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Business and Technical Agility with Team Topologies - DevOps Manchester - 2021-09-15

Business and Technical Agility with Team Topologies - DevOps Manchester - 2021-09-15

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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From a talk at DevOps Manchester meetup group on 15 Sept 2021

F3b97b9b66add9d83e6438ffc1665181?s=128

Matthew Skelton
PRO

September 14, 2021
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Transcript

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

    Skelton co-author of Team Topologies @matthewpskelton DevOps Manchester meetup - 15 Sept 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. digital

  18. “Digital”: 1 18 Rapidly-developed services accessed via personal compute devices

  19. “Digital”: 2 19 Rich telemetry for existing processes provided via

    software and sensors
  20. “Digital”: 3 20 Highly effective ways of working discovered &

    evolved through 1 and 2
  21. Questions to answer How would we optimize for a fast

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

    on user needs?
  23. Questions to answer How would we produce the right thing

    in the right way at the right time?
  24. Questions to answer How would we easily ‘course-correct’ when we

    need to adjust?
  25. Questions to answer How would we maximize our chances of

    finding new opportunities for innovation?
  26. 26 What is business agility? Being agile, not doing ‘Agile’

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

  28. 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
  29. 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”
  30. 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...”
  31. 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.”
  32. 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
  33. 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
  34. 34 4 key metrics: ‘Accelerate’ lead time deployment frequency Mean

    Time To Restore change fail percentage
  35. 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/
  36. 36 Fast feedback via deployment pipelines

  37. 37 Good technical practices (TDD, …)

  38. 38 Team ownership of software & services

  39. 39 Configuration in version control (Git)

  40. 40 Cloud-native: transparent in operation

  41. 41 Cloud-native: designed for automation

  42. 42 Continuous testing performance scanning deployment monitoring right-sizing integration

  43. 43 Re-aligned architecture

  44. 44 Domain-driven design (DDD)

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

  46. 46 Wardley Maps

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

    techniques - custom/product/utility
  48. 48 Team Topologies

  49. 49 Team Topologies Fast flow, rapid feedback, team interactions, org

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

  51. 51 Rapid feedback from running systems

  52. 52 Handovers kill flow

  53. None
  54. 54

  55. 55

  56. 56 Flow of change

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

  58. ⏳ ⏳ Blocking Non- Blocking

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

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

  61. 61

  62. “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
  63. Compliance as Code (API) 63 Flow of change Domain experts

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

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

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

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

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

    forced to use the product
  69. 69

  70. 70 A product is carefully designed and curated

  71. 71

  72. 72 A product simplifies something for users

  73. 73

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

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

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

    for usability
  77. ⚠ Product Management for internal platforms 77

  78. 78

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

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

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

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

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

  84. Case studies in the TT book 84

  85. 85 ...

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

    noor Younis on Unsplash 86
  87. Industry examples on the TT website 87

  88. 88

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

    89
  90. 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 90
  91. Case Study 91

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

    £260m revenue • 2500 employees • 2019: changes to make IT more responsive 92
  93. High fragmentation of work and focus 93 Jan 2019

  94. Identify boundaries - business domain 94 m id-2019

  95. Team Topologies at DOES London 2019 95 Jun 2019

  96. Team Topologies for Product Managers 96 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
  97. Align to Team Topologies concepts 97 Aug 2019

  98. Combine with Wardley Mapping 98 Jan 2020

  99. Focus on bounded contexts in Platform 99 Feb 2020

  100. Adopt the Thinnest Viable Platform 100 Feb 2020 Static data

    fine to begin with: shops rarely move!
  101. Clarity of purpose from team types 101 Feb 2020

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

    Evolving teams and interactions • Combine with Wardley Mapping 102 teamtopologies.com/examples
  103. • Product Mgt superpowers • Effective comms during COVID-19 •

    Responsive, autonomous teams Results 103 teamtopologies.com/examples
  104. “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 104
  105. Thanks to: Paul Martin IT Director, Footasylum Andy Norton Software

    Development Manager, Footasylum 105
  106. Case Study 106

  107. • UK's leading comparison and switching service • Founded in

    2000 • ~250 staff, £140m+ revenue • > 2010: Autonomous teams • > 2017: Platformization 107
  108. Autonomous stream-aligned teams 108 2015 ...

  109. 109 Low-level AWS service calls before platform adoption 2015-2016: direct

    AWS API calls
  110. 110 Low-level AWS service calls before platform adoption 2015-2016: direct

    AWS API calls 🤯
  111. “people were spending more time having to interact with relatively

    low-level services thus spending their time on relatively low-value decisions” Paul Ingles, CTO at RVU / Uswitch 111
  112. 112 2017 Infra platform started with few services First customer

    (centralized logging, metrics, auto scaling)
  113. 113 2017 Early platform (first customer)

  114. 114 2017 Infra platform started with few services First customer

    (centralized logging, metrics, auto scaling) 2018 Started using SLAs and SLOs, clarifying reliability/latency/etc Growing traffic in platform vs AWS
  115. 115 Low-level AWS service calls since platform adoption 2015-2018: direct

    AWS API calls
  116. 116 2019 Addressed critical cross-functional needs (GDPR, security, alerts +

    SLOs as a service) Adoption by HMRT (Highest Maturity & Revenue Team) 2017 Infra platform started with few services First customer (centralized logging, metrics, