Domain-driven design through Eric Evans' eyes



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March 24, 2009 —  (Page 1 of 3)
In 2003, Eric Evans published the book “Domain-Driven Design: Tackling Complexity in the Heart of Software," in which he laid out the principles he believes lead to successful software development projects. We caught up with Evans to chat about domain-driven design and its place in a world already dominated by driven development of all kinds.

SD Times: How did you come up with domain-driven design?
Eric Evans: Domain-driven design isn't really a new thing. It's been one of the basic philosophies of software design for at least 20 years. It's evolved over that time. Until that book, no one had really sat down and systematized it. I'd been on a lot of interesting projects that seemed to fulfill the object model. Some were failures, some weren't.

What do you do at the end when you say you fulfilled requirements? What was it you did that couldn't have been done in COBOL? I was frustrated. I looked across that range of projects I'd worked on, and I realized there were certain patterns they followed on the more successful ones. There was a deep similarity between them. I set out to try to describe what that similarity was and how you could reproduce it.

Basically, you can look back a long way and see that people thought that models were important. That somehow, software could be constructed around models. You look back and see people were saying, "The fundamental challenge of our job is not technology. It's about the way we relate to the people who are the experts in this domain."

What are the primary aspects of domain-driven design?
I could boil it down into two or three basic things. The first is the ubiquitous language. On most projects, you'd have different people talking in different languages. Your technical people will discuss the system with a certain language. They will describe the actual functioning of the system in the same way. They will have words for the functional entities that are different from the words used by the business people. Some will know the language the business people use, so they act as interpreters for the technical people who don't know that language. You have a process broken into parts.



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