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Business and Technical Agility with Team Topologies - dealing with legacy systems - Reliance Jio - 2021-09-16

Business and Technical Agility with Team Topologies - dealing with legacy systems - Reliance Jio - 2021-09-16

From a talk at Reliance Jio

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Organizations that do not adapt rapidly to the modern, highly-changeable business environment are failing, and failing in large numbers. Increased regulation, pressures from climate change, shifting of energy sources, digitalization, and (recently) the COVID-19 pandemic are all driving a need for business agility in organizations of all sizes.

In this talk, we’ll explore how the patterns and principles from Team Topologies promote true business agility through a rapid flow of software change, fast feedback from running systems, a strong drive for loose coupling, and an awareness of sociotechnical mirroring. Combined with a product mindset and techniques from Domain-driven Design, the Team Topologies approach is helping organizations around the world to adapt to the “new normal” and achieve true business agility.

Matthew Skelton, co-author of Team Topologies, shares insights from organizations in several different industry sectors including banking, financial services, insurance, retail, and leisure.

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Matthew Skelton
PRO

September 16, 2021
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Transcript

  1. TeamTopologies.com @TeamTopologies Business and Technical Agility with Team Topologies (dealing

    with legacy systems) Matthew Skelton co-author of Team Topologies @matthewpskelton Reliance Jio - 16 September 2021
  2. 2 Manuel Pais Independent IT organizational consultant and trainer Ex-dev,

    ex-build manager, ex-tester, ex-QA lead Twitter: @manupaisable LinkedIn: manuelpais Matthew Skelton Founder at Conflux Experience as: software developer, technical director, change enabler, conference organizer... Twitter: @matthewpskelton LinkedIn: matthewskelton
  3. Team Topologies 3 Organizing business and technology teams for fast

    flow Matthew Skelton & Manuel Pais IT Revolution Press, 2019 teamtopologies.com/book
  4. “innovative tools and concepts for structuring the next generation digital

    operating model” Charles T. Betz, Principal Analyst, Forrester Research 4
  5. 5 What is business agility? Being agile, not doing ‘Agile’

    Valuable: product mindset Team Topologies examples
  6. How does Team Topologies help with business & technical agility?

    6
  7. Team Topologies encourages decoupling of business concepts to help make

    the organization more responsive
  8. Team Topologies patterns help to turn blocking compliance checks into

    self-service, flow-aligned, API-driven checks
  9. Team Topologies is partly a sense-making approach to help organizations

    gain situational awareness and therefore agility
  10. Team Topologies helps the organization to focus tightly on its

    core mission via streams and limiting team cognitive load
  11. 11 What is business agility? Being agile, not doing ‘Agile’

    Valuable: product mindset Team Topologies examples
  12. What is business agility? 12

  13. Business Agility: the ability to respond rapidly* to changing internal

    and external conditions (* in hours)
  14. 14 Photo by Daniele Levis Pelusi on Unsplash Remote-first

  15. 15 Photo by chuttersnap on Unsplash Speed of change: technology,

    climate, geopolitical
  16. 16 Photo by chuttersnap on Unsplash Increased global and local

    competition
  17. Questions to answer How would we optimize for a fast

    flow of change?
  18. Questions to answer How would we make sure we focus

    on user needs?
  19. Questions to answer How would we easily ‘course-correct’ when we

    need to adjust?
  20. 26 What is business agility? Being agile, not doing ‘Agile’

    Valuable: product mindset Team Topologies examples
  21. Being agile, not doing ‘Agile’

  22. 28 State of DevOps reports 2013 2014 2015 2016 2017

    2018 2019 Annual survey of 1000-5000 IT professionals worldwide using rigorous statistical methods 2020 2021
  23. 29 State of DevOps 2019 Analysis from responses of over

    31,000 IT professionals worldwide over 6 years “an independent view into the practices and capabilities that drive high performance” + “Four Key Metrics”
  24. 30 State of DevOps 2019 “The use of cloud… is

    predictive of software delivery performance and availability.” “High performers favor strategies that create community structures at both low and high levels in the organization...”
  25. 31 State of DevOps 2019 “Heavyweight change approval processes, such

    as change approval boards, negatively impact speed and stability. In contrast, having a clearly understood process for changes drives speed and stability, as well as reductions in burnout.”
  26. 32 State of DevOps 2019 Key technical practices • Lightweight

    change process • Real DR testing • Maintainable code • Loosely-coupled systems • Monitoring • Trunk-based development • Deployment automation
  27. Accelerate Building and Scaling High Performing Technology Organizations Nicole Forsgren,

