google the platform.
Unfortunately, it leads to the feeling that google just dabbles in things.
> Note that you also don't need to do much work to be able to "take credit" - it's easier to just "lead" a project which is already on its way to getting launched by sitting in meetings with people more senior than you.
This is the standard way of getting promoted that I've seen. How do these people not feel disgusting?
This is the standard way of getting promoted that I've seen. How do these people not feel disgusting?
This is true. I was at Google 5 years. Some Googlers will take credit for your work. Get away from such people as quickly as possible.
> One thing that has always surprised me about documentation at Google is that they use Google Docs
When did you work at Google? There are markdown supported wiki tools now for internal documentation. It supports pre-formatted code, graphs, etc.
When did you work at Google? There are markdown supported wiki tools now for internal documentation. It supports pre-formatted code, graphs, etc.
Comment discovery is also horribly broken. So often, conversations _about_ a document contain information that don't necessarily _belong in_ the document, but still have value for future readers. Resolving comments makes it much harder to find them.
Exactly correct about the print-oriented interface. Writely, and earlier versions of Google Docs didn't force you to pretend you were writing on a piece of paper. I would love a "Google Docs for text files"!
At my company we use the internal Wikis or Quip for this. Versioned and effectively markdown formatted with builtin live charts or spreadsheets, respectively.
Amazon had both wiki and Quip, and both were bad, but differently.
Wiki was painfully slow to edit (and render, ~2 sec page render was typical, and I'm not counting some graphs that were asynchronously rendered).
Quip is good for fast editing, but anything that needed code formatting there is bad. It's even more "print oriented" than Google docs. Fixed page width, very fixed formatting, tables are awful.
Wiki was painfully slow to edit (and render, ~2 sec page render was typical, and I'm not counting some graphs that were asynchronously rendered).
Quip is good for fast editing, but anything that needed code formatting there is bad. It's even more "print oriented" than Google docs. Fixed page width, very fixed formatting, tables are awful.
Yep. Add to the list: no Markdown support.
On the other hand I love the simplicity of Google Docs and we use it for everything at my (very large) employer and it's particularly suited to collaboration between technical people and business people. The familiar document interface works for the business folk whilst the ability to add and assign tasks as comments makes the whole experience seamless.
Have you tried Dropbox Paper? Unlike what the name implies, it's the most non-print-focused editing experience I've used. Anecdotally, it's much more popular for design docs than Google Docs at my current employer.
Yeah it's in this really weird niche between the more simple text/note oriented markdown and the more print oriented word/pages. Like if it needs to look good when printed word is way superior but for simple things that don't, markdown is almost always better unless you want to solicit feedback or do live collab. And that's great, collab was definitely the killer feature a decade ago but who really still needs to print? It seems most Schools don't even take paper assignments anymore and nearly everyone has access to a phone/printer + internet so what's even the point of putting so much emphasis on print? I wish it would evolve to focus be more digital first experience with some reader-mode esque simplification or print hints like page breaks and the like if someone really wants to print.
At my workplace, we've started using Confluence for some projects and it's been incredibly productive. I still loathe JIRA but Confluence has been incredibly good for technical collaboration and documentation.
My experience as well - We are all in on Atlassian.
Confluence is brillient, bitbucket is meh but OK and JIRA is an utter tire fire both in how it's built and what it does but PHB's and PHB-shaped objects love it.
Confluence is brillient, bitbucket is meh but OK and JIRA is an utter tire fire both in how it's built and what it does but PHB's and PHB-shaped objects love it.
I think the target audience is mostly non-programmers AKA normal people. It's a general-purpose tool hence the feature set.
I'm of a mind to reduce documentation as much as possible, or keep it as vague as possible.
That's because I came from an environment that insisted on incredibly detailed, formal, approved-by-everyone-including-the-mens-room-attendant, documents.
These became "concrete galoshes"[0] that turned what should have been an agile, iterative project into a waterfall behemoth that cost a mint, took forever to make, and delivered a result that no one wanted.
I suspect that my current process[1] would not be acceptable for many organizations, as it basically requires that everyone involved be extremely experienced, and kept together as a team for years.
I've actually come to realize that "tribal knowledge" is not the boogeyman that its made out to be; but is a way to get very high-quality, rapid, adaptive, development done. The main issue is that it does require good, empathetic management, long-term retention of experienced, capable people, and an "apprenticeship" model. These are not popular concepts in today's corporate world (at least, in the US).
[0] https://medium.com/chrismarshallny/concrete-galoshes-a5798a5...
[1] https://medium.com/chrismarshallny/forensic-design-documenta...
That's because I came from an environment that insisted on incredibly detailed, formal, approved-by-everyone-including-the-mens-room-attendant, documents.
These became "concrete galoshes"[0] that turned what should have been an agile, iterative project into a waterfall behemoth that cost a mint, took forever to make, and delivered a result that no one wanted.
I suspect that my current process[1] would not be acceptable for many organizations, as it basically requires that everyone involved be extremely experienced, and kept together as a team for years.
I've actually come to realize that "tribal knowledge" is not the boogeyman that its made out to be; but is a way to get very high-quality, rapid, adaptive, development done. The main issue is that it does require good, empathetic management, long-term retention of experienced, capable people, and an "apprenticeship" model. These are not popular concepts in today's corporate world (at least, in the US).
[0] https://medium.com/chrismarshallny/concrete-galoshes-a5798a5...
[1] https://medium.com/chrismarshallny/forensic-design-documenta...
I think something people need to be aware of is that the engineering culture at places like Google is extremely different than, say, a bank.
Design docs work well for Google because it has decentralized, independent engineering teams composed mostly of reasonable people, with few or no mandates from outside their teams. They tend to fail at companies with underperforming, micro-managing, and/or overreaching teams (e.g. unionized project managers that have literally nothing to do, bizdev telling developers what features to implement (down to specifics), QA teams who are incentivized to find "flaws" ad-infinitum to look busy, etc).
But I see this as a symptom of a fundamental dissonance in goals. Design documents are used by organizations whose goal is to build/change things. Many organizations are averse to change, and their processes reflect that, through overly microscopic documentation, convoluted approval chains, etc.
Design docs work well for Google because it has decentralized, independent engineering teams composed mostly of reasonable people, with few or no mandates from outside their teams. They tend to fail at companies with underperforming, micro-managing, and/or overreaching teams (e.g. unionized project managers that have literally nothing to do, bizdev telling developers what features to implement (down to specifics), QA teams who are incentivized to find "flaws" ad-infinitum to look busy, etc).
But I see this as a symptom of a fundamental dissonance in goals. Design documents are used by organizations whose goal is to build/change things. Many organizations are averse to change, and their processes reflect that, through overly microscopic documentation, convoluted approval chains, etc.
Yeah, you are correct.
But I have become rather cynical about the motivations of a lot of organizations, these days.
Everyone seems to be promoting an environment where there's a constant circulation of relatively inexperienced (not always low-paid, but inexperienced) developers, staying at companies for short periods of time, then moving on.
This requires a codified, ingrained structure that needs to be documented and supported. It applies to modern, "agile" companies, as much as it does to more traditional, "hidebound" corporations. People that come in need to be onboarded quickly, squeezed for every ounce of productivity possible, then let go, when they are no longer useful.
This is supported by the employees, as much as by the managers. The salaries can be quite high; especially for people that are quick to adapt and come up to speed.
But there is absolutely no substitute for an experienced, cohesive team that has developed a shared vocabulary and focus.
I was fortunate to be a member of such a team. The person with the least seniority on the team had a decade. Everyone had over 30 years' experience in software development, and we got some fairly intense stuff done. Sadly, we were still subject to the kind of structure I mentioned above, and a lot of our product ended up being housed in substandard wrappers (we did "engine" code).
But I have become rather cynical about the motivations of a lot of organizations, these days.
Everyone seems to be promoting an environment where there's a constant circulation of relatively inexperienced (not always low-paid, but inexperienced) developers, staying at companies for short periods of time, then moving on.
