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+---
+title: "Better design docs"
+date: 2024-06-11
+tags: [design]
+toc: true
+---
+
+**What** is a design document? **When** is it useful to have one? **How** to
+make it useful? These are the questions I'm going to address in this post. The
+goal is to provide some bite sized, easy to remember guidelines. My promise to
+you is that after this post, you'll be faster and more effective in making and
+reviewing designs.
+
+This is a written version of a talk I gave at my current employer. Since it was
+well received and helped a few folks, I decided to make it more available.
+
+## Why this?
+
+I'm not a professional technical writer. I'm not even the best writer among my
+peers. Why am I even trying to address this complex topic? Well, I happen to
+have seen lots of design docs (and written a few) over the years. Some
+excellent, some awful, and everything in between. I collected patterns and made
+my own perspective.
+
+The first goal of this is to help people struggling to write or get attention on
+their designs. My secondary goal is definitely selfish, as I'm hoping to reduce
+the percentage of design docs reviews I need to make that are physically
+painful.
+
+To be fair, I've written my fair share of painful-to-read docs. You can even
+scroll back in time in this blog to see some great examples of bad writing. The
+third goal is then to pay back some of this debt.
+
+## What is the purpose of a design doc?
+
+The answer is, as always, *it depends*. But among the various things a design
+doc could be, I'm not going to focus on:
+
+* Implementation manuals,
+* Detailed requirement documents,
+* Novels,
+* Brain dumps.
+
+These may all be valid *written documents* in certain contexts. For example, a
+detailed specification document might be necessary when writing the actual code
+is offloaded to contractors, or when specifications are legally required (e.g.
+aerospace or safety critical domains). Brain dumps are useful while
+brainstorming. Novels are a pleasure to read, and so forth.
+
+Nevertheless, the focus is here on organizations of *software engineers* that
+own software end-to-end. The goal of a design doc there is to solve a problem
+collaboratively, rather than fulfilling red tape or legal requirements. This is
+the attitude you commonly see in today's tech companies (established and
+startups alike).
+
+Design docs are also most definitely **not perfect**. We're not trying to win the
+Pulitzer prize, but solve a concrete problem in a timely and effective manner.
+
+In this context, the **key purposes** of a design doc are instead:
+
+1. **Improve the understanding** of a problem and its domain (of author and
+   reviewers).
+2. **Drive alignment**, to get to a better solution faster (and more cheaply)
+   than trial and error.
+
+Although these are the main goals that we'll use to build our guiding
+principles, good design docs come with side benefits:
+
+* Documentation: they serve as organizational memory, ease knowledge transfer
+  and onboarding.
+* Easier stakeholder communication.
+* Lower the cost of failure (a discarded design is cheaper than a discarded
+  implementation).
+* Serve as artifacts for engineers (in performance reviews).
+* Enable asynchronous discussion.
+
+Does every decision need to be a design document? Absolutely not! Smaller scope
+or easily reversible decisions might need just a simple code review or an email.
+
+## How to make a good design doc?
+
+The idea is simple: we take the two goals above and follow the implications
+logically to build the principles below. Since there's no perfect structure, and
+we don't have infinite time, we'll also need to be pragmatic in applying them.
+Sometimes not all the principles are necessary or useful, but it's still good to
+keep in mind when we deviate and why.
+
+### 1. Know your audience
+
+**Who** needs to read the document? What's their background? What are they
+worried about? The target audience of the document informs its **main focus**.
+
+For example, if the audience is internal to the team, there needs to be less
+background information and perhaps more implementation detail. For cross-team
+reviews? The focus should be on cross-team interfaces and responsibilities. For
+executives or product managers? Success metrics and business impact should be
+the main focus.
+
+Getting the audience wrong will generate more questions during reviews and waste
+precious space on the doc with unwanted details. Using the same document for two
+vastly different audiences will make them both unhappy. Split it into two
+smaller documents instead.
+
+Do your audience a favor and tailor your document to their needs. This will
+improve their understanding of the problem and solution.
+
+### 2. Timing
+
+The document should arrive in a timely manner. There's a time for designing, a
+time for experimentation and one for implementing. Outside a window of
+opportunity, design documents are no longer useful.
+
+![timing](timing.jpg)
+
+It's common advice that designs should be shared early, but there's a limit to
+it. Sharing a design before doing any experimentation might be a waste of time.
+Too many options unexplored and unclear direction. Sharing something too rough
+with a wide audience attracts brutal reviews, where the document is ripped apart
+line by line.
+
+At the same time, sharing after implementation started is too late! Changing
+direction based on feedback at this point in time is expensive and might be
+unfeasible. What's the point of the design, then? Ticking a box in your next
+performance review?
+
+### 3: Explain reasoning
+
+Explaining how a solution works is not enough. It's even more important to
+explain **why**:
+
+* **Why** do we even have a problem (worth solving)?
+* **Why** are we picking this solution?
+* What are **the alternatives** we didn't pick and **why**?
+
+Why is much more important than how. If you need to cut anything, cut
+implementation detail over reasoning and alternatives. This will improve
+understanding now, but also answer future questions of people digging and
+wondering "why didn't we do that instead?". Your future self and colleagues will
+thank you.
