These activities are best carried out by a small team staffed by cross-functional team members. Issues that are
typically architecturally significant include usability, performance, scaling, process and thread synchronization, and
distribution. The team should also include members with domain experience who can identify key abstractions. The team
should also have experience with model organization and layering. The team will need to be able to pull all these
disparate threads into a cohesive, coherent (albeit preliminary) architecture.
Because the focus of the architecture effort is shifting toward implementation issues, greater attention needs to be
paid to specific technology issues. This will force the architecture team to shift members or expand to include people
with distribution and deployment expertise (if those issues are architecturally significant). In order to understand
the potential impact of the structure on the implementation model on the ease of integration, expertise in the software
build management process is useful to have.
At the same time, it is essential that the architecture team not be composed of a large extended team. A strategy for
countering this trend is to retain a relatively small core team with a satellite group of extended team members that
are brought in as "consultants" on key issues. This structure also works well for smaller projects where
specific expertise may be borrowed or contracted from other organizations; they can be brought in as specific issues
need to be addressed.