This requires a codified, ingrained structure that needs to be documented and supported. It applies to modern, "agile" companies, as much as it does to more traditional, "hidebound" corporations. People that come in need to be onboarded quickly, squeezed for every ounce of productivity possible, then let go, when they are no longer useful.
This is supported by the employees, as much as by the managers. The salaries can be quite high; especially for people that are quick to adapt and come up to speed.
But there is absolutely no substitute for an experienced, cohesive team that has developed a shared vocabulary and focus.
I was fortunate to be a member of such a team. The person with the least seniority on the team had a decade. Everyone had over 30 years' experience in software development, and we got some fairly intense stuff done. Sadly, we were still subject to the kind of structure I mentioned above, and a lot of our product ended up being housed in substandard wrappers (we did "engine" code).
>I think something people need to be aware of is that the engineering culture at places like Google is extremely different than, say, a bank.
I have to say that this is not uniformly true, I've worked for a few financial institutions, and usually follow some sort of design process before embarking on any sizable work (as mentioned above, I find the RUP process to be a really useful framework). More often that not the design process is usually welcomed because people are happy that someone is willing to create a holistic view of the problem (from stakeholders down to db schema and class diagrams). The process helps with project management, identifies stakeholders and describes the support requirements after transition to prod.
Banks actually love somebody to detail all that.
In a few cases I'm aware of, my design docs are still referred to years after I've moved on since they capture the most important thing that everybody forgets - basically the 'why' that certain decisions were made, and the alternatives rejected.
A good architecture diagram never goes out of date either :)
I have to say that this is not uniformly true, I've worked for a few financial institutions, and usually follow some sort of design process before embarking on any sizable work (as mentioned above, I find the RUP process to be a really useful framework). More often that not the design process is usually welcomed because people are happy that someone is willing to create a holistic view of the problem (from stakeholders down to db schema and class diagrams). The process helps with project management, identifies stakeholders and describes the support requirements after transition to prod.
Banks actually love somebody to detail all that.
In a few cases I'm aware of, my design docs are still referred to years after I've moved on since they capture the most important thing that everybody forgets - basically the 'why' that certain decisions were made, and the alternatives rejected.
A good architecture diagram never goes out of date either :)
> basically requires that everyone involved be extremely experienced, and kept together as a team for years
Yep, that's the issue. Businesses can't codify that approach into a process because they can't make any guarantees around that.
Your approach is "conclave of wizards." It's a high-output approach that is the right thing for some problem domains, but (a) it isn't repeatable and (b) it isn't sustainable (if a critical mass of wizards leave the conclave, what is the company to do? Give up and shut down?)
Yep, that's the issue. Businesses can't codify that approach into a process because they can't make any guarantees around that.
Your approach is "conclave of wizards." It's a high-output approach that is the right thing for some problem domains, but (a) it isn't repeatable and (b) it isn't sustainable (if a critical mass of wizards leave the conclave, what is the company to do? Give up and shut down?)
> Give up and shut down?
In some cases, yes. That's exactly what needs to happen.
If the business model is dependent upon the "conclave of wizards," then they are a critical path resource, just like a major supplier or business partner, which, if withdrawn, could doom the company just as certainly.
If the corporation refuses to treat that resource as a valuable, critical resource, then they don't deserve to stay in business.
Managing that type of team is not something that is really taught in school. It comes from experience, and also requires a level of empathy that is, quite honestly, almost nonexistent in today's business culture.
In some cases, yes. That's exactly what needs to happen.
If the business model is dependent upon the "conclave of wizards," then they are a critical path resource, just like a major supplier or business partner, which, if withdrawn, could doom the company just as certainly.
If the corporation refuses to treat that resource as a valuable, critical resource, then they don't deserve to stay in business.
Managing that type of team is not something that is really taught in school. It comes from experience, and also requires a level of empathy that is, quite honestly, almost nonexistent in today's business culture.
Indeed. So the correct thing for a business to do for both its short- and long-term survival (since we can't know a-priori whether the conclave of wizards will be stable) is to minimize the odds of forming one in the first place.
Businesses are structures that minimize risk. A core set of specialists who can't be replaced without tanking the business's performance is a risk. And a hard-to-quantify one at that.
Unless, of course, the business is not setting out to minimize risk, but instead to shield some less-risky structure from outsized risk exposure. Like, say, a startup company funded by angel investors trying out experimental technologies in the hopes of hitting on a jackpot new system that a big corp could then buy. If they fail, only the angel investor money is gone. If they succeed, a risk-averse business can buy a valuable asset.
But the first thing that business will want to do to maintain its long-term risk profile is fire the wizards. ;)
Businesses are structures that minimize risk. A core set of specialists who can't be replaced without tanking the business's performance is a risk. And a hard-to-quantify one at that.
Unless, of course, the business is not setting out to minimize risk, but instead to shield some less-risky structure from outsized risk exposure. Like, say, a startup company funded by angel investors trying out experimental technologies in the hopes of hitting on a jackpot new system that a big corp could then buy. If they fail, only the angel investor money is gone. If they succeed, a risk-averse business can buy a valuable asset.
But the first thing that business will want to do to maintain its long-term risk profile is fire the wizards. ;)
But...those "wizards" can do some unique stuff. Most of the time, the only reason to have them, is to do stuff that a "generic" team can't do.
> The main issue is that it does require good, empathetic management, long-term retention of experienced, capable people, and an "apprenticeship" model.
To me this sounds like an idealistic environment. I doubt this environment could fail with any sort of process (or lack thereof).
Documents don't have to be "incredibly detailed, formal, approved-by-everyone-including-the-mens-room-attendant". Those are probably the worst kind. I do think that OP's/Googles design docs does seem to lean towards that, unfortunately. I wonder if that's how it is in practice? Especially given the length -- 10 to 20 pages sounds like it's too detailed for me. Though I suppose on bigger projects the sum of all the implementations of the moving parts can get quite large.
One criticism I especially have of OP's "Review" section is they mention opening it up to a large audience. I am skeptical whether that is how it actually goes down. In my experience, opening something up to review by many people just ends up being a too-many-cooks situation. Pretty much what you're afraid of with "approved-by-everyone-including-the-mens-room-attendant". Those situations just turn into bikeshedding. In reality, I bet it gets opened up to everyone but only a couple people are actually expected to be the ones who give feedback on it.
I still think I'd take the over-formalized process over tribal knowledge. What you don't see behind the scenes of tribal knowledge are people with a lot of it who constantly get interrupted to answer those questions. It ends up being very inefficient at scale. Not to mention the overhead that comes with the person trying to answer the question -- like finding old breadcrumbs about the problem like code or emails. Along with the worst enemy of work for a developer: context switching. I've been the person with tribal knowledge and it basically becomes your full time job. It was great for job security but I lament the amount of time I lost because I wasn't more proactive about writing documentation.
To me this sounds like an idealistic environment. I doubt this environment could fail with any sort of process (or lack thereof).
Documents don't have to be "incredibly detailed, formal, approved-by-everyone-including-the-mens-room-attendant". Those are probably the worst kind. I do think that OP's/Googles design docs does seem to lean towards that, unfortunately. I wonder if that's how it is in practice? Especially given the length -- 10 to 20 pages sounds like it's too detailed for me. Though I suppose on bigger projects the sum of all the implementations of the moving parts can get quite large.
One criticism I especially have of OP's "Review" section is they mention opening it up to a large audience. I am skeptical whether that is how it actually goes down. In my experience, opening something up to review by many people just ends up being a too-many-cooks situation. Pretty much what you're afraid of with "approved-by-everyone-including-the-mens-room-attendant". Those situations just turn into bikeshedding. In reality, I bet it gets opened up to everyone but only a couple people are actually expected to be the ones who give feedback on it.