    Jez Humble, Gene Kim IT Revolution Press, 2018 Order via stores worldwide: https://itrevolution.com/book/accelerate/ 33
  28. 34 4 key metrics: ‘Accelerate’ lead time deployment frequency Mean

    Time To Restore change fail percentage
  29. 35 State of DevOps 2021 “...principles and patterns from Team

    Topologies are helping organisations in every sector and geography become more high-performing.” https://puppet.com/resources/report/2021-state-of-devops-report/
  30. 36 Fast feedback via deployment pipelines

  31. 37 Good technical practices (TDD, …)

  32. 38 Team ownership of software & services

  33. 39 Configuration in version control (Git)

  34. 40 Cloud-native: transparent in operation

  35. 41 Cloud-native: designed for automation

  36. 43 Re-aligned architecture

  37. 45 Domain-driven design (DDD) Untangle business concepts for faster flow

  38. 47 Wardley Maps Increase situational awareness and apply the right

    techniques - custom/product/utility
  39. 49 Team Topologies Fast flow, rapid feedback, team interactions, org

    evolution, team cognitive load, ...
  40. 50 Rapid flow of change

  41. 51 Rapid feedback from running systems

  42. 52 Handovers kill flow

  43. None
  44. 54

  45. 55

  46. 56 Flow of change

  47. 🔍 Track dependencies and separate as “blocking” vs “non-blocking” 57

  48. ⏳ ⏳ Blocking Non- Blocking

  49. Remove barriers to flow: hand-offs, approval gates, manual inspections Replace

    with self-service APIs 59
  50. ⚠ Compliance mindset shift: Permitting to Enabling 60

  51. 61

  52. “What would be needed for us to be compliant with

    security/finance/PII rules with multiple, decoupled, rapid flows of change?” (Self-service APIs) Scaled Expertise 62
  53. Compliance as Code (API) 63 Flow of change Domain experts

    as Enabling team for compliance / governance
  54. 64 What is business agility? Being agile, not doing ‘Agile’

    Valuable: product mindset Team Topologies examples
  55. The value of a product mindset

  56. Product: Holistic User Experience Functionality + Design + Monetization +

    Content – Marty Cagan, 2010 66 Source: https://svpg.com/defining-product/
  57. 67

  58. 68 A product is optional to use - no-one is

    forced to use the product
  59. 69

  60. 70 A product is carefully designed and curated

  61. 71

  62. 72 A product simplifies something for users

  63. 73

  64. 74 A product evolves to take advantage of technology changes

  65. A strong focus on user needs drives good software #UX

  66. The software should ‘get out of the way’ - design

    for usability
  67. ⚠ Product Management for internal platforms 77

  68. 78

  69. 79 A platform is optional to use - no team

    is forced to use the platform
  70. Platforms must advocate for their platform product and “market” it

    to internal teams (User Personas, UX, talking...) Internal Marketing 80
  71. 81 A platform is a curated experience for engineers (the

    customers of the platform).
  72. 82 What is business agility? Being agile, not doing ‘Agile’

    Valuable: product mindset Team Topologies examples
  73. Team Topologies examples

  74. [Before Team Topologies]

  75. 85

  76. 86 Challenge Hiscox needed to increase the pace of change

    to release new products quickly into a highly competitive and fast-moving market. Solution Introduced DevOps practices and infrastructure automation
  77. 87 Results • Reduced cost per release on a major

    app by 97%. • Release cycle improved from 10 weeks per deployment to 50 deployments per week. • Reduced time per release by 89%. • Reduced staff required to release by 75%. https://www.uk.cdw.com/files/2515/3555/5104/Hiscox-Case-Study-20180411.pdf
  78. 88 https://techbeacon.com/devops/5-lessons-how-devops-cloud-reinvented-it-ops-hiscox Jonathan Fletcher, CTO at Hiscox Insurance

