I've never seen these attempts at categorizing and operationalizing system design be effective in getting people or teams to design better systems. There's an exception to basically every rule, and good system designers often break any individual rule with good reason.
You have to grow system designers the hard way. Lots of iterations, go off and write up a design, get feedback, repeat. And then dogfood the design, whoever designed it should also do the brunt of the implementation and maintenance. That forced contact with reality leads to well designed systems, and people who produce them consistently. A second order effect is a culture of valuing well designed systems, people clustering around good system designers. No one wants to be on the project that is too complicated or unlikely to work or a high maintenance burden.
Comments
I've never seen these attempts at categorizing and operationalizing system design be effective in getting people or teams to design better systems. There's an exception to basically every rule, and good system designers often break any individual rule with good reason.
You have to grow system designers the hard way. Lots of iterations, go off and write up a design, get feedback, repeat. And then dogfood the design, whoever designed it should also do the brunt of the implementation and maintenance. That forced contact with reality leads to well designed systems, and people who produce them consistently. A second order effect is a culture of valuing well designed systems, people clustering around good system designers. No one wants to be on the project that is too complicated or unlikely to work or a high maintenance burden.