I still think I'd take the over-formalized process over tribal knowledge. What you don't see behind the scenes of tribal knowledge are people with a lot of it who constantly get interrupted to answer those questions. It ends up being very inefficient at scale. Not to mention the overhead that comes with the person trying to answer the question -- like finding old breadcrumbs about the problem like code or emails. Along with the worst enemy of work for a developer: context switching. I've been the person with tribal knowledge and it basically becomes your full time job. It was great for job security but I lament the amount of time I lost because I wasn't more proactive about writing documentation.
> What you don't see behind the scenes of tribal knowledge are people with a lot of it who constantly get interrupted to answer those questions. It ends up being very inefficient at scale. Not to mention the overhead that comes with the person trying to answer the question -- like finding old breadcrumbs about the problem like code or emails.
Absolutely correct, which is where that "good management" comes in.
I managed the team that I mentioned, earlier, and I'd like to think that I did it well.
My single biggest task was to shield people from corporate shenanigans, take on as much of the structural overhead as possible, and be a "gatekeeper."
I managed the team for 25 years. We got a lot done, in that time, but also suffered a lot of "lessons learned." I certainly made my share of mistakes; most of which were about me deprecating my "management shield" responsibilities, in misguided attempts to be a working team member.
I kept my tech chops up in extracurricular open-source work. No one wanted to pay me for my tech skills.
Absolutely correct, which is where that "good management" comes in.
I managed the team that I mentioned, earlier, and I'd like to think that I did it well.
My single biggest task was to shield people from corporate shenanigans, take on as much of the structural overhead as possible, and be a "gatekeeper."
I managed the team for 25 years. We got a lot done, in that time, but also suffered a lot of "lessons learned." I certainly made my share of mistakes; most of which were about me deprecating my "management shield" responsibilities, in misguided attempts to be a working team member.
I kept my tech chops up in extracurricular open-source work. No one wanted to pay me for my tech skills.
That environment reminds me of Conway's law[1] - code structure reflects organizational structure.
It sounds like the problem was decisionmaking power was spread out among far too many people. Detailed documentation was a side effect. Removing the documentation likely wouldn't have fixed the problem.
[1] https://en.wikipedia.org/wiki/Conway%27s_law
It sounds like the problem was decisionmaking power was spread out among far too many people. Detailed documentation was a side effect. Removing the documentation likely wouldn't have fixed the problem.
[1] https://en.wikipedia.org/wiki/Conway%27s_law
Meta: Why do you link to medium when the articles are also posted on your website, which I assume is the canonical version if there were a discrepancy?
Also, I reviewed your privacy policy and while I am not a lawyer, I believe your cookie popup is not unnecessary. As far as I understand GDPR, it is not necessary to ask for consent separately if the cookies you're setting are strictly used to fulfil an explicit request. Eg, if a user checks "stay logged in", you don't need to ask separately to set a "wordpress_logged_in_xxxxx" cookie; the user already gave their consent by checking the box. Same with a session cookie when they log in, or a cookie for persisting settings. Not to mention, I there's no prominent log in link, so I'm guessing you are the only one who does that, in which case you'll never be setting cookies on other people's computers anyway :)
These things still need to be described in your privacy policy, but you don't need to bother users with them; you only need the consent box when you're using cookies for something the user doesn't explicitly request, like tracking (regardless of whether it's a discrete tracking cookie or you're using their login cookie to do it). I didn't see any of these things in your website privacy policy.
Not needing to bother your readers with consent popups is a great advantage that the GDPR gives privacy-respecting websites like yours!
Also, I reviewed your privacy policy and while I am not a lawyer, I believe your cookie popup is not unnecessary. As far as I understand GDPR, it is not necessary to ask for consent separately if the cookies you're setting are strictly used to fulfil an explicit request. Eg, if a user checks "stay logged in", you don't need to ask separately to set a "wordpress_logged_in_xxxxx" cookie; the user already gave their consent by checking the box. Same with a session cookie when they log in, or a cookie for persisting settings. Not to mention, I there's no prominent log in link, so I'm guessing you are the only one who does that, in which case you'll never be setting cookies on other people's computers anyway :)
These things still need to be described in your privacy policy, but you don't need to bother users with them; you only need the consent box when you're using cookies for something the user doesn't explicitly request, like tracking (regardless of whether it's a discrete tracking cookie or you're using their login cookie to do it). I didn't see any of these things in your website privacy policy.
Not needing to bother your readers with consent popups is a great advantage that the GDPR gives privacy-respecting websites like yours!
Thanks! That tip about the popup is good. I'll remove it.
I would be happy to link to my regular site, but I assume that people prefer Medium; I guess because of the standardized layout (which I don't love), and the ability to use apps and semantic API hooks.
There are a few series on my site that are not available on Medium [0][1][2][3][4][5]
[0] https://littlegreenviper.com/series/swiftwater/ (I republished one of these on Medium).
[1] https://littlegreenviper.com/series/spm/
[2] https://littlegreenviper.com/series/bluetooth/ (Which was actually #1 on HN for a little while -St. Paddy's Day)
[3] https://littlegreenviper.com/series/bluetooth-2/
[4] https://littlegreenviper.com/series/streaming/
[5] https://littlegreenviper.com/series/stylist/ (Which is a decade old)
I would be happy to link to my regular site, but I assume that people prefer Medium; I guess because of the standardized layout (which I don't love), and the ability to use apps and semantic API hooks.
There are a few series on my site that are not available on Medium [0][1][2][3][4][5]
[0] https://littlegreenviper.com/series/swiftwater/ (I republished one of these on Medium).
[1] https://littlegreenviper.com/series/spm/
[2] https://littlegreenviper.com/series/bluetooth/ (Which was actually #1 on HN for a little while -St. Paddy's Day)
[3] https://littlegreenviper.com/series/bluetooth-2/
[4] https://littlegreenviper.com/series/streaming/
[5] https://littlegreenviper.com/series/stylist/ (Which is a decade old)
A fun activity if you’re a Googler is to go read ancient design docs, like the original pitch for bigtable. They are pretty short for the most part, and they were written by the legends. These are the Federalist Papers of your company, they give real context to how the company arrived here. In particular I always enjoyed reading the jarring parts were they describe something that definitely did not make it into the implementation, or got removed later. It’s interesting to think about why they considered those things important enough to write down at the time.
Now that I wrote the above, it's a bit sad that there aren't many design docs for open source software, even ones that originated from companies with good design doc culture. Where's a doc that discusses alternatives considered and rejected for kubernetes or grpc?
Now that I wrote the above, it's a bit sad that there aren't many design docs for open source software, even ones that originated from companies with good design doc culture. Where's a doc that discusses alternatives considered and rejected for kubernetes or grpc?
I wrote a design doc/PRD for k8s that outlined the basic API, distributed structure and why/how it related to open source and the marketplace. I lost it when I left google. It was a google doc IIRC and wasn't checked into source control.
Someone must have shared access to find it for you though?
Those "legends" joined the company very early and had opportunities that don't exist today. Why idolize them? Some of them are not good people. There are plenty of people who would do legendary things if the company let them.
Great advice, jeffbee! hey wait a minute.
Related: https://www.joelonsoftware.com/2000/10/02/painless-functiona...
My opinion:
If you don't specify things in a separate document in the form of text and pictures, then you end up doing it anyway but ad-hoc.
Your "non-spec" now leaks into multiple tools and channels that likely don't talk to one another: emails, instant messages, file storage, notes, phone calls & discussions (AKA in your head/memory), Trello/Asana/Jira etc. and in peoples imaginations and expectations.
A specification is just the things you do anyway but instead written down in a single maintained place. You can source control it and iteratively change it. All the parties can pull it and look at it before/during/after iterations and discussions.
A spec doesn't need to be set in stone at all. It can grow/shrink/change iteratively with the thing you build. It can also define things that you specifically shouldn't do or worry about.
A "design doc" seems to be something like that with a different name?
Also a specification can help to communicate much more clearly, since you end up defining a vocabulary for processes, UI elements, technical components and so on.
Tools I find useful to do this:
- markdown + css + some tool to convert it to html/pdf
- graphviz, especially for state-machines and decision trees, I prefer output as SVG rather than PNG.