  79. 89 < 2015 2016 2017 data center flooded data storage

    failures 2015 POCs for cloud Infrastructure as Code - config in version control New capabilities: upskilling and awareness Ops: learn to code Dev: learn infra Migrate core UK policy admin to cloud Rework apps to be more cloud-native https://blog.weareconvivio.com/how-hiscox-insurance-adopted-agile-working-in-a-0-5bn-bet-on-the-cloud-d613955d3ef9
  80. 90 https://www.youtube.com/watch?v=V4FQjOyKwRo&feature=youtu.be&t=662

  81. 91 “DevOps has meant big improvements in reliability and visibility,

    and those lead directly to improved productivity and speed of releases. With more reliability in your delivery process, you get a faster pace of change.” Jonathan Fletcher, CTO at Hiscox Insurance https://www.uk.cdw.com/files/2515/3555/5104/Hiscox-Case-Study-20180411.pdf
  82. 92 “We decided to limit DevOpsifying to our crown jewels:

    the five applications we care about most.” Jonathan Fletcher, CTO at Hiscox Insurance https://www.uk.cdw.com/files/2515/3555/5104/Hiscox-Case-Study-20180411.pdf
  83. 93 “We moved people into roles that were more aligned

    with the business unit — “product focused” is probably the right term, as I mentioned earlier. Each product team has its own business analysts, developers, testers and other functions as needed. These teams are the masters of their own destiny, rather than trying to beg and borrow capacity from a big group function.” Jonathan Fletcher, CTO at Hiscox Insurance https://www.uk.cdw.com/files/2515/3555/5104/Hiscox-Case-Study-20180411.pdf
  84. 94 “We needed a team to evangelize and support the

    adoption of DevOps. … We created a platform services team (which I run). That team learned continuous delivery and other DevOps practices...” Jonathan Fletcher, CTO at Hiscox Insurance
  85. 95 Results • Reduced cost per release on a major

    app by 97%. • Release cycle improved from 10 weeks per deployment to 50 deployments per week. • Reduced time per release by 89%. • Reduced staff required to release by 75%. https://www.uk.cdw.com/files/2515/3555/5104/Hiscox-Case-Study-20180411.pdf
  86. Case studies in the TT book 96

  87. 97 ...

  88. Sept 2021: 24 months since publication of TT Photo by

    noor Younis on Unsplash 98
  89. Industry examples on the TT website 99

  90. 100

  91. Organizations that Matthew and Manuel have worked with since 2019...

    101
  92. A large European banking group A major cloud technology company

    GOV: Brazil, Canada, Norway, UK, US Several major telecoms companies A scale-up in Open Banking An aerospace laboratory Healthcare providers Several mortgage companies 102
  93. Case Study 103

  94. • Founded 2005 • 70 stores in the UK •

    £260m revenue • 2500 employees • 2019: changes to make IT more responsive 104
  95. High fragmentation of work and focus 105 Jan 2019

  96. Identify boundaries - business domain 106 m id-2019

  97. Team Topologies at DOES London 2019 107 Jun 2019

  98. Team Topologies for Product Managers 108 Jun 2019 “The Product

    Managers from each team took special interest in the team interaction types as it helped them to have useful, directed conversations about upcoming work, they could essentially fact-check their different roadmaps and make sure that the interactions required were lined up in advance. “ -- Andy Norton, Software Development Manager, Footasylum
  99. Align to Team Topologies concepts 109 Aug 2019

  100. Combine with Wardley Mapping 110 Jan 2020

  101. Adopt the Thinnest Viable Platform 112 Feb 2020 Static data

    fine to begin with: shops rarely move!
  102. Clarity of purpose from team types 113 Feb 2020

  103. Concepts • Stream-aligned (business domain) • Thinnest Viable Platform •

    Evolving teams and interactions • Combine with Wardley Mapping 114 teamtopologies.com/examples
  104. • Product Mgt superpowers • Effective comms during COVID-19 •

    Responsive, autonomous teams Results 115 teamtopologies.com/examples
  105. “the interaction modes defined by Team Topologies gave us real

    insight into how we could maintain effective practices, and also cross-team collaboration.“ -- Andy Norton, Software Development Manager, Footasylum 116
  106. Thanks to: Paul Martin IT Director, Footasylum Andy Norton Software