+
+### 4: Clear scope and abstraction level
+
+This tracks back to [#1](#1-know-your-audience), but focuses on scoping. Given
+an audience, focus on **one problem** (or class of problems) to solve and **one
+abstraction level**. Don't mix detailed requirements with implementation details.
+It will make the document too large and difficult to follow.
+
+In addition, place the document in a context: what is related work? What is the
+area, project or overarching effort? How does this work fit into the greater
+context? Add pointers to these to help place the doc logically in people's
+heads.
+
+If a document is becoming too large, **split it up!** Keep a shorter high level
+overview and add pointers to separate documents focusing on sub-parts with
+additional details. This has the additional benefit of **allowing multiple
+people to design sub-parts** (delegation) and still keep efforts in harmony. It
+also keeps the abstraction levels and scoping clear, allowing reviews from the
+right set of people on each document, as they can be different.
+
+### 5: Simple
+
+Nobody's got time to read your doc. Assume **casual reading** from busy people.
+Assume no in-depth knowledge of the topic (unless proven otherwise). Keep
+sentences short and simple. Keep the document short. Add pictures and diagrams
+whenever possible.
+
+Be kind to your reviewers and their time. You'll get quicker and better
+feedback.
+
+### 6: Important information first
+
+Reader's attention will drop after just a couple of pages. Keep the objective
+and main idea in the first page. Details, alternatives and future work should be
+at the bottom. This maximizes return over readers' attention.
+
+For example, put meeting notes, alternatives considered and implementation
+details at the bottom of the document. Keep objective, TL;DR, metadata and
+diagrams at the top.
+
+### 7: Clear status
+
+Readers should have an easy time understanding whether to provide feedback and
+to whom. Document metadata serves this purpose. Who is the author? When did they
+write it? What's the current state (under review, approved, abandoned or
+implemented)?
+
+At a minimum, there should be:
+
+* Owners
+* Date of last update
+* Review / implementation status
+* Link to bugs (e.g. Jira issues)
+
+When you come across an old doc you own, take the time to update its metadata
+when necessary.
+
+### 8: Data and metrics
+
+If the problem is not self-evident, quantify it. **How much** of a problem is
+it? Define **success metrics** and predict the **impact** of the solution (e.g.
+x% faster, \$\$ saved per year, etc.).
+
+This is not always relevant or feasible, but very important for more expensive
+and broader scope efforts (e.g. when multiple teams are involved). Also keep in
+mind that executives love numbers on things they review.
+
+### 9: Good title (bonus)
+
+Having a memorable title is a nice plus. It will help people remember and refer
+to it more easily. It can also prime the reader towards the proposed solution.
+You can think of the title as prime real estate on the document, so it should be
+used wisely.
+
+For example, consider a document aimed to solve observability issues in a
+service. The idea is to get SRE involved in a subset of the service. Compare
+these two titles:
+
+1. Addressing noisy alerts in ServiceX
+2. ServiceX monitoring responsibilities: TeamX and SRE
+
+While the first version talks about a symptom, the second version already
+suggests what the proposal is. This will prime the reader to look into where the
+responsibilities are shifted, which is the most important part.
+
+## Efficient creation process
+
+How do you go from a blank page to something good enough to guide an
+implementation? The mistake most people make here is to simply sit on the design
+and refine it for weeks or months before sharing. By that point, the idea and
+its implementation became too precious. Too much time was invested, and it's too
+expensive and emotionally distressing for the author to part away from their
+child.
+
+Documents designed for too long tend to result in charged reviews. On the one
+hand, authors are very invested in the idea, on the other, their isolation from
+reviewers will oftentimes lead to suboptimal proposals. This generates many
+questions and comments asking for changes, especially when the audience is
+broad. The discussion might become heated.
+
+What is the mistake here? The problem is considering that a design is "done
+once", perfected and then presented to the target audience (waterfall model).
+Reviewers are treated as gatekeepers. They should approve or object to the
+design during that latter phase.
+
+Sharing a document with everyone before it's ready is also problematic, because
+you will likely still get too much feedback from many people, and it might be
+distracting and useless. This is the more true, the broader the target audience.
+
+![process](process.png)
+
+The better way to design something is to iterate on both document and target
+audience:
+
+1. Discuss
+2. Dump knowledge
+3. Organize
+4. Share with a few (more)
+5. Iterate, incorporate comments (go to #2)
+6. Maintain until the implementation is finished, then archive
+
+Ideally, authors should not spend more than a few hours on a document before
+sharing. Terrible ideas will be weeded out at early iterations, while the
+document is not polished.
+
+In case formal review and approval is necessary, this can be done during later
+iterations of the document, when most of the target audience has already seen
+and discussed it. This ensures painless review processes.
+
+## Structure
+
+There's no perfect structure. You'll see that different formats are used or even
+imposed in different companies. I personally don't think imposing a structure is
+useful, except for more inexperienced teams and authors, or in companies where
+reviews are very formalized and structured.