- UML diagrams or similar if applicable
My opinion:
If you don't specify things in a separate document in the form of text and pictures, then you end up doing it anyway but ad-hoc.
Your "non-spec" now leaks into multiple tools and channels that likely don't talk to one another: emails, instant messages, file storage, notes, phone calls & discussions (AKA in your head/memory), Trello/Asana/Jira etc. and in peoples imaginations and expectations.
A specification is just the things you do anyway but instead written down in a single maintained place. You can source control it and iteratively change it. All the parties can pull it and look at it before/during/after iterations and discussions.
A spec doesn't need to be set in stone at all. It can grow/shrink/change iteratively with the thing you build. It can also define things that you specifically shouldn't do or worry about.
A "design doc" seems to be something like that with a different name?
Also a specification can help to communicate much more clearly, since you end up defining a vocabulary for processes, UI elements, technical components and so on.
Tools I find useful to do this:
- markdown + css + some tool to convert it to html/pdf
- graphviz, especially for state-machines and decision trees, I prefer output as SVG rather than PNG.
- UML diagrams or similar if applicable
A design doc is not exactly a spec. It is a medium for discussion and a snapshot of what people thought at the time. They do get old pretty quickly and there's no expectation that anyone will update them (always put dates on such documents!).
I think that specs should be checked into the codebase, either through some kind of code annotation, or next to it in text files, depending on what is it that you're doing.
I think that specs should be checked into the codebase, either through some kind of code annotation, or next to it in text files, depending on what is it that you're doing.
Thank you for clarifying. My question is: when do I need a design doc, given I already have a maintained spec? Would they be used for as drafts or are they a complete separate thing?
I tend to reach for a design doc when I have (1) an ambiguous problem, (2) no obvious solution but N possible candidates, and (3) need feedback from multiple parties.
The primary functions (as people have mentioned elsewhere) are to (1) drive consensus and (2) record thought processes at the specific point in time.
The primary functions (as people have mentioned elsewhere) are to (1) drive consensus and (2) record thought processes at the specific point in time.
I think a design doc is for when you don't know enough to spec a solution.
A really nice framework for specifying a system, I've found, is the vision document from RUP. It's great for putting the user front and center, and ensuring that you're building a system that people actually want and have a realistic business case.
I find design docs really useful, even if no one else reads them, because they force me to clarify my thinking before I start the (more expensive) process of implementation.
However, I've also noticed a couple of very common problems with design docs:
- Many design docs don't clearly state the problem that the design is intended to solve. Often the best response to a design is "that problem isn't important to solve", or "there's another system that already solves this problem", or "there's a totally different approach that you should consider", but without a clear statement of the problem and why it's important to solve, it's hard to determine those kinds of things.
- People often focus too much on the details of a design, vs. the important decisions that need(ed) to be made, the alternatives and rationale for those decisions, and the assumptions that they were based on. In a year, you probably won't care that much about the details of the parameters of some API, but you probably will care a lot about why you chose that API over some other one, and it's useful to have a record of that decision.
It's useful to view a design doc as a distillation of the thought process behind a system, vs. a high-level description of how to build something.
However, I've also noticed a couple of very common problems with design docs:
- Many design docs don't clearly state the problem that the design is intended to solve. Often the best response to a design is "that problem isn't important to solve", or "there's another system that already solves this problem", or "there's a totally different approach that you should consider", but without a clear statement of the problem and why it's important to solve, it's hard to determine those kinds of things.
- People often focus too much on the details of a design, vs. the important decisions that need(ed) to be made, the alternatives and rationale for those decisions, and the assumptions that they were based on. In a year, you probably won't care that much about the details of the parameters of some API, but you probably will care a lot about why you chose that API over some other one, and it's useful to have a record of that decision.
It's useful to view a design doc as a distillation of the thought process behind a system, vs. a high-level description of how to build something.
I like the idea of design documentation, but in 30 years of software development experience, I've never seen one done well. TFA does a reasonably good job of outlining what you'd want from an ideal design document but doesn't offer any advice on creating one that actually meets these criteria.
One trick google uses is that there are 'standard' templates to start your design doc from. So it has all the sections mentioned in the post, and each section is initially filled with a description of what is needed there (and sometimes links to other supporting materials).
Not everyone will be diligent and fill out all applicable sections, but it does help bring some uniformity to the process.
Not everyone will be diligent and fill out all applicable sections, but it does help bring some uniformity to the process.
I think forcing a team to ask these questions is more important than making the document perfect. I've had too many conversations that amounted to "a React front-end, Node backend, Mondo data store is the perfect solution to this and every problem," with no other options chosen.
There's also value on having some this kind of documentation when you're bringing on new people. The project I'm currently working on started two years before I got here, and I would love to have a document that explained why, for example, we're using Active Directory instead of some other authentication mechanism.
There's also value on having some this kind of documentation when you're bringing on new people. The project I'm currently working on started two years before I got here, and I would love to have a document that explained why, for example, we're using Active Directory instead of some other authentication mechanism.
Basecamp pitches and shaping are kinda like design docs but with a lot of what I found to be lacking here? You might want a look, they they refreshingly human-readable concepts.
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OP links to a design doc template that implements the ideas it lays out:
https://www.industrialempathy.com/posts/design-doc-a-design-...
https://www.industrialempathy.com/posts/design-doc-a-design-...
Same could be said for code, right? It's a great idea, but in 30 years we've never seen code done well.
"Well" is a slippery word.
"Well" is a slippery word.
But code actually works (eventually, usually). If you don't have code, you don't have software. If you don't have a design document... it's usually the same as if you do have a design document.
In my experience, it’s not the same. Design docs allow a dialogue about the resulting code that code reviews are poorer at or less efficient at. Those conversations have saved us time and gives us confidence that the solution is the best for the problem.
I've worked at Google for a while, and a few years ago I wanted to release an open-source project. Since the code was going on Git, it made sense to throw the design there too, so I just added a DESIGN.md to the top-level of the project. This has had a remarkably nice effect: sometimes, when people make large changes to the project, they update the design to reflect the changes!
See this lovely commit as an example: https://github.com/google/stenographer/commit/d678531a3e5a87...
See this lovely commit as an example: https://github.com/google/stenographer/commit/d678531a3e5a87...
Great article. I spend a lot of my time writing design docs these days. We derive a ton of value from it.
The projects I work on are typically collaborations with several developers. It is important to all have the same vision for what we are building. A good design doc is a vehicle for a team to sync their mental models of the thing they are building.
We also often have many other teams (security, infrastructure, operations, other business units, etc) who all have a stake in what we are doing. A good design doc helps build consensus with them. The review process gives them a voice in calling out concerns. It is much easier to solve a foundational problem before any code is written.
One addition that isn't explicitly called out by the article, but I have found very valuable, is the inclusion of references. In my experience, good design docs typically include some references. Links to the docs for a piece of software we want to use, links to an AWS blog post explaining part of the architecture we want to use, links to academic papers explaining the algorithms we want to implement, etc. Good references support the design doc and help readers fill in knowledge gaps they may have.
The projects I work on are typically collaborations with several developers. It is important to all have the same vision for what we are building. A good design doc is a vehicle for a team to sync their mental models of the thing they are building.
We also often have many other teams (security, infrastructure, operations, other business units, etc) who all have a stake in what we are doing. A good design doc helps build consensus with them. The review process gives them a voice in calling out concerns. It is much easier to solve a foundational problem before any code is written.
One addition that isn't explicitly called out by the article, but I have found very valuable, is the inclusion of references. In my experience, good design docs typically include some references. Links to the docs for a piece of software we want to use, links to an AWS blog post explaining part of the architecture we want to use, links to academic papers explaining the algorithms we want to implement, etc. Good references support the design doc and help readers fill in knowledge gaps they may have.
>It is much easier to solve a foundational problem before any code is written.
This brings to mind the 1-10-100 rule. It takes 1 unit of effort to fix a problem in design It takes 10 units of effort to fix a problem during development. It takes 100 units of effort to fix a problem after going live.
