Things to consider before doing big refactorings in small businesses

When someone in the team advice to carry out a big refactoring, seems like a revelation made present into the room. There are the ones that look really surprised and find the proposition somewhat bold and there are others that may think “finally! someone brings this subject to the table!”

If you are lucky, the refactoring was detected on time and everybody is happy that it was discovered. Sometimes it come too late to the discussion and no one want to dig any further into this problem, and sometimes the refactoring is just a different way of doing things but no a necessarily better.

The question is which indicators we can watch to make a sound decision on putting the whole team to work on a refactoring or not. Here are some issues to have into account when that moment finally arrive.

Here I present some questions you can ask yourself and to your team to help you, which basically are based on pure common sense. You will find it ordered looked from the most technical view-point to the most business related:

Make sure the refactoring make sense

Your first task should be to dig into the technical issues surrounding the refactoring:

It is a necessary change to do?

Think (and ask to the team if they agree) if it would be better to refactor or would it better off leaving the code base as it is now. Having some smart people to throw an idea on the table doesn’t mean everybody leave the room running to implement it. Sometimes the refactor comes into play too late in the schedule and you may want to release as it is now, and schedule the refactoring on a future iteration.

Decide if the refactoring it is indeed an improvement that would unleash some new functional or non-functional requirement? or it is just a different way of doing the same? For example a big and important relational table where one of their attributes is a blob. You may want to split that table in two for better performance and improve memory consumption of server resources, but are really those non-functional requirements what need to be optimized? or do you want to do it because the software “would just work better that way”?

Will the refactoring leave the project in a pivot position?

A pivot position is a state of your project in which it is situated on a crossroads where all the paths leads you to a success scenario. So you must always prefer the project to be in a pivotal position for maximizing maneuverability, because you will never reach a dead-end, or be forced to follow a specific path to success. You must always have your options open in the presence of problems.

To illustrate the concept, some refactorings are needed because of unfilled holes into the functional specifications. To present an example in a much minor scale, suppose there is an algorithm to perform some financial calculation that you are not sure if it apply or not to a use case, then you can model it using an Strategy pattern. Here the pivotal position is having implemented the Strategy, so change will be easier when the unfilled specification hole gets actually filled. However, just proposing to change that every algorithm in your project has to be modeled as a Strategy pattern is an overkill: it is just a speculation to think that every algorithm is subject to change, even plain if-then-else logic, so a big refactoring like this is not appealing at all.

Remember the 3Ps of software engineering

The 3Ps of software engineering are:

(People, Process, Product)

Sometimes called the 4Ps if you add Project to the tern. It basically states that Project depends on how well you can control three variables: they are done by People which uses a Process to develop a Product. So for the project to be successful, you must keep healthy the people, the process used by people, and the product you are developing.

Suppose that the three variables are in harmony when no changes are made to the project, I like to think the 3Ps as a perfectly balanced 3 plate scales hanging from a triangle. When a new requirement or functionality arrives to implement, a “disturbance in the force” is generated by the environment that the team must “sense” and start working to balance it again.
Considering that you realize you need to refactor a big piece of the code base, and this will impact the whole team, you must plan wisely to avoid missing the target. First of all start with the most important, unstable and unpredictable of the three variables: the People.


  • Is there consensus that the refactoring must be carried over?
  • Will the team be more confident on making non trivial changes to the code base after that?
  • Will they deliver more quickly?
  • Will they deliver with fewer bugs?
  • Will people have longer working days?


  • Will the product improve in some aspect visible to the users (like performance or functionality) or on any other way (like extensibility or maintainability)?
  • Will the actual product or service degrade its quality of service until the refactoring is completed? For how long?
  • Will the refactoring be completed by stages, progressively? or will the product or service be modified in one shot?


  • Will the process allow the team to deviate from the usual plan to perform the refactoring?
  • Is the structure of the team or business adequate to quickly communicate the needs and changes between different roles like developers, DBAs, sysadmins, testers, users?

Supply and demand

Remember that in the market economy, the fundamental truth are given by the laws of Supply and Demand, and for any business they are as inescapable as the laws of gravity in nature. Specially if you work on a small business, chances are that you must think from time to time in the business case of proposed changes. You must asses how the refactoring will impact your business in the medium and long-term future:

  • Will the refactoring improve your capacity to supply new functionality/services/products?
  • Will the refactoring impact positively on the demand of your services/products?

Stay aligned with management in this. Ask yourself “What would I do if it were my only decision? What would I do if I’d have to bet $100,000 of my own pockets on this change? You would be surprised what you would be your answers when you carry out yourself that exercise!


When faced to do big refactorings many things must be evaluated before allowing the team to reorganise the code base of the project. IMO, the best thing you can do is: search for consensus with the team to decide if the change is appealing or not, jointly plan the effort, and analyse the business case of it.

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