Top Mistakes Made by Software Architects

A good list of frequent mistakes made by software Architects

Bertrand Florat:

time for introspection and an analysis of the most common errors I’ve observed in architectural practices

As I read through this fantastic article, I kept nodding at each mistake because I could recognize the time I made each of them.

Being a “Seagull Architect”

Seagull Architects are highly concept-oriented but disconnected from real-world issues and complexity.

Acting Like a “Factory Worker Architect”

Some architects fall into the trap of behaving like factory workers, mechanically churning out designs, diagrams, or decisions without truly engaging with the bigger picture.

Falling Into the “Golden Hammer Syndrome”

Falling Into the “Golden Hammer Syndrome”. This issue is often exacerbated by company fossilization — when architects stay in the same company for too long without exposure to external ideas or trends. Over time, they become overly comfortable with the tools and processes they know, reluctant to explore new possibilities.

As I age in this industry, I often wonder if I'm becoming a fossil. I keep myself updated by continuous learning.

Succumbing to “Résumé-Driven Development (RDD)”

when decisions are driven more by what looks impressive on the architect’s résumé than by what is actually needed for the project. Architects guilty of RDD prioritize trendy tools, frameworks, or methodologies to boost their personal career prospects, often at the expense of practicality and project success.

I can stand upright and say I have not committed this one fatal mistake. I encourage my team to choose "boring" technologies so that we don't have to be woken up at odd hours with escalations.

Trying to be “Nostradamus”

While strategic thinking is essential, attempting to foresee and address every potential issue far in advance often leads to a lack of agility and results in rigid systems that fail to adapt to changing requirements or technologies.

Pre-mature optimization is a curse which sometimes we can't avoid, especially sitting in IT services organizations. When client demand a "google" type scaling for their startup, you can only argue to some extent. When they threaten to take the business to another org, you have to shut-up and do what the client asks.

Being trapped by the Vendor’s Siren Song

overly trusting and receptive to vendors and commercials, often in the name of "better support" or "guaranteed security." This naivety can lead to costly decisions that prioritize vendor solutions over more practical or open-source alternatives.

I see this mistake so much in 2025 with the peak GenAI siren song. Everyone goes by what the vendors say in their blogs and using their tech only to get burnt as the project goes on. When there is a tight deadline there is a temptation to go with what we read in the docs. That is the time to go with "boring" tech choices.

Lacking Competence in Non-Functional Requirements (NFR) Collection and Integration

A very important skill for Solution Architects is their ability to competently collect and account for Non-Functional Requirements (NFRs). These requirements, which define the system’s qualities rather than its functions, are critical for creating a solution that is not only functional but also robust, scalable, and adaptable to organizational needs.

NFRs are mostly not discussed but come to bite at the wrong time at the wrong places. A good architect should always lead the discussion towards NFRs and capture the details as much as possible. If a system doesn't meet NFRs it is squarely the failure of the architect in the project.