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TeamTopologies.com
@TeamTopologies
Beyond the Spotify model
using Team Topologies for
organisation dynamics with software delivery
Matthew Skelton, Conflux
co-author of Team Topologies - @matthewpskelton
Agile Yorkshire, 20 March 2019, Leeds
2
3
The Spotify Model
Limitations
Team Topologies
Getting started
4
5
The Spotify model of
team design for
software delivery
6
7
Henrik Kniberg & Anders Ivarsson, 2012
https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf
8
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
9
The Spotify model has
been hugely helpful to
100s of organizations
The Spotify model
helps to...
10
11
Encourage flow
of change
12
Establish and
clarify team
responsibilities
13
Promote good
kinds of team
collaboration
14
Plan and budget
for cross-team
enablers
15
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
Limitations of the
Spotify model
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
17
There is No Spotify Model
18
Marcin Floryan, 2016
https://www.infoq.com/presentations/spotify-culture-stc
19
Software sizing
and cognitive
load
20
Heuristics for
Conway’s Law
21
Patterns for
team
interactions
22
Triggers for
change and
evolution
23
We also need to address
Software sizing and cognitive load
Heuristics for Conway’s Law
Patterns for team interactions
Triggers for change and evolution
Team Topologies
24
topology
the way in which constituent parts are
interrelated or arranged
Greek: τοπολογία (τόπος == ‘place’)
25
Team Topologies
26
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
Origins - DevOps Topologies
27
CC BY-SA devopstopologies.com
28
Philip Fisher-Ogden,
Director of Engineering at
Netflix:
“thanks for your insightful
articulations of devops
topologies. They inspired
many discussions and
helped us to think about
what model Netflix teams
could be/are using.”
https://twitter.com/philip_pfo/status/999074792123740160
29
Crystal Hirschorn,
Director of Engineering at
Condé Nast International
“Your topological models
resonated extremely well
on both the Dev and Ops
side btw! I like the balanced
arguments, e.g. different
perspectives, for each
pattern.”
https://twitter.com/cfhirschorn/status/1103387659890819073
Team Topologies
30
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
“innovative tools and concepts for
structuring the next generation
digital operating model”
Charles T. Betz, Principal Analyst, Forrester Research
31
Team Topologies for fast flow
Conway’s Law
Team-first
Thinking
Team
Interactions
Sensing for
Evolution
32
33
Software sizing
and cognitive
load
34
Team-first Thinking
35
Team-first Thinking
The team is the means of delivery
36
Team-first Thinking
Design for team cognitive load
37
Team-first Thinking
Choose boundaries for team ownership
38
Team-first Thinking
Physical and digital workspace
39
Team-first Thinking
The team is the means of delivery
Design for team cognitive load
Choose boundaries for team ownership
Physical and digital workspace
40
Heuristics for
Conway’s Law
41
Conway’s Law
42
Conway’s Law
Heuristic for ‘natural’ expected design
43
Conway’s Law
Mirroring in tech system + human system
44
Conway’s Law
Reverse Conway to mitigate worst effects
45
Conway’s Law
Constraint on solution search space
46
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
47
Patterns for
team
interactions
48
Team Interactions
49
Team Interactions
3 defined Interaction Modes
50
Team Interactions
Collaboration: 2 teams working together
51
Team Interactions
X-as-a-Service: 1 provides, 1 consumes
52
Team Interactions
Facilitating: 1 team helps another
53
Team Interactions
3 defined Interaction Modes
Collaboration: 2 teams working together
X-as-a-Service: 1 provides, 1 consumes
Facilitating: 1 team helps another
4 fundamental topologies
54
Stream-aligned team
Enabling team
Complicated Subsystem team
Platform team
4 fundamental topologies
55
Flow of change
3 core interaction modes
56
Flow of change
X-as-a-Service
Facilitating
Collaboration
57
Triggers for
change and
evolution
58
Sensing for Evolution
59
Sensing for Evolution
Not all teams in the org look the same
60
Sensing for Evolution
Discover, then push to Platform
61
Sensing for Evolution
Awkward team interactions are signals
62
Sensing for Evolution
Evolve the org with changing ecosystem
63
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
Getting started with
the Team Topologies
approach
64
Getting started
65
Explicit cognitive load
Large Conway mismatches
Team Interactions
Thinnest Viable Platform
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
66
Getting started
67
Explicit cognitive load
Large Conway mismatches
Team Interactions
Thinnest Viable Platform
Are there major mismatches between
the team interactions and the required
software / system architecture?
What could be easily adjusted?
Large Conway mismatches
68
Getting started
69
Explicit cognitive load
Large Conway mismatches
Team Interactions
Thinnest Viable Platform
What would change if we adopted the
3 team interaction patterns?
Collaboration, X-as-a-Service, Facilitating
How would teams react & behave?
Team Interactions
70
Getting started
71
Explicit cognitive load
Large Conway mismatches
Team Interactions
Thinnest Viable Platform
How is your Platform defined?
What is the thinnest platform that
could work?
What’s needed to run an support it?
Thinnest Viable Platform
72
Getting started
73
Explicit cognitive load
Large Conway mismatches
Team Interactions
Thinnest Viable Platform
Review
74
75
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
76
We also need to address
Software sizing and cognitive load
Heuristics for Conway’s Law
Patterns for team interactions
Triggers for change and evolution
Team Topologies for fast flow
Conway’s Law
Team-first
Thinking
Team
Interactions
Sensing for
Evolution
77
Getting started
78
Explicit cognitive load
Large Conway mismatches
Team Interactions
Thinnest Viable Platform
Sign up for news and tips:
TeamTopologies.com
79
Thank you!
info@teamtopologies.com
80
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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Beyond the spotify model - Team Topologies - Agile Yorkshire 2019-03-20 - Matthew Skelton