This brings to mind the 1-10-100 rule. It takes 1 unit of effort to fix a problem in design It takes 10 units of effort to fix a problem during development. It takes 100 units of effort to fix a problem after going live.
Do we have any templates for design docs created by Google, Facebook, Twitter etc.,?
Not to be negative - My problem is there is no spec/standard template for design docs (like someone compared it with Blueprints). If we have a template approved by industry leaders - it will be convenient. Otherwise everyone creates them in their own way - convenient for their use cases. But this will miss the consistency and all necessary ingredients. This ends up these docs fading out with time.
Also, when design changes - these docs need to be updated. People don't do this. After a while, design docs become obsolete & overhead.
Not to be negative - My problem is there is no spec/standard template for design docs (like someone compared it with Blueprints). If we have a template approved by industry leaders - it will be convenient. Otherwise everyone creates them in their own way - convenient for their use cases. But this will miss the consistency and all necessary ingredients. This ends up these docs fading out with time.
Also, when design changes - these docs need to be updated. People don't do this. After a while, design docs become obsolete & overhead.
The canonical Google design doc template is called the Bluedoc.
An example is here: https://docs.google.com/document/d/18hYAQCTsDgaFUo-VJGhT0Uqy...
Delete everything but the headers and you have a bluedoc.
An example is here: https://docs.google.com/document/d/18hYAQCTsDgaFUo-VJGhT0Uqy...
Delete everything but the headers and you have a bluedoc.
There are also a few domain-specific headers in-use: Privacy, Ethics and Security are very common to see.
yeah, Monitoring and Logging are also common to see.
> If we have a template approved by industry leaders - it will be convenient. Otherwise everyone creates them in their own way - convenient for their use cases.
One of the more common mistakes I see in software engineering is adopting tools and processes of companies/teams that don’t look like yours. Sure, get an idea for what people in the industry are doing, but at some point you’ll need to figure out what works best for you. The needs of a spec for a company like Google are probably pretty different for a team of 10 people who are in constant communication.
One of the more common mistakes I see in software engineering is adopting tools and processes of companies/teams that don’t look like yours. Sure, get an idea for what people in the industry are doing, but at some point you’ll need to figure out what works best for you. The needs of a spec for a company like Google are probably pretty different for a team of 10 people who are in constant communication.
I think if there was a rigid spec, it would work against one of the points made early on in this doc (which I think is worth taking note of):
> Rule #1 is: Write them in whatever form makes the most sense for the particular project.
This is an unsatisfying rule, but I think it's important because each team/problem space/etc. is different and too strict of rules can often lead to documents that may end up being shallow.
However this admittedly doesn't help with this other problem you brought up:
> Also, when design changes - these docs need to be updated.
... but that may be okay given a shared understanding of what the goal of said document is. If the goal is to gain consensus around an implementation (as opposed to it being a living document), the document may have served its purpose by the time that consensus is reached, even if later on the design changes. If the goal is to have living documentation of a system, then maybe the rough format specified in this article isn't correct.
One term I've heard for design documents is that they end up being a piece in a "Decision Log", which has helped me feel less bad if the document falls out of date. These documents end up being more point-in-time representations of the collective understanding/opinions of how a specific project/system was being thought of, and that has its own advantages even if it falls out of sync.
> Rule #1 is: Write them in whatever form makes the most sense for the particular project.
This is an unsatisfying rule, but I think it's important because each team/problem space/etc. is different and too strict of rules can often lead to documents that may end up being shallow.
However this admittedly doesn't help with this other problem you brought up:
> Also, when design changes - these docs need to be updated.
... but that may be okay given a shared understanding of what the goal of said document is. If the goal is to gain consensus around an implementation (as opposed to it being a living document), the document may have served its purpose by the time that consensus is reached, even if later on the design changes. If the goal is to have living documentation of a system, then maybe the rough format specified in this article isn't correct.
One term I've heard for design documents is that they end up being a piece in a "Decision Log", which has helped me feel less bad if the document falls out of date. These documents end up being more point-in-time representations of the collective understanding/opinions of how a specific project/system was being thought of, and that has its own advantages even if it falls out of sync.
The first points here are absolutely correct. These documents are a way to communicate and get feedback (and iterate) on an idea with a group of people in your organization. Different organizations will communicate differently, and have different needs.
yes, I think it only matters for the document to be in-sync during the life of the project. Afterwards, it can be a historical record.
Does anyone know where to find real examples of design docs, possibly following this guide? I don't mean toy examples but something that's actually used by real people/orgs. My workplace has design docs but they're full of made-up words, so I'm pretty burned out by this kind of thing.
The author of Beancount (a text based accounting software) is a Googler and he recently shared https://docs.google.com/document/d/1qPdNXaz5zuDQ8M9uoZFyyFis... which is a pretty standard Google style design doc.
Deno design doc for example https://docs.google.com/document/u/0/d/1_WvwHl7BXUPmoiSeD8G8...
Thanks! That was interesting to read and gives me hope for a better workplace. So it's basically a much more thought-out Github issue/corresponding PR, would you agree?
Python's PEPs (Python Enhancement Proposals) are pretty good examples of design docs that describe the problem, proposed solution, and rationale: https://www.python.org/dev/peps/
This is one I follow related to adding multi-window support to Flutter: https://flutter.dev/go/desktop-multi-window-support
I also found some of the chromium design docs quite interesting: https://www.chromium.org/developers/design-documents
I also found some of the chromium design docs quite interesting: https://www.chromium.org/developers/design-documents
I've been a long-time user of a Google virtualization toolkit that was developed in the open. It is full of such design docs:
http://docs.ganeti.org/ganeti/master/html/#implemented-desig...
As an end user I always enjoyed reading those.
http://docs.ganeti.org/ganeti/master/html/#implemented-desig...
As an end user I always enjoyed reading those.
IIRC I saw it on leaked docs by Veritas
Author here. Let me know if you have questions or feedback.
I thought it was very helpful. I am sending it out to my manager and others on our team.
We have gone through a transition where I work, and a new product owner likes to send us implementation manuals as design docs because that's how they did things many years ago. We have been trying to get them to work in our process, and I am hoping that this article will help reinforce a change in thinking or at least help us to come to an understanding. Thank you for writing it!
Hi Malte!
Great article. I've agree that design docs are great part of what defines engineering culture at Google. I'd recommend to anybody who will listen that their company should do it also.
Lots of people in this thread were burned by waterfall-esque requirements documents or formal specification, and I'd like to point out why I think design documents (at Google at least) are different and more effective than those things.
I like to think of design docs as not an artifact produced by a project but as a communication mechanism of a team. You have an idea and you write down:
* What are you trying to do?
* Why are you doing to do it?
* How are you going to do it?
* What considerations have you made?
Then you socialize it to one or two reviewers, who ask a lot of questions, then you take it to your team, who ask (relatively fewer) questions. The socialization part is key to the entire system. As you note:
"The primary value that such reviews add is that they form an opportunity for the combined experience of the organization to be incorporated into a design. Most consistently, ensuring that designs take cross-cutting concerns such as observability, security and privacy into account is something that can be ensured in a review stage. The primary value of the review isn’t that issues get discovered per-se, but rather that this happens relatively early in the development lifecycle when it is still relatively cheap to make changes."
If I printed out your article to show people, this is the part I would highlight in yellow.
Contrast this with formal doc systems that rarely capture the "why" and "why nots". Future maintainers have a document that captures the thinking at the time, rather than trying to document the full implementation plan of a system.
Hopefully this adds some context to those who've been burnt by more traditional approaches.
edit: typos
Great article. I've agree that design docs are great part of what defines engineering culture at Google. I'd recommend to anybody who will listen that their company should do it also.
Lots of people in this thread were burned by waterfall-esque requirements documents or formal specification, and I'd like to point out why I think design documents (at Google at least) are different and more effective than those things.
