Why a review before the review?
Imagine a judge who must settle a dispute: you prefer your lawyers to have exchanged arguments in writing before the hearing, rather than discovering flaws in the courtroom. SKRAFT applies this principle to code review.
The problem: human review absorbs too much noise
In a classic workflow, a Pull Request reaches the human reviewer carrying:
- automatically-detectable architecture errors,
- untested edge cases that the spec should have specified,
- variable names that obscure intent.
The human reviewer spends time flagging these mechanical problems instead of focusing on real design questions.
Result: long revision cycles, costly rework, degraded Time-to-Market (TTM).
Jargon — TTM (Time-to-Market): the delay between defining a feature and its availability in production. Rework: work to be redone because it failed review.
The SKRAFT solution: filter before the human
SKRAFT inserts an AI-assisted adversarial review before code reaches a human. This review is conducted by specialised agents called reviewers, which play a devil’s advocate role:
- Each reviewer applies a different lens (architecture, readability, quality gates, test integrity).
- If the verdict is
REJECT, the executor agent must correct and resubmit — without involving a human. - Only when all verdicts are
APPROVE(orCONDITIONAL_APPROVE) does the Pull Request move to human review.
[Produced code] → [AI reviewer × 4 lenses] → [Corrections if REJECT] → [Human PR]
Jargon — lens: a specific viewpoint applied to the review (e.g. “are architecture boundaries respected?”). Gate: quality threshold that must be crossed to proceed to the next phase.
The four lenses in practice
Each lens is independent and covers a different angle:
| Lens | What it checks |
|---|---|
architecture-boundaries |
Boundaries between the Domain / Application / Infrastructure / API layers are respected |
cold-reader |
A developer encountering the code for the first time can understand the intent |
quality-gates |
Quality thresholds (Mutation Score, coverage) are met |
test-integrity |
Tests actually verify behaviour — no façade tests |
Jargon — Domain / Application / Infrastructure / API layers: the four layers of Clean Architecture as defined by Robert C. Martin. Each layer has a precise responsibility and may only depend on inner layers.
What changes in practice
| Before (without SKRAFT) | With SKRAFT |
|---|---|
| PR arrives with automatically-detectable issues | Mechanical issues are filtered before human PR |
| Human reviewer flags basic errors | Human reviewer focuses on design and business intent |
| Multiple revision cycles per story | Fewer cycles, less rework (estimated) |
What stays the same
SKRAFT does not replace human judgment. It filters noise so the human reviewer can focus on what really matters: business relevance, non-obvious design choices, user experience.
Why it works
Two well-established software-engineering observations ground this approach.
First, the earlier a defect is found, the cheaper it is to fix: a problem caught at review is far less costly than the same problem caught after merge. AI-assisted adversarial review shifts detection left, before the human even looks.
« Peer reviews are the single most effective quality practice a software organization can employ. » — Wiegers, K., Peer Reviews in Software, 2002.
Second, speed and stability are not a trade-off: the highest-performing teams ship often and break rarely, because they automate quality checks instead of deferring them to a late manual review.
« High performers understand that they don’t have to trade speed for stability or vice versa. » — Forsgren, N., Humble, J. & Kim, G., Accelerate, 2018.
SKRAFT materialises both principles: explicit gates, checked by an independent reviewer, that move defect detection upstream of human review.
Sources
« Peer reviews are the single most effective quality practice a software organization can employ. » — Wiegers, K., Peer Reviews in Software, 2002.
« High performers understand that they don’t have to trade speed for stability or vice versa. » — Forsgren, N., Humble, J. & Kim, G., Accelerate, 2018.
See also
- For decision-makers — TTM projection for executives
- Lenses — the 4 adversarial review lenses
- The pipeline — the 5 lifecycle phases