![@KevinGoldsmith
NETFLIX LEARNED FROM THIS [AMAZON] EXAMPLE,
AND ENSURED THAT FROM THE BEGINNING IT
STRUCTURED ITSELF AROUND SMALL, INDEPENDENT
TEAMS, SO THAT THE SERVICES THEY CREATED WOULD
ALSO BE INDEPENDENT FROM EACH OTHER. THIS
ENSURED THAT THE ARCHITECTURE OF THE SYSTEM
WAS OPTIMIZED FOR SPEED OF CHANGE. EFFECTIVELY,
NETFLIX DESIGNED THE ORGANIZATIONAL STRUCTURE
FOR THE SYSTEM ARCHITECTURE IT WANTED.
Sam Newman, Building Microservices
BY MICHAEL J. BENNETT [CC BY-SA 3.0 (HTTPS://
CREATIVECOMMONS.ORG/LICENSES/BY-SA/3.0)], FROM
WIKIMEDIA COMMONS](https://image.slidesharecdn.com/distributedteams-180428005446/85/Distributed-Teams-32-320.jpg)
Uploaded byKevin Goldsmith
Distributed Teams
Kevin Goldsmith discusses the challenges of distributed teams, emphasizing issues like Conway's Law and Amdahl's Law, which illustrate the need for organizational structures that align with product architectures. He offers solutions such as the Reverse Conway Maneuver, service-oriented architectures, full-stack teams, and fostering empathy among team members. Effective communication strategies are also highlighted as essential for overcoming the inherent difficulties in remote collaboration.
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Distributed Teams
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- 2. @KevinGoldsmith WHO AM I? ▸CTO @ Avvo, VPE @ Spotify, DoE @ Adobe, Dev Lead @ Microsoft, IBM ▸ Leading distributed organizations for 25 years ▸ Building agile since 2000
- 3. @KevinGoldsmith WHAT MAKES DISTRIBUTED TEAMSCHALLENGING?
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- 15. @KevinGoldsmith ORGANIZATIONS WHICH DESIGNSYSTEMS... ARE CONSTRAINED TO PRODUCE DESIGNS WHICH ARE COPIES OF THE COMMUNICATION STRUCTURES OF THESE ORGANIZATIONS. Melvin Conway CONWAY’S LAW
- 16. @KevinGoldsmith ANY PIECE OFSOFTWARE REFLECTS THE ORGANIZATIONAL STRUCTURE THAT PRODUCED IT. Conway’s Law restated
- 17. @KevinGoldsmith CONWAY’S LAW THE MIRRORINGHYPOTHESIS “…products tend to “mirror” the architectures of the organizations in which they are developed. This dynamic occurs because the organization’s governance structures, problem solving routines and communication patterns constrain the space in which it searches for new solutions. “ Exploring the Duality between Product and Organizational Architectures: A Test of the “Mirroring” Hypothesis MacCormack, Baldwin, Rusnak - Harvard Business School, 2008
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- 19. @KevinGoldsmith CONWAY’S LAW THE HOMOMORPHICFORCE ▸ “Speaking as a mathematician might, we would say that there is a homomorphism from the linear graph of a system to the linear graph of its design organization.”
- 20. @KevinGoldsmith CONWAY’S LAW HOMORPHISM In abstractalgebra, a homomorphism is a structure-preserving map between two algebraic structures (such as groups, rings, or vector spaces).
- 21. @KevinGoldsmith CONWAY’S LAW By HagmannP, Cammoun L, Gigandet X, Meuli R, Honey CJ, et al. - File:Medial surface of cerebral cortex - gyri.png, CC BY 2.5, https:// commons.wikimedia.org/w/index.php?curid=8636113
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- 23. @KevinGoldsmith ARE WE TRAPPEDBY CONWAY’S LAW?
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- 26. @KevinGoldsmith IT EASIER TOWORK WITH THE HOMOMORPHIC FORCE THAN TO FIGHT IT
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- 28. @KevinGoldsmith FIND COMMUNICATION BOTTLENECKS THATCONFLICT WITH ARCHITECTURE AND ELIMINATE THEM.
- 29. @KevinGoldsmith DESIGN THE ORGANIZATIONTO DESIGN THE ARCHITECTURE.