I like to think of design docs as not an artifact produced by a project but as a communication mechanism of a team. You have an idea and you write down:
* What are you trying to do?
* Why are you doing to do it?
* How are you going to do it?
* What considerations have you made?
Then you socialize it to one or two reviewers, who ask a lot of questions, then you take it to your team, who ask (relatively fewer) questions. The socialization part is key to the entire system. As you note:
"The primary value that such reviews add is that they form an opportunity for the combined experience of the organization to be incorporated into a design. Most consistently, ensuring that designs take cross-cutting concerns such as observability, security and privacy into account is something that can be ensured in a review stage. The primary value of the review isn’t that issues get discovered per-se, but rather that this happens relatively early in the development lifecycle when it is still relatively cheap to make changes."
If I printed out your article to show people, this is the part I would highlight in yellow.
Contrast this with formal doc systems that rarely capture the "why" and "why nots". Future maintainers have a document that captures the thinking at the time, rather than trying to document the full implementation plan of a system.
Hopefully this adds some context to those who've been burnt by more traditional approaches.
edit: typos
My question is how do you avoid bikeshedding during this process?
The alternatives considered section is a good place to deal with it. There you can enumerate all the arguments for and against any particular thing, so you don't end up talking in circles.
Often times, the person writing the document has the most context/expertise and can provide a short explanation for why one option might be a better trade-off than another even though there are clear and logical arguments against it.
Having data also helps. IMHO, a lot of bikeshedding is uneducated conjecture, which can be put to rest with proof-of-concepts, benchmarks, level headed comparison tables, discussion notes with others in the industry etc. At my company, large reaching technological decisions often involve meeting with people with relevant experience from FAANG/others to gather information.
Often times, the person writing the document has the most context/expertise and can provide a short explanation for why one option might be a better trade-off than another even though there are clear and logical arguments against it.
Having data also helps. IMHO, a lot of bikeshedding is uneducated conjecture, which can be put to rest with proof-of-concepts, benchmarks, level headed comparison tables, discussion notes with others in the industry etc. At my company, large reaching technological decisions often involve meeting with people with relevant experience from FAANG/others to gather information.
This is great. At my company we normally create design docs, and I’ve seen each of the anti-patterns described here, along with their more informative/useful counterparts, but not seen a place that succinctly enumerates “do/don’t do” very well.
A piece of feedback - I like to include sequence diagrams along side system diagrams to detail interactions a bit. I think this serves a similar purpose to documenting the API in an informal manner, and gives a good amount of information density (I _don’t_ expect everyone to read and digest all 5-15 pages of a document, pictures help people retain what’s important and also have a small thing to refer to in the future, IMO).
A piece of feedback - I like to include sequence diagrams along side system diagrams to detail interactions a bit. I think this serves a similar purpose to documenting the API in an informal manner, and gives a good amount of information density (I _don’t_ expect everyone to read and digest all 5-15 pages of a document, pictures help people retain what’s important and also have a small thing to refer to in the future, IMO).
How do you get teams that have knowledge on a particular piece put in the work when it is not one of their goals / focusing on other things ?
What really helps here is adopting a culture of shared ownership. If a team has knowledge, your best bet is to work with them to share it with you. But if they are too busy, or otherwise unwilling, then you will be forced to move ahead without them. You can't let teams like that become a bottleneck to progress.
Similarly, if you are on a team that has important knowledge, it's really important to share that knowledge widely. Prepare lots of good resources to help spread that knowledge. Don't try to operate as gatekeepers or a cabal, instead, it's up to you to be an advocate and an activist for your knowledge. If you want other teams to respect your team's knowledge, then you need to make sure that they recognize that you have it, and that you are willing to share it. Lastly, it's best to adopt a strategy of empowerment, rather than ownership. Encourage and support consumers of your knowledge to help themselves, rather than requiring you to opine on every single question, or participate in every single design review.
All of this, of course, takes leadership, because it's a cultural practice. Leadership has to invest in having teams document and share knowledge. Leadership has to reward and recognize knowledge sharers while similarly recognizing and working with knowledge hoarders to change their ways. Leadership has to identify when a team has become a blocker on progress and either add resources, or as noted above, encourage teams to work around them. "So and so is the networking expert but he won't help us fix this problem." "Okay, I'll work on getting his time, meanwhile let me find this outside consultant or I'll give you cover to do the work yourself since they are blocking."
That last thing is your last resort, but you need to not be afraid to use it. I actually get the impression that Google suffers from that quite a bit (the existence of Principal Engineers who "squat" on problems is one I've seen discussed repeatedly by former employees, and something I've witnessed on OSS projects).
Similarly, if you are on a team that has important knowledge, it's really important to share that knowledge widely. Prepare lots of good resources to help spread that knowledge. Don't try to operate as gatekeepers or a cabal, instead, it's up to you to be an advocate and an activist for your knowledge. If you want other teams to respect your team's knowledge, then you need to make sure that they recognize that you have it, and that you are willing to share it. Lastly, it's best to adopt a strategy of empowerment, rather than ownership. Encourage and support consumers of your knowledge to help themselves, rather than requiring you to opine on every single question, or participate in every single design review.
All of this, of course, takes leadership, because it's a cultural practice. Leadership has to invest in having teams document and share knowledge. Leadership has to reward and recognize knowledge sharers while similarly recognizing and working with knowledge hoarders to change their ways. Leadership has to identify when a team has become a blocker on progress and either add resources, or as noted above, encourage teams to work around them. "So and so is the networking expert but he won't help us fix this problem." "Okay, I'll work on getting his time, meanwhile let me find this outside consultant or I'll give you cover to do the work yourself since they are blocking."
That last thing is your last resort, but you need to not be afraid to use it. I actually get the impression that Google suffers from that quite a bit (the existence of Principal Engineers who "squat" on problems is one I've seen discussed repeatedly by former employees, and something I've witnessed on OSS projects).
I know this isn't a satisfying answer, but tools like design docs or any $SoftwareDevelopmentMethodology do not help fix broken corporate governance.
Concretely here, I'd try to make solving my problem the other team's goal. E.g. by inviting them to a summit during planning season and agree on common OKRs.
Concretely here, I'd try to make solving my problem the other team's goal. E.g. by inviting them to a summit during planning season and agree on common OKRs.
Pay people for producing value. If you believe design docs have value, pay people more for writing more better ones.
Actual real design docs would be extremely helpful
Hah, design docs at Google...
I read probably hundreds of deigns docs during my 6 years at Google.
I think among them, only a handful of design docs, like < 10, are considered clear, clean, and succinct. And all of them are more or less retrospective ones summarizing a system after it's already being implemented and running for a while.
The newer design docs, which are served as actual working documents for an active projects, are no doubt primarily a process mechanism to solicit design inputs, and garner supports from stakeholders.
It is a formality to show that the project owner is willing to waste his time and to convince so-called "reviewers" about the validity of the project. The reviewers usually do not read the design doc in earnest. Only the stakeholders, like the TL of the team, potential customers, partners, would spend serious time on them. It's more or less a debate ground for stakeholders to pointing fingers at the design process. That's also why the design doc is written in Google Doc in the first place.
Once a design is "approved", it usually means from most major share holders are satisfied, to everyone is wearied down enough and the project has enough importance to actually push forward, they are OKed for implementation.
After that the design doc is largely useless, the designs laid out in the doc is usually 1) too simple that there is no need to consult design doc anyway, one can explain it in a few minutes chat; 2) too complicated that the design diverges from the actual code that the design doc offers little guidance. And very few design docs sit in between.
All in all, anything produced during a software engineering project seems all is about being a tool for organizing the human interaction process, the artifact, aside from a very high-level motivational piece, and the end result code + docs, whatever in between seems largely bears little value after the work is done.
I read probably hundreds of deigns docs during my 6 years at Google.
I think among them, only a handful of design docs, like < 10, are considered clear, clean, and succinct. And all of them are more or less retrospective ones summarizing a system after it's already being implemented and running for a while.
