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DevOpsPorto Meetup10: How and why to design your Teams for modern Software Systems by Matthew Skelton

DevOpsPorto
November 14, 2017

DevOpsPorto Meetup10: How and why to design your Teams for modern Software Systems by Matthew Skelton

Talk delivered by Matthew Skelton

DevOpsPorto

November 14, 2017
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  1. How and why to
    design your teams for
    modern software systems
    Matthew Skelton | Skelton Thatcher Consulting
    @matthewpskelton | skeltonthatcher.com
    DevOps Lisbon @DevOpsLisbon | DevOps Porto @DevOpsPorto
    13 & 14 November 2017, Portugal

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  2. Today
    • Conway’s Law (or heuristic)
    • Cognitive Load for teams
    • Real-world Team Topologies
    • Guidelines for team design

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  3. teamtopologies.com
    Upcoming book:
    Team Topologies for
    effective software systems
    by Matthew Skelton & Manuel Pais

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  4. View Slide

  5. About me
    Matthew Skelton
    @matthewpskelton
    Co-founder at
    Skelton Thatcher Consulting
    skeltonthatcher.com

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  6. Books

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  7. Team Guide series
    #Operability #BusinessMetrics #Testability #Releasability
    skeltonthatcher.com/publications

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  8. Team-first digital transformation
    30+ organisations
    UK, US, DE, India, China
    skeltonthatcher.com

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  9. View Slide

  10. How and why to
    design your teams
    for modern software
    systems

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  11. Safer, more rapid
    changes to
    software systems
    (Business Agility)

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  12. TEAM

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  13. View Slide

  14. TEAM
    capabilities
    appetite & aptitude
    understanding
    responsibilities

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  15. (assumption)
    the team is stable, slowly changing,
    and long-lived
    #NoProjects

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  16. Conway’s Law
    (or Conway’s Heuristic)

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  17. “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

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  18. “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/

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  19. “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.

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  20. homomorphic force
    (#Conway  #Yawnoc)
    HT @allankellynet
    (same) (shape)

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  21. Front-end
    developers
    Back-end
    developers

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  22. ‘Reverse Conway’
    Tobbe Gyllebring (@drunkcod)

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  23. A
    B
    A B

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  24. View Slide

  25. Design the
    organisation architecture
    to produce the right
    software architecture

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  26. Cognitive Load
    for teams

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  27. Cognitive load
    the total amount of
    mental effort being used in
    the working memory
    (see Sweller, 1988)

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  28. Cognitive load
    Intrinsic
    Extraneous (Irrelevant )
    Germane (Relevant)

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  29. ‘Hacking Your Head’: Jo Pearce
    See http://www.slideshare.net/JoPearce5/hacking-your-head-managing-information-overload-45-mix
    @jdpearce

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  30. We have SCIENCE!

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  31. 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.

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  32. “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

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  33. (not just ‘pop’ science!)

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  34. High-performing teams are
    hugely effective
    Optimise for the team

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  35. Match the team
    responsibility to the
    cognitive load that
    the team can handle

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  36. Real-world
    Team Topologies

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  37. DevOpsTopologies.com

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  38. Development & Testing
    IT Operations / Web Operations
    Anti-Type
    Database / DBA
    DevOps activity
    SRE
    Component
    Supporting (Tooling / Platform / Build)

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  39. (Can you spot an important
    team type that is missing?)

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  40. Anti-Types

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  41. Anti-Type A – Separate Silos
    devopstopologies.com
    Dev Ops

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  42. Anti-Type B – Separate DevOps Silo
    Dev Ops
    DevOps
    devopstopologies.com

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  43. devopstopologies.com
    Dev Ops
    DevOps
    Anti-Type C – “We Don’t Need Ops”

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  44. Anti-Type D – ‘DevOps’ as another Dev team
    devopstopologies.com
    Dev Ops
    DevOps

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  45. Anti-Type E – DevOps as new SysAdmin team
    devopstopologies.com
    Dev Ops
    DevOps

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  46. Anti-Type F – Ops embedded in a Dev Team
    HT: Matt Franz (@seclectech)
    devopstopologies.com
    Dev
    Ops
    DevOps

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  47. Anti-Type G – Dev-DBA gap!
    devopstopologies.com
    Dev Ops
    DBA

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  48. Types

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  49. Type 1 – Smooth Collaboration
    devopstopologies.com
    Dev Ops
    DevOps

