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Beyond the spotify model - Team Topologies - TechLeadsNW meetup 2019-02-27 - Matthew Skelton

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For effective, modern, cloud-connected software systems we need to organize our teams in certain ways. Taking account of Conway's Law, we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes.

This talk will cover the basics of organization design using Team Topologies, exploring a selection of key team types and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on the forthcoming 2019 book Team Topologies and first-hand experience helping companies around the world with the design of their technology teams.

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Beyond the spotify model - Team Topologies - TechLeadsNW meetup 2019-02-27 - Matthew Skelton

  1. 1. TeamTopologies.com @TeamTopologies Beyond the Spotify model using Team Topologies for organisation design with software delivery Matthew Skelton, Conflux co-author of Team Topologies TLNW meetup, 27 February 2019, Manchester
  2. 2. 2 The Spotify Model Limitations Team Topologies Getting started
  3. 3. 3
  4. 4. 4
  5. 5. The Spotify model of team design for software delivery 5
  6. 6. 6 Henrik Kniberg & Anders Ivarsson, 2012 https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf
  7. 7. 7 The Spotify model Squad: semi-autonomous delivery team Tribe: family of Squads - related work Chapter: line management within a Tribe Guild: cross-Tribe interest/specialist group
  8. 8. 8 The Spotify model has been hugely helpful to 100s of organizations
  9. 9. The Spotify model helps to... 9
  10. 10. 10 Encourage flow of change
  11. 11. 11 Establish and clarify team responsibilities
  12. 12. 12 Promote good kinds of team collaboration
  13. 13. 13 Plan and budget for cross-team enablers
  14. 14. 14 The Spotify model helps to Encourage flow of change Establish and clarify team responsibilities Promote good kinds of team collaboration Plan and budget for cross-team enablers
  15. 15. Limitations of the Spotify model 15
  16. 16. “This article is only a snapshot of our current way of working - a journey in progress, not a journey completed. By the time you read this, things have already changed.” - Kniberg & Ivarsson 16
  17. 17. There is No Spotify Model 17 Marcin Floryan, 2016 https://www.infoq.com/presentations/spotify-culture-stc
  18. 18. 18 Software sizing and cognitive load
  19. 19. 19 Heuristics for Conway’s Law
  20. 20. 20 Patterns for team interactions
  21. 21. 21 Triggers for change and evolution
  22. 22. 22 We also need to address Software sizing and cognitive load Heuristics for Conway’s Law Patterns for team interactions Triggers for change and evolution
  23. 23. Team Topologies 23
  24. 24. Team Topologies 24 Research over 5 years across multiple industry sectors Informed by 50+ peer-reviewed journal articles 30+ client organizations - consulting and training since 2013 with orgs in CN, EU, IN, US, UK, + Book: 12+ case studies from well-known organizations
  25. 25. Origins - DevOps Topologies 25 CC BY-SA devopstopologies.com
  26. 26. Team Topologies 26 Organizing business and technology teams for fast flow Matthew Skelton and Manuel Pais Publication date: Sept 2019 IT Revolution Press Pre-order from Amazon.com: https://teamtopologies.com/book
  27. 27. “innovative tools and concepts for structuring the next generation digital operating model” 27
  28. 28. Team Topologies for fast flow Conway’s Law Team-first Thinking Team Interactions Sensing for Evolution 28
  29. 29. 29 Software sizing and cognitive load
  30. 30. 30 Team-first Thinking
  31. 31. 31 Team-first Thinking The team is the means of delivery
  32. 32. 32 Team-first Thinking Design for team cognitive load
  33. 33. 33 Team-first Thinking Choose boundaries for team ownership
  34. 34. 34 Team-first Thinking Physical and digital workspace
  35. 35. 35 Team-first Thinking The team is the means of delivery Design for team cognitive load Choose boundaries for team ownership Physical and digital workspace
  36. 36. 36 Heuristics for Conway’s Law