The newer design docs, which are served as actual working documents for an active projects, are no doubt primarily a process mechanism to solicit design inputs, and garner supports from stakeholders.
It is a formality to show that the project owner is willing to waste his time and to convince so-called "reviewers" about the validity of the project. The reviewers usually do not read the design doc in earnest. Only the stakeholders, like the TL of the team, potential customers, partners, would spend serious time on them. It's more or less a debate ground for stakeholders to pointing fingers at the design process. That's also why the design doc is written in Google Doc in the first place.
Once a design is "approved", it usually means from most major share holders are satisfied, to everyone is wearied down enough and the project has enough importance to actually push forward, they are OKed for implementation.
After that the design doc is largely useless, the designs laid out in the doc is usually 1) too simple that there is no need to consult design doc anyway, one can explain it in a few minutes chat; 2) too complicated that the design diverges from the actual code that the design doc offers little guidance. And very few design docs sit in between.
All in all, anything produced during a software engineering project seems all is about being a tool for organizing the human interaction process, the artifact, aside from a very high-level motivational piece, and the end result code + docs, whatever in between seems largely bears little value after the work is done.
Honestly I sometimes write a design doc even if no one else will read it. It can be as short as a few sentences, if needed.
The main benefit is it forces you to:
1. Think strategically, not tactically, about what you're about to build. Beyond just "I need to get this working now".
2. It makes sure you can describe what you're about to do in plain English (or plain English plus some diagrams). If you're struggling to do that it's probably a sign you need to rethink your approach.
Obviously, the organizational benefits described in the link are really important, too, but if all you've done is just 1 and 2 above that's already worth your effort.
The main benefit is it forces you to:
1. Think strategically, not tactically, about what you're about to build. Beyond just "I need to get this working now".
2. It makes sure you can describe what you're about to do in plain English (or plain English plus some diagrams). If you're struggling to do that it's probably a sign you need to rethink your approach.
Obviously, the organizational benefits described in the link are really important, too, but if all you've done is just 1 and 2 above that's already worth your effort.
The article does not point out how the system can go astray.
Design docs are great when they can in 1-2 pages describe a how an important/large/complex system will work and the tradeoffs made when designing it.
Some groups in Google confuse design docs conflated with the promotion process, and thus engineers start create long/time consuming docs for every little thing as part of building a case for promotion.
Design docs are great when they can in 1-2 pages describe a how an important/large/complex system will work and the tradeoffs made when designing it.
Some groups in Google confuse design docs conflated with the promotion process, and thus engineers start create long/time consuming docs for every little thing as part of building a case for promotion.
Great article, generating consistent design docs that are both useful and not too time-consuming to create is something I am constantly working on. One thing I struggle with is finding examples of what others are doing in the industry. Does anyone have any resources they've found that provide examples of real-world design documents? Obviously each project is different but I'd be curious if others out there are publishing their templates/outlines of what they typically start with similar to this article.
I feel like blog posts seem to serve this niche for a lot of open source projects but it would be interesting to see if anyone has found more structured examples.
I feel like blog posts seem to serve this niche for a lot of open source projects but it would be interesting to see if anyone has found more structured examples.
Frankly I think Amazon has a even heavier design culture. The designs for a new project (e.g to be launched at reinvent) could go as long as more than half year.
Does duration really measure depth of design?
Yeah some are churns from reviewers, partner teams or even politics. The depth of the design are commonly pretty deep to the ground, because Amazon has many SDE1s with relatively low hiring bars and the design need to be super detailed for a safe execution
> SDE1s with relatively low hiring bars
as an SDE1...yikes dude.
as an SDE1...yikes dude.
Sorry I mean compared to Google/FB... But that doesn’t translate to productivity though
Again, that's a major yikes. I really don't think many others like me enjoy being called, er.., dumb.
“Unstructured text, like in the form of a design doc, may be the better tool for solving problems early in a project lifecycle, as it may be more concise and easier to comprehend, and communicates the problems and solutions at a higher level than code.“
I could not agree more. I came across the concept of design docs consistently used for all projects at Uber. They were called RFCs here and they were introduced very early on. I wrote in more detail about my experience using these and how I am pretty sure they helped scale the engineering culture [1]. The most surprising thing I’ve observed is how sending these design docs out to all of engineering worked really well, until the org was over a thousand engineers.
[1] https://blog.pragmaticengineer.com/scaling-engineering-teams...
I could not agree more. I came across the concept of design docs consistently used for all projects at Uber. They were called RFCs here and they were introduced very early on. I wrote in more detail about my experience using these and how I am pretty sure they helped scale the engineering culture [1]. The most surprising thing I’ve observed is how sending these design docs out to all of engineering worked really well, until the org was over a thousand engineers.
[1] https://blog.pragmaticengineer.com/scaling-engineering-teams...
It would be great to see some actual design docs in a blog post versus a summary article with zero primary references. (A postmortem of some design docs would be incredible!).
One of the hardest things about introducing a design doc process to a team of engineers is providing concrete examples as seeds and ensuring feedback to make the process actually work. It can be really jarring to introduce the design doc philosophy to a larger team if all they've been doing is Scrum every week. Moreover, typically design docs happen at a quarterly rhythm and feedback periods can take weeks-- this slow cycle is a major impediment to consensus and learning.
All this calls for material that speaks to differentiated learning. Extolling "we do this at Google" is a leaf in the wind.
One of the hardest things about introducing a design doc process to a team of engineers is providing concrete examples as seeds and ensuring feedback to make the process actually work. It can be really jarring to introduce the design doc philosophy to a larger team if all they've been doing is Scrum every week. Moreover, typically design docs happen at a quarterly rhythm and feedback periods can take weeks-- this slow cycle is a major impediment to consensus and learning.
All this calls for material that speaks to differentiated learning. Extolling "we do this at Google" is a leaf in the wind.
> Are you unsure about the right software design, and would it make sense to spend upfront time to gain certainty?
This is a great question to ask. It's human nature to lack foresight, especially when you are under pressure from deadlines, but in the long run it saves so much time.
This is a great question to ask. It's human nature to lack foresight, especially when you are under pressure from deadlines, but in the long run it saves so much time.
>Finally, the overhead of creating and reviewing a design doc may not be compatible with prototyping and rapid iteration. However, most software projects do have a set of actually known problems. Subscribing to agile methodologies is not an excuse for not taking the time to get solutions to actually known problems right.
Here lies the biggest problem with the article. Most software projects _do not_ have a set of actually known problems. Agile exists precisely because it's hard to pin down what problems are, and you learn much more about your product with gradual experiments than with some grand, centralized design.
Unless you are totally certain about your solution, design documents don't have a place for most projects.
Here lies the biggest problem with the article. Most software projects _do not_ have a set of actually known problems. Agile exists precisely because it's hard to pin down what problems are, and you learn much more about your product with gradual experiments than with some grand, centralized design.
Unless you are totally certain about your solution, design documents don't have a place for most projects.
I don't agree with this viewpoint. Agile is about just-in-time design, not no-design.
At some point, you need to decide what the next increment you're going to build is. Before you write the code for that increment, you have by definition picked an actually known problem to solve, and for that you should write a design doc.
I think what you're objecting to is the waterfall concept that you would write a design doc that covers the whole project, rather than just designing what you're going to work on next. I can wholeheartedly agree with that objection.
However everything in the article is consistent with epic-level or story-level design. As the complexity and cost of change increase, more up-front design is appropriate. None of that is incompatible with the agile tenets of building small increments and delivering them often to make sure that they add value.
If you're lucky enough to be working in the early stages of a project with a few thousand lines of code, and little to no production data on which to maintain integrity, then the value of formal design docs goes way down. But it's important to know that you'll need them later.
At some point, you need to decide what the next increment you're going to build is. Before you write the code for that increment, you have by definition picked an actually known problem to solve, and for that you should write a design doc.
I think what you're objecting to is the waterfall concept that you would write a design doc that covers the whole project, rather than just designing what you're going to work on next. I can wholeheartedly agree with that objection.
