Hero Pattern
One popular solution to the operation issue is a Hero who can and often will manage the bulk of the operational needs. The Hero Pattern can work in a small environment when one individual has the talent and capacity to understand an entire system, including the many nuances required to keep it functioning properly. For a large system of many components this approach does not scale, yet it is one of the most frequently-deployed solutions.
The Hero often understands service dependencies when no formal specification exists, remembers how to toggle features on and off or knows about systems everyone else has forgotten. The Hero is crucial but the Hero should not be an individual.
I believe the best solution to the Hero Pattern is automation. However, it also helps simply to rotate individuals from team to team if the organization has the capacity. In banking, it’s sometimes mandatory to take vacation so any “I’ll just run this from my workstation” activities can be brought to light.
Scalability Worst Practices [InfoQ]
Lately I’ve faced this pattern, or maybe anti-pattern, more times than I ‘d like to, either for lingering around a “hero” or even being one. My experience tells me that Agile practices like Scrum, although never addressing it explicitly, when properly implemented can minimize this problem.