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- 31. @KevinGoldsmith IF THE PARTSOF AN ORGANIZATION (E.G. TEAMS, DEPARTMENTS, OR SUBDIVISIONS) DO NOT CLOSELY REFLECT THE ESSENTIAL PARTS OF THE PRODUCT, OR IF THE RELATIONSHIP BETWEEN ORGANIZATIONS DO NOT REFLECT THE RELATIONSHIPS BETWEEN PRODUCT PARTS, THEN THE PROJECT WILL BE IN TROUBLE. ... THEREFORE: MAKE SURE THE ORGANIZATION IS COMPATIBLE WITH THE PRODUCT ARCHITECTURE. James O. Coplien and Neil B. Harrison, Organizational Patterns of Agile Software Development, 2004 DEALING WITH THE HOMOMORPHIC FORCE
- 32. @KevinGoldsmith NETFLIX LEARNED FROMTHIS [AMAZON] EXAMPLE, AND ENSURED THAT FROM THE BEGINNING IT STRUCTURED ITSELF AROUND SMALL, INDEPENDENT TEAMS, SO THAT THE SERVICES THEY CREATED WOULD ALSO BE INDEPENDENT FROM EACH OTHER. THIS ENSURED THAT THE ARCHITECTURE OF THE SYSTEM WAS OPTIMIZED FOR SPEED OF CHANGE. EFFECTIVELY, NETFLIX DESIGNED THE ORGANIZATIONAL STRUCTURE FOR THE SYSTEM ARCHITECTURE IT WANTED. Sam Newman, Building Microservices BY MICHAEL J. BENNETT [CC BY-SA 3.0 (HTTPS:// CREATIVECOMMONS.ORG/LICENSES/BY-SA/3.0)], FROM WIKIMEDIA COMMONS
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- 34. THE PERFORMANCE OFTHE WHOLE IS ONLY AS FAST AS IT’S SLOWEST PART AMDAHL’S LAW (PARAPHRASED)
- 35. @KevinGoldsmith AMDAHL’S LAW SERVER CORE LIBRARY IOS/ MAC ANDROID WEB INFRASTRUCTURE
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- 39. @KevinGoldsmith SPEED UP THESLOWEST ELEMENT?
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- 42. @KevinGoldsmith WHERE ARE THEBOTTLENECKS?
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- 44. @KevinGoldsmith WE FIND STRONGEVIDENCE TO SUPPORT THE MIRRORING HYPOTHESIS. IN ALL OF THE PAIRS WE EXAMINE, THE PRODUCT DEVELOPED BY THE LOOSELY-COUPLED ORGANIZATION IS SIGNIFICANTLY MORE MODULAR THAN THE PRODUCT FROM THE TIGHTLY-COUPLED ORGANIZATION. Exploring the Duality between Product and Organizational Architectures: A Test of the “Mirroring” Hypothesis MacCormack, Baldwin, Rusnak - Harvard Business School, 2008 SERVICE-ORIENTED ARCHITECTURES
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- 51. @KevinGoldsmith TEAMS DECIDE BESTHOW TO DELIVER AGAINST THAT STRATEGY
- 52. @KevinGoldsmith USE MUTUALLY AGREEDUPON BUSINESS METRICS TO TRACK ACHIEVEMENT
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- 56. @KevinGoldsmith IS NOT THESAME AS
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- 61. @KevinGoldsmith WELL THAT ISFINE FOR YOU PEOPLE AT CORPORATE… Someone who has forgotten that the people they work with are actual humans EMPATHY WARNING SIGNS
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- 80. UTILIZE 1:1 &BROAD COMMUNICATION SOLUTIONS
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- 83. @KevinGoldsmith THE CHALLENGES CANBE OVERCOME
- 84. @KevinGoldsmith SUMMARY PROBLEMS/SOLUTIONS ▸ Conway’s Law ▸The reverse Conway Manuever ▸ Amdahl’s Law ▸ Modular architecture ▸ Full-stack teams ▸ Local decision making
- 85. @KevinGoldsmith SUMMARY PROBLEMS/SOLUTIONS ▸ Empathy ▸ Levelthe field ▸ Recognize warning signs ▸ Get together regularly ▸ Humanize ▸ Include remote individuals
- 86. @KevinGoldsmith SUMMARY PROBLEMS/SOLUTIONS ▸ Communication ▸ Usefewer channels ▸ Document Clearly
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