However everything in the article is consistent with epic-level or story-level design. As the complexity and cost of change increase, more up-front design is appropriate. None of that is incompatible with the agile tenets of building small increments and delivering them often to make sure that they add value.
If you're lucky enough to be working in the early stages of a project with a few thousand lines of code, and little to no production data on which to maintain integrity, then the value of formal design docs goes way down. But it's important to know that you'll need them later.
Are you suggesting to write a design doc every sprint, e.g. two weeks?
In some sprints my team will write multiple design docs, though that's uncommon. For example, if we're building two new features, and each is self-contained. Those design docs are probably small.
In other sprints, we won't author any new docs, for example if we're implementing and shipping/demo'ing chunks of a large, complex feature for which we've already completed the technical design.
I'd suggest coupling design docs to stories/epics, not sprints.
In other sprints, we won't author any new docs, for example if we're implementing and shipping/demo'ing chunks of a large, complex feature for which we've already completed the technical design.
I'd suggest coupling design docs to stories/epics, not sprints.
While I agree, I find this common argument to have a faulty rhetorical approach. Leadership can often be allergic to allegations that there are problems that they don't know about. They can be outright defensive towards suspicions of uncertainty.
I feel there may be a better way to express the utility of rapid iteration and design-as-you-go without triggering a fight response.
I feel there may be a better way to express the utility of rapid iteration and design-as-you-go without triggering a fight response.
This is a very optimistic presentation of design docs. The flip side is that these documents can become a touchstone for bike shedding or and excuse to make slideware in lieu of software. A lot of administrative bloat can creep in through design docs.
At a medium sized company/startup that follows this pattern. It works really well.
Much better than the core platform team just going and changing a bunch of stuff every release with no documentation, which I've experienced consistently at my last job.
Much better than the core platform team just going and changing a bunch of stuff every release with no documentation, which I've experienced consistently at my last job.
IMO the ideal format for conveying this information is to show, not tell. Give me an example document and annotate it with sidenotes that describe the purpose and importance of each section.
Then we get to see how well it works, not leave it up to imagination.
Then we get to see how well it works, not leave it up to imagination.
Design docs should be written in Markdown and stored in git. The advantage here is that the git hash can be used as a legal reference, for example in the case where a contractor is expected to implement the design.
I’ve tried this and I tried just gdocs like everyone at google did. Gdocs seems better for iterating because github review ui sucks (and everyone else sucks even more). If google critique was publicly available I’d much prefer markdown for designs
The best is to get agreement on the design is gdocs and then export it to Github so that the design and code live next to each other.
We did this at a previous company in the healthcare space. It made audits easy since we could point to every instance of the design changing, who approved it, and the code that implements the change (all wrapped up in PR(s)).
In general I like checking docs into source control, for all the reasons we use git and code reviews for the code itself.
In general I like checking docs into source control, for all the reasons we use git and code reviews for the code itself.
It's important draw a distinction between a "design doc" and "documentation". tl;dr: "ought" vs "is".
A "design doc", as described in the article, is a tool to help make a decision. It's a proposal. It is "ought". It describes the state of the world at a point in time, the desired change, and how to make it. Once the decision is made and the work is begun, it's rarely updated.
"Documentation" is just the state of the world (generally "now" or "at release x.y"). It describes the design and use of the system, but has very little digression into ways it could be different. If it links to a design doc, it should be for
Once you draw this distinction, it's clear that design docs should be in something like Google Docs, while documentation should be in something like a wiki or git. It's clear why it's fine for a design doc to be out of date, but it's a big problem if documentation is. etc.
A "design doc", as described in the article, is a tool to help make a decision. It's a proposal. It is "ought". It describes the state of the world at a point in time, the desired change, and how to make it. Once the decision is made and the work is begun, it's rarely updated.
"Documentation" is just the state of the world (generally "now" or "at release x.y"). It describes the design and use of the system, but has very little digression into ways it could be different. If it links to a design doc, it should be for
Once you draw this distinction, it's clear that design docs should be in something like Google Docs, while documentation should be in something like a wiki or git. It's clear why it's fine for a design doc to be out of date, but it's a big problem if documentation is. etc.
Half the time these are written after the fact (or updated after major changes), so they're often used as shitty documentation. I don't disagree with them, in principle, but I've yet to really see the benefit of them. The adage "In preparing for battle I have always found that plans are useless, but planning is indispensable" seems to apply.
Design docs are great because writing them is aligned with the author's best interest, not just a future reader. (This is different from docs that are written after the project is complete).
Design docs help you understand the project, identify dependencies, and avoid repeating work. Then they leave a trail for future engineers of the thought process that went into the code.
Design docs help you understand the project, identify dependencies, and avoid repeating work. Then they leave a trail for future engineers of the thought process that went into the code.
This is awesome! Thanks for posting - I think I can use this where I work. I am wondering though.. how do you allocate time to work on the design doc? I'm sure sometimes it takes a day but other times it can take longer and if there's a review needed then it would take even longer. I work in a agile/scrum team - how would this work fit in there?
After reading this article I can relate it event trace (Chrome tracing) design doc form google, very succinct to the point: https://docs.google.com/document/d/1CvAClvFfyA5R-PhYUmn5OOQt...!
That is not a design doc, that is a format specification. It jumps directly to the implementation details without discussing the motivation. The reader has no way to evaluate the utility of the example JSON because the doc has not stated any use cases.
And frankly that's how most of the design docs at Google really are. They're post-facto descriptions put together for the purpose of gaining promotion.
Yes and the way you can tell is the doc title is "FooBar Design Doc" but the shortlink is "foobarforperf".
The emphasis on trade offs is the most important part for me, because it formalizes the search for alternative approaches. In the majority of my design docs, I end up swapping an “alternative” into the doc itself as I find myself more convinced by the alternative solution.
Any good examplars of docs that use this format?
Writing helps you think. In the process of creating a design doc you get clarity of thought and refinements happen.
I'd love some examples of real-world design docs.
The Ganeti virtualization toolkit which was developed internally at Google and released as free software is full of such design docs. I always enjoyed reading those as an external Ganeti user:
http://docs.ganeti.org/ganeti/master/html/#implemented-desig...
http://docs.ganeti.org/ganeti/master/html/#implemented-desig...
It's a little ironic that the author of that post created AMP...
I wonder why the "at Google" is necessary for the title. I'd be very surprised to see an organization not use some sort of design doc before building things - the only thing that would be different is the scale and scope of them.
Of course, you won't see a "Design Docs at Amazon" on the front page of HN for...some reason. Gee, I wonder why?
Of course, you won't see a "Design Docs at Amazon" on the front page of HN for...some reason. Gee, I wonder why?
> I'd be very surprised to see an organization not use some sort of design doc before building things - the only thing that would be different is the scale and scope of them.
There are companies that use agile methodologies and eschew any kind of design documentation (they kneel at the altar of working code, and working code alone). I’ve seen teams just discuss things, get a few inputs and start writing (working) code and pass it through testing. The design process exists, but there’s no document or documents for anyone to refer to. There may be high level architectural documents, but not what many people understand as “design documents”.
There are companies that use agile methodologies and eschew any kind of design documentation (they kneel at the altar of working code, and working code alone). I’ve seen teams just discuss things, get a few inputs and start writing (working) code and pass it through testing. The design process exists, but there’s no document or documents for anyone to refer to. There may be high level architectural documents, but not what many people understand as “design documents”.
I always wonder how such an approach works towards building maintainable software whose scale is not trivial. Even assuming the code is reviewed unit tested, but still without some kind of design doc guiding the overall structure, and interactions wouldn't it lead to hard to maintain software ?
At my place of work we probably wouldn’t follow this simply because we don’t love the design of Google’s products
I know this is fairly controversial, but our jobs isn't just to write code. Navigating organisations and achieving consensus between a lot of teams/technologies is a huge part of it.
Design docs are a way to get all of that out of the way _before_ writing thousands of lines of code. The review process nets significantly different feedback to code reviews too.