  37. 37. 37 Conway’s Law
  38. 38. 38 Conway’s Law Heuristic for ‘natural’ expected design
  39. 39. 39 Conway’s Law Mirroring in tech system + human system
  40. 40. 40 Conway’s Law Reverse Conway to mitigate worst effects
  41. 41. 41 Conway’s Law Constraint on solution search space
  42. 42. 42 Conway’s Law Heuristic for ‘natural’ expected design Mirroring in tech system + human system Reverse Conway to mitigate worst effects Constraint on solution search space
  43. 43. 43 Patterns for team interactions
  44. 44. 44 Team Interactions
  45. 45. 45 Team Interactions 3 defined Interaction Modes
  46. 46. 46 Team Interactions Collaboration: 2 teams working together
  47. 47. 47 Team Interactions X-as-a-Service: 1 provides, 1 consumes
  48. 48. 48 Team Interactions Facilitating: 1 team helps another
  49. 49. 49 Team Interactions 3 defined Interaction Modes Collaboration: 2 teams working together X-as-a-Service: 1 provides, 1 consumes Facilitating: 1 team helps another
  50. 50. 4 fundamental topologies 50 Stream-aligned team Enabling team Complicated Subsystem team Platform team
  51. 51. 4 fundamental topologies 51 Flow of change
  52. 52. 3 core interaction modes 52 Flow of change X-as-a-Service Facilitating Collaboration
  53. 53. 53 Triggers for change and evolution
  54. 54. 54 Sensing for Evolution
  55. 55. 55 Sensing for Evolution Not all teams in the org look the same
  56. 56. 56 Sensing for Evolution Discover, then push to Platform
  57. 57. 57 Sensing for Evolution Awkward team interactions are signals
  58. 58. 58 Sensing for Evolution Evolve the org with changing ecosystem
  59. 59. 59 Sensing for Evolution Not all teams in the org look the same Discover, then push to Platform Awkward team interactions are signals Evolve the org with changing ecosystem
  60. 60. Getting started with the Team Topologies approach 60
  61. 61. Getting started 61 Explicit cognitive load Large Conway mismatches Team Interactions Thinnest Viable Platform
  62. 62. How well can the team as a unit “grok” the systems they own and develop? Push some things into a Platform? Are skills or capabilities missing? Explicit cognitive load 62
  63. 63. Getting started 63 Explicit cognitive load Large Conway mismatches Team Interactions Thinnest Viable Platform
  64. 64. Are there major mismatches between the team interactions and the required software / system architecture? What could be easily adjusted? Large Conway mismatches 64
  65. 65. Getting started 65 Explicit cognitive load Large Conway mismatches Team Interactions Thinnest Viable Platform
  66. 66. What would change if we adopted the 3 team interaction patterns? Collaboration, X-as-a-Service, Facilitating How would teams react & behave? Team Interactions 66
  67. 67. Getting started 67 Explicit cognitive load Large Conway mismatches Team Interactions Thinnest Viable Platform
  68. 68. How is your Platform defined? What is the thinnest platform that could work? What’s needed to run an support it? Thinnest Viable Platform 68
  69. 69. Getting started 69 Explicit cognitive load Large Conway mismatches Team Interactions Thinnest Viable Platform
  70. 70. Review 70
  71. 71. 71 The Spotify model helps to Encourage flow of change Establish and clarify team responsibilities Promote good kinds of team collaboration Plan and budget for cross-team enablers
  72. 72. 72 We also need to address Software sizing and cognitive load Heuristics for Conway’s Law Patterns for team interactions Triggers for change and evolution
  73. 73. Team Topologies for fast flow Conway’s Law Team-first Thinking Team Interactions Sensing for Evolution 73
  74. 74. Getting started 74 Explicit cognitive load Large Conway mismatches Team Interactions Thinnest Viable Platform
  75. 75. Sign up for news and tips: TeamTopologies.com 75
  76. 76. Thank you! info@teamtopologies.com 76 Matthew Skelton, Conflux @matthewpskelton Manuel Pais, Independent @manupaisable Copyright © Conflux Digital Ltd 2018-2019. All rights reserved. Registered in England and Wales, number 10890964 Icons made by Freepick from www.flaticon.com - used under license

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