    Development Manager, Footasylum 117
  107. Dealing with legacy architectures

  108. Use loosely-coupled, logically independent, asynchronous, message-driven services. 147

  109. Use loosely-coupled, logically independent, asynchronous, message-driven services. 148 Smalltalk (1960s)

    Erlang (1980s)
  110. “...start adopting product architectures that permit work to flow in

    small, decoupled batches. These loosely coupled architectures, with stable interfaces, enable us to work in parallel on many subsystems.” - Don Reinertsen 149 The Principles of Product Development Flow: Second Generation Lean Product Development (p. 127 - Principle B15)
  111. 150 Standard, modern version control Photo by Clay Banks on

    Unsplash
  112. 151 All changes via a deployment pipeline Photo by Markus

    Winkler on Unsplash
  113. 152 4 Team Types: clarity of purpose and behavior Photo

    by Dev Benjamin on Unsplash
  114. 153 Team Interaction Modes Photo by Van Tay Media on

    Unsplash
  115. Legacy Adaptation Patterns

  116. 155 Split off services by domain (DDD) Photo by Jeremy

    Bezanger on Unsplash
  117. 156 API wrapper + outer services Photo by Brett Jordan

    on Unsplash
  118. 157 Eventual consistency Photo by NeONBRAND on Unsplash

  119. 158 Branch By Abstraction Photo by sainan wang on Unsplash

  120. https://martinfowler.com/articles/patterns-legacy-displacement/ Patterns of Legacy Displacement

  121. Case Study 160

  122. • Founded in 1847 • Insurance sector • Norway and

    Baltics • 4000 employees • Cloud/DevOps transformation 2015-now 161
  123. 2015 162 Project-based Waterfall

  124. Now: Stream-aligned 163

  125. Supporting topologies 164 Design Platform, Analytics Platform, Web Application Platform,

    CRM platform, Infrastructure platform Mainframe core system Architecture, Information Security
  126. Concepts • Stream-aligned: build & run • Supporting team types:

    clarity • Platform teams have customers: Stream-aligned teams 165
  127. Results • Digital sales: 40% growth (5 yrs) • Customer

    service: 2x digital • Claims handling: 80%+ online 166 teamtopologies.com/examples
  128. Thanks to: Christian Moe Chief Digital Officer Gjensidige Insurance 167

  129. 168 What is business agility? Being agile, not doing ‘Agile’

    Valuable: product mindset Team Topologies examples
  130. Respond rapidly to changing external and internal conditions

  131. Situational awareness, clarity of business purpose, good technical practices, localised

    decisions
  132. Strong focus on user needs and User Experience (UX), clear

    costs, viability, mission, ...
  133. Real-world examples & Dealing with legacy

  134. How does Team Topologies help with business and technical agility?

    173
  135. Team Topologies encourages decoupling of business concepts to help make

    the organization more responsive
  136. Team Topologies patterns help to turn blocking compliance checks into

    self-service, flow-aligned, API-driven checks
  137. Team Topologies is partly a sense-making approach to help organizations

    gain situational awareness and therefore agility
  138. Team Topologies helps the organization to focus tightly on its

    core mission via streams and limiting team cognitive load
  139. What’s next? 178

  140. Free Resources 180 teamtopologies.com/resources (links, slides, video) teamtopologies.com/tools (templates, assessments,

    etc)
  141. Infographics • Getting Started • In a Nutshell 181 teamtopologies.com/infographics

  142. academy.teamtopologies.com

  143. TeamTopologies.com @TeamTopologies Team Topologies Partner Program 🤝 partners@teamtopologies.com

  144. TeamTopologies.com @TeamTopologies Sign up for news and tips: TeamTopologies.com

  145. 188 Manuel Pais FlowOnRails Twitter: @manupaisable LinkedIn: manuelpais Matthew Skelton

    Conflux Twitter: @matthewpskelton LinkedIn: matthewskelton Copyright © Conflux Digital Ltd and FlowOnRails 2018-2021. All rights reserved. teamtopologies.com