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I had my fair share in designing and building large systems. I've taken part in rewriting Uber's distributed payment systems, designing and shipping Skype on Xbox One and open-sourcing RIBs, Uber's mobile architecture framework. All of these systems had thorough designs, going through multiple iterations and had lots of whiteboarding and discussion. The designs then boiled down to a design document that was circulated for more feedback before we started building.


All of these systems were large at scale: hundreds of developers build them - or on top of them - and they power systems used by millions of people per day. They were also not just greenfield projects. The payments system rewrite had to replace two, existing payments systems, used by tens of systems and dozens of teams, all without having any business impact. Rewriting the Uber app was a project that a few hundred engineers worked simultaneously on, porting existing functionality to a new architecture.


Let me start with a few things that might sound surprising. 
First, none of these designs used any of the standard software architecture planning tools. 
We did not use UML, nor the 4+1 model, nor ADR, nor C4, nor dependency diagrams. We created plenty of diagrams, but none of them followed any strict rules. Just plain old boxes and arrows, similar this one describing information flow or this one outlining class structure and relationships between components. Two diagrams within the same design document often had a different layout and were often added and modified by different engineers.



Second, there were no architects on the teams that owned the design
. No IT architects or enterprise architects. True, neither Uber nor Skype/Microsoft have hands-off software architect positions. Engineers at higher levels, like staff engineers, are expected to still regularly code. For all the projects, we did have experienced engineers involved. However, no one person owned the architecture or design. While these experienced developers drove the design process, even the most junior team members were involved, often challenging decisions and offering other alternatives to discuss.



Third, we had practically no references to the common architecture patterns
 and other jargon referenced in common software architecture literature, such as Martin Fowler's architecture guide. No mentions of microservices, serverless architecture, application boundaries, event-driven architecture, and the lot. Some of these did come up during brainstormings. However, there was no need to reference them in the design documents themselves.



Why was our approach different from what is commonly referred to in software architecture literature? 
Actually, our approach is not that different in principle, to most architecture guides. Almost all guides suggest starting with the business problem and outlining solutions and tradeoffs: which is also what we do. What we don't do is use many of the more complex tools that many architects or architecture books advocate for. We document the design as simple as we can, using the most straightforward tools: tools like Google Docs or Office365.


I know of banks and automotive companies where developers are actively discouraged from making any architecture decisions without going up the chain, getting signoff from architects a few levels up, who are overseeing several teams. This becomes a slower process, and architects can get overwhelmed with many requests. So these architects create more formal documents, in hopes of making the system more clear, using much more of the tools the common literature describes. These documents also reinforce a top-down approach, as it is more intimidating for an engineer, who is not an architect, to question or challenge the decisions that have already b

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