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  50. Type 2 – Fully Embedded
    devopstopologies.com
    Dev Ops

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  51. devopstopologies.com
    Dev Ops
    DevOps
    Type 3 – Infrastructure-as-a-Service

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  52. Type 4 – DevOps-as-a-Service
    devopstopologies.com
    Dev Ops
    DevOps

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  53. devopstopologies.com
    Dev Ops
    DevOps
    Type 5 – Temporary DevOps Team

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  54. devopstopologies.com
    Dev Ops
    DevOps
    Type 6 – ‘Facilitating’ DevOps Team

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  55. Type 7 – SRE Team (Google)
    SRE
    HT: @kwdhinde
    devopstopologies.com
    Dev Ops
    DevOps

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  56. HT: @jascbu
    devopstopologies.com
    Dev Ops
    DevOps
    Type 8 – ‘Just run my Containers’

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  57. Type 9 – DB capability in Dev
    DBA
    DB Dev
    devopstopologies.com
    Dev Ops
    DevOps

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  58. Type 10 – DB as a Service
    DBaaS
    DB Dev
    devopstopologies.com
    Dev Ops
    DevOps

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  59. There is no single ‘right’ team
    topology, but several ‘bad’
    topologies for any one
    organisation

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  60. Guidelines for
    team design

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  61. Collaboration vs X-as-a-Service
    Collaboration X-as-a-Service
    devopstopologies.com

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  62. 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?

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  63. Supporting & Business Domain
    Supporting Business Domain
    devopstopologies.com

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  64. Inner Topologies
    Collaboration XaaS
    Within any group there may be
    internal collaborations AND other X-
    as-a-Service (XaaS) relationships
    devopstopologies.com

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  65. Team types
    Component team
    Platform / ’substrate’ team
    Supporting / ‘productivity’ team
    Product/Feature team
    devopstopologies.com

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  66. Team configuration
    devopstopologies.com
    Platform / ’substrate’ team
    Product/Feature team

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  67. Team configuration
    Component team
    Platform / ’substrate’ team
    Product/Feature team
    devopstopologies.com

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  68. Team configuration
    Component team
    Platform / ’substrate’ team
    Product/Feature team
    Supporting / ‘productivity’ team
    devopstopologies.com

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  69. Discovery vs. Predictability
    Team 1
    Team 2
    Team N
    Discovery, rapid learning
    Predictable delivery
    devopstopologies.com

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  70. Established platform (PaaS)
    Predictable delivery
    devopstopologies.com

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  71. Evolution of team topologies
    devopstopologies.com
    DISCOVER ESTABLISH

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  72. Evolution of team topologies
    Team 2
    Discover Discover
    Team N
    Team 3
    Use
    Use
    devopstopologies.com
    Team 1
    Establish
    Establish

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  73. Evolve different team
    topologies for different parts of
    the organisation at different
    times to match the team
    purpose and context

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  74. Summary

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  75. Front-end
    developers
    Back-end
    developers
    A
    B
    A B

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  76. Design the
    organisation architecture
    to produce the right software
    architecture

    View Slide

  77. “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

    View Slide

  78. Match the team responsibility
    to the cognitive load that the
    team can handle

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  79. DevOpsTopologies.com

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  80. There is no single ‘right’ team
    topology, but several ‘bad’
    topologies for any one
    organisation

    View Slide

  81. Team configuration
    Component team
    Platform / ’substrate’ team
    Product/Feature team
    Supporting / ‘productivity’ team
    devopstopologies.com

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  82. Evolution of team topologies
    Team 2
    Discover Discover
    Team N
    Team 3
    Use
    Use
    devopstopologies.com
    Team 1
    Establish
    Establish

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  83. Evolve different team
    topologies for different parts of
    the organisation at different
    times to match the team
    purpose and context

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  84. Caution

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  85. Team topologies
    alone will not
    produce effective
    software systems

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  86. Also needed:
    culture, good engineering,
    sane funding models,
    clarity of business vision

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  87. Safer, more rapid
    changes to
    software systems
    (Business Agility)

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  88. teamtopologies.com
    Upcoming book:
    Team Topologies for
    effective software systems
    by Matthew Skelton & Manuel Pais

    View Slide

  89. View Slide

  90. Team Guide series
    #Operability #BusinessMetrics #Testability #Releasability
    skeltonthatcher.com/publications

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  91. thank you
    Matthew Skelton & Manuel Pais
    @SkeltonThatcher
    skeltonthatcher.com

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