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October 24, 2017
Team Topologies:
how and why to design your teams
for modern software systems
Matthew Skelton
Co-founder and Principal Consultant
Skelton Thatcher Consulting
@matthewpskelton
October 24, 2017
1.The implications of Conway’s Law for teams
2.Cognitive Load for teams
3.Effective team topologies
4.Team evolution
Takeaways – Team Topologies
October 24, 2017
Session Title
Your Name
Your Title
Your Company
Your @TwitterHandle
October 24, 2017
Session Title
Your Name
Your Title
Your Company
Your @TwitterHandle
October 24, 2017
bit.ly/addo-slack
Find me on slack, right now!
October 24, 2017
Today
• Conway’s Law (or heuristic)
• Cognitive Load for teams
• Real-world Team Topologies
• Guidelines for team design
About me
Matthew Skelton
@matthewpskelton
Co-founder at
Skelton Thatcher Consulting
skeltonthatcher.com
Books
teamtopologies.com
Upcoming book:
Team Topologies for
effective software systems
by Matthew Skelton & Manuel Pais
Team-first digital transformation
30+ organisations
UK, US, DE, India, China
skeltonthatcher.com
How and why to
design your teams
for modern software
systems
Safer, more rapid
changes to
software systems
(Business Agility)
TEAM
TEAM
capabilities
appetite & aptitude
understanding
responsibilities
(assumption)
the team is stable, slowly changing,
and long-lived
#NoProjects
Conway’s Law
(or Conway’s Heuristic)
“organizations which design
systems ... are constrained to
produce designs which are copies
of the communication structures of
these organizations”
– Mel Conway, 1968
http://www.melconway.com/Home/Conways_Law.html
“if the architecture of the system and
the architecture of the organization
are at odds, the architecture of the
organization wins”
– Ruth Malan, 2008
http://traceinthesand.com/blog/2008/02/13/conways-law/
“We find strong evidence to support
the hypothesis that a product’s
architecture tends to mirror the
structure of the organization in
which it is developed.”
– MacCormack et al, 2012
MacCormack, Alan, Carliss Y. Baldwin, and John Rusnak. ‘Exploring the Duality Between Product and Organizational Architectures: A Test of the
“Mirroring” Hypothesis’, 1 October 2012. http://www.hbs.edu/faculty/Pages/item.aspx?num=43260.
homomorphic force
(#Conway  #Yawnoc)
HT @allankellynet
(same) (shape)
Front-end
developers
Back-end
developers
‘Reverse Conway’
Tobbe Gyllebring (@drunkcod)
A
B
A B
Design the
organisation architecture
to produce the right
software architecture
Cognitive Load
for teams
Cognitive load
the total amount of
mental effort being used in
the working memory
(see Sweller, 1988)
Cognitive load
Intrinsic
Extraneous (Irrelevant )
Germane (Relevant)
‘Hacking Your Head’: Jo Pearce
See http://www.slideshare.net/JoPearce5/hacking-your-head-managing-information-overload-45-mix
@jdpearce
We have SCIENCE!
Science since 1988
• Driskell et al, 1999 ‘Does Stress Lead to a Loss of Team Perspective?’ Group Dynamics:
Theory, Research, and Practice 3, no. 4 (1999): 291.
• Fan et al, 2010 ‘Learning HMM-Based Cognitive Load Models for Supporting Human-Agent
Teamwork’. Cognitive Systems Research 11, no. 1 (2010): 108–119.
• Ilgen & Hollenbeck, 1993 ‘Effective Team Performance under Stress and Normal
Conditions: An Experimental Paradigm, Theory and Data for Studying Team Decision
Making in Hierarchical Teams with Distributed Expertise’. DTIC Document, 1993.
• Johnston et al, 2002 ‘Application of Cognitive Load Theory to Developing a Measure of
Team Decision Efficiency’. DTIC Document, 2002.
• Sweller, John, 1994 ‘Cognitive Load Theory, Learning Difficulty, and Instructional Design’.
Learning and Instruction 4 (1994): 295–312.
• Sweller, John, 1988. ‘Cognitive Load during Problem Solving: Effects on Learning’.
Cognitive Science 12, no. 2 (1988): 257–285.
“stress impacts team
performance … by narrowing or
weakening the team-level
perspective required for
effective team behavior.”
– Driskell et al, 1999
Group Dynamics: Theory, Research, and Practice 1999, Vol. 3, No. 4,291-302
(not just ‘pop’ science!)
High-performing teams are
hugely effective
Optimise for the team
Match the team
responsibility to the
cognitive load that
the team can handle
Real-world
Team Topologies
DevOpsTopologies.com
Development & Testing
IT Operations / Web Operations
Anti-Type
Database / DBA
DevOps activity
SRE
Component
Supporting (Tooling / Platform / Build)
(Can you spot an important
team type that is missing?)