+
+My personal go-to starter structure for a technical design is the following:
+
+* Title + metadata (author, date, status, issue link)
+* Objective
+* Requirements
+* Background
+* Proposal
+* Alternatives considered
+
+From this structure, I will add or remove sections depending on the domain and
+audience. I might e.g. put more emphasis in security considerations and
+therefore add a specific section for that.
+
+Note also that this structure will not work for retrospectives, nor project
+proposals, where the emphasis is on different points (the past in the former,
+the responsibilities and problem analysis in the latter).
+
+## Alternatives
+
+### Amazon's 6-pager
+
+The famous [Amazon's
+6-pager](https://writingcooperative.com/the-anatomy-of-an-amazon-6-pager-fc79f31a41c9)
+comes with a prescribed structure and length. The prose is basically a wall of
+text without links, nor pictures (except for the appendix). The review is a
+formalized meeting where leads read print-outs of the document. The focus is
+really on an in-person, synchronous review, which requires lots of preparation
+and can be painful. The differences stop there. The approach is the same as the
+one I described: focus on the audience, clarity and simplicity, reasoning.
+
+I personally prefer asynchronous and incremental reviews, as these tend to be
+cheaper and less emotionally charged. However, given how successful Amazon is,
+their approach is clearly working as well :)
+
+### Architecture Decision Records
+
+An alternative is [Architecture Decision
+Records](https://www.cognitect.com/blog/2011/11/15/documenting-architecture-decisions)
+(ADRs). The focus here is on the decision being made and its consequences. The
+proposed structure is: context, decision, status and consequences. I really like
+the approach because it's very simple. What are you changing, how, and what is
+the expected result? What is becoming easier, and what harder as a consequence?
+ADRs help to make decisions but also serve as documentation for the future.
+
+The only thing I'm missing from ADRs is the discussion about alternative options
+and why they weren't picked. They can nevertheless serve as a very good starting
+point for a design document.
+
+### Do nothing
+
+The most important alternative, I would always like to see in a design, is the
+default “do nothing" option. I'm going to add it here as well: what about not
+using design docs at all? Doing decisions through very small, incremental
+changes that can be discussed within a team, or having a lead making those
+decisions. One prominent proponent of this idea is 37 Signals, which
+[suggests](https://basecamp.com/gettingreal/11.2-dont-do-dead-documents) not
+using designs at all and if anything, “this process shouldn't take more than one
+day". The focus is on mocks and coding.
+
+There are areas where this can work just fine, especially with [two-way
+doors](https://aws.amazon.com/executive-insights/content/how-amazon-defines-and-operationalizes-a-day-1-culture/)
+decisions, or UI changes for an App. I didn't find this working well enough when
+decisions impact multiple teams or are not easily reversible. For example,
+security or data protection changes cannot be made without deliberate
+discussions. Large architectural changes or new technologies also require
+scrutiny and discussion. Failing that, organizations will rely on decisions
+being made by the quickest person implementing them, or leaders in an
+untransparent way. Both of which result in suboptimal and sometimes disastrous
+results. A common example of that is introducing a new technology just for
+someone to learn it, rather than solving a real problem. We all know how this
+ends: people introducing this new technology leave and the remaining are stuck
+with an inconsistent architecture. This can repeat multiple times, until the
+result is so unnecessarily complex, that every successive change requires a lot
+of discussion or is plain impossible. If design docs are not used here either,
+this means many repetitive meetings and slow progress.
+
+## Conclusions
+
+Design documents should not be a pain to read and write. They should not slow
+people down, nor make them feel stupid. They should be used as a
+[shift-left](https://en.wikipedia.org/wiki/Shift-left_testing) tool to iterate
+on ideas collaboratively, efficiently and transparently. Furthermore, serve as
+an accelerator for quality and knowledge sharing.
+
+To facilitate moving from painful to useful, keep in mind the following key goals of a doc:
+
+* Facilitate understanding.
+* Drive alignment.
+
+Translate that into practice by paying attention to the following principles:
+
+1. Know your audience
+2. Get the timing right
+3. Explain reasoning, discuss alternatives
+4. Keep scope and abstraction level consistent
+5. Keep it simple and short
+6. Put important information first
+7. Add metadata
+8. Use data and metrics to help quantify problems and solutions (when necessary)
+9. Come up with a memorable title
+
+Obviously, this is coming from my own experience. Your mileage may vary and so
+forth. I would be definitely curious to hear different opinions on the matter!
+
+## References
+
+In writing this, I also took inspiration from the following references:
+
+* Scott Adams, [The day you became a better
+  writer](https://web.archive.org/web/20230521020635/https://dilbertblog.typepad.com/the_dilbert_blog/2007/06/the_day_you_bec.html).
+* [Design docs at
+  Google](https://www.industrialempathy.com/posts/design-docs-at-google/).
+* [Kubernetes KEP
+  process](https://github.com/kubernetes/enhancements/blob/91fb85c4084bcc89d524fd9d8cd4152e7577b65d/keps/README.md).
+* [Rust RFC process](https://github.com/rust-lang/rfcs).
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