Applying Wardley Mapping to Software Architecture

We look at applying Wardley Mapping in this article by breaking down some of the essential elements. We’re continuing our series on our book “The Value Flywheel Effect.” In this article, we focus on Chapter 2.

Kicking Off Chapter 2.2: Understanding Wardley Mapping

In Chapter 2.2, we explore the nuances of Wardley mapping, a technique we’ve been honing for over a decade. It’s a powerful tool, but it can initially seem daunting, especially when introducing it within a company setting. Many people react with skepticism or confusion when first exposed to mapping, and it takes time to get comfortable with the concepts.

When we first started, we were fortunate to have a team open to experimenting with new ideas. Through trial and error, we learned valuable lessons. One effective way to convey these lessons is by discussing antipatterns—common pitfalls to avoid. Let’s delve into some of these antipatterns.

Common Antipatterns in Wardley Mapping

1. Gaming the System

• Avoid manipulating the map to push your own agenda. Wardley mapping should be a collaborative exercise, not a solo endeavor.

2. Mapping by Yourself

• While mapping alone can help clarify your thoughts, it’s essential to collaborate with others to enrich the map and avoid echo chambers.

3. Recreating an Architecture Diagram

• Wardley maps are not architecture diagrams. They should represent dependencies and components at a higher level of abstraction.

4. Overcomplicating the Map

• Keep it simple. Start with around 15-20 elements. Adding too many components can make the map unwieldy and less useful.

5. Misunderstanding Components

• Clarify what constitutes a component early on. It could be a product, a process, or a system, depending on the context.

6. Making Everything a Wardley Map

• Not every problem needs a Wardley map. Use this technique judiciously and in the right context.

7. Showing the Map to New People Without Context

• Introduce new team members gradually. Provide context and walk them through the map’s evolution.

8. Working in a Top-Down Environment

• Foster psychological safety. Encourage open dialogue and ensure everyone feels comfortable contributing.

Practical Tips for Starting with Wardley Mapping

One useful tool for beginners is the Wardley Mapping Canvas, developed by Ben Mosior from LearnWardleyMapping.com. This canvas provides a structured approach to mapping through six steps:

1. Purpose

• Define the purpose of the map. What are you trying to achieve?

2. Scope

• Narrow down the scope. What specific area or department are you focusing on?

3. Users

• Identify the users. Be as specific as possible to make it real.

4. User Needs

• Determine the needs of these users. What do they require to achieve their goals?

5. Value Chain

• Map out the dependencies. Start with a few key dependencies to keep it simple.

6. The Map

• Create the map using the identified elements, categorizing them along the axes of visibility and evolution (Genesis, Custom, Product, Utility).

Using this structured approach can help demystify Wardley mapping and make it more accessible for everyone involved.

Conclusion

Wardley mapping is a transformative tool, but it requires practice and collaboration to master. By avoiding common antipatterns and using structured tools like the Wardley Mapping Canvas, teams can unlock the full potential of this technique.

Feel free to share your thoughts or questions in the comments below. Happy mapping!