Anti-Types
Anti-Type A – Separate Silos
devopstopologies.com
Dev Ops
Anti-Type B – Separate DevOps Silo
Dev OpsDevOps
devopstopologies.com
devopstopologies.com
Dev OpsDevOps
Anti-Type C – “We Don’t Need Ops”
Anti-Type D – ‘DevOps’ as another Dev team
devopstopologies.com
Dev Ops
DevOps
Anti-Type E – DevOps as new SysAdmin team
devopstopologies.com
Dev OpsDevOps
Anti-Type F – Ops embedded in a Dev Team
HT: Matt Franz (@seclectech)
devopstopologies.com
Dev
Ops
DevOps
Anti-Type G – Dev-DBA gap!
devopstopologies.com
Dev OpsDBA
Types
Type 1 – Smooth Collaboration
devopstopologies.com
Dev OpsDevOps
Type 2 – Fully Embedded
devopstopologies.com
Dev Ops
devopstopologies.com
Dev OpsDevOps
Type 3 – Infrastructure-as-a-Service
Type 4 – DevOps-as-a-Service
devopstopologies.com
Dev OpsDevOps
devopstopologies.com
Dev OpsDevOps
Type 5 – Temporary DevOps Team
devopstopologies.com
Dev OpsDevOps
Type 6 – ‘Facilitating’ DevOps Team
Type 7 – SRE Team (Google)
SRE
HT: @kwdhinde
devopstopologies.com
Dev OpsDevOps
HT: @jascbu
devopstopologies.com
Dev OpsDevOps
Type 8 – ‘Just run my Containers’
Type 9 – DB capability in Dev
DBADB Dev
devopstopologies.com
Dev OpsDevOps
Type 10 – DB as a Service
DBaaSDB Dev
devopstopologies.com
Dev OpsDevOps
There is no single ‘right’ team
topology, but several ‘bad’
topologies for any one
organisation
Guidelines for
team design
Collaboration vs X-as-a-Service
Collaboration X-as-a-Service
devopstopologies.com
Collaboration vs X-as-a-Service
Collaboration X-as-a-Service
devopstopologies.com
Rapid discovery
No hand-offs
Comms overheads?
Ownership clarity
Less context needed
Slower innovation?
Supporting & Business Domain
Supporting Business Domain
devopstopologies.com
Inner Topologies
Collaboration XaaS
Within any group there may be
internal collaborations AND other X-
as-a-Service (XaaS) relationships
devopstopologies.com
Team types
Component team
Platform / ’substrate’ team
Supporting / ‘productivity’ team
Product/Feature team
devopstopologies.com
Team configuration
devopstopologies.com
Platform / ’substrate’ team
Product/Feature team
Team configuration
Component team
Platform / ’substrate’ team
Product/Feature team
devopstopologies.com
Team configuration
Component team
Platform / ’substrate’ team
Product/Feature team
Supporting / ‘productivity’ team
devopstopologies.com
Discovery vs. Predictability
Team 1
Team 2
Team N
Discovery, rapid learning
Predictable delivery
devopstopologies.com
Established platform (PaaS)
Predictable delivery
devopstopologies.com
Evolution of team topologies
devopstopologies.com
DISCOVER ESTABLISH
Evolution of team topologies
Team 2
Discover Discover
Team N
Team 3
Use
Use
devopstopologies.com
Team 1
Establish
Establish
…
Evolve different team
topologies for different parts of
the organisation at different
times to match the team
purpose and context
Summary
Front-end
developers
Back-end
developers
A
B
A B
Design the
organisation architecture
to produce the right software
architecture
“stress impacts team
performance … by narrowing or
weakening the team-level
perspective required for
effective team behavior.”
– Driskell et al, 1999
Group Dynamics: Theory, Research, and Practice 1999, Vol. 3, No. 4,291-302
Match the team responsibility
to the cognitive load that the
team can handle
DevOpsTopologies.com
There is no single ‘right’ team
topology, but several ‘bad’
topologies for any one
organisation
Team configuration
Component team
Platform / ’substrate’ team
Product/Feature team
Supporting / ‘productivity’ team
devopstopologies.com
Evolution of team topologies
Team 2
Discover Discover
Team N
Team 3
Use
Use
devopstopologies.com
Team 1
Establish
Establish
…
Evolve different team
topologies for different parts of
the organisation at different
times to match the team
purpose and context
Caution
Team topologies
alone will not
produce effective
software systems
Also needed:
culture, good engineering,
sane funding models,
clarity of business vision
Safer, more rapid
changes to
software systems
(Business Agility)
teamtopologies.com
Upcoming book:
Team Topologies for
effective software systems
by Matthew Skelton & Manuel Pais
thank you
Matthew Skelton & Manuel Pais
@SkeltonThatcher
skeltonthatcher.com
October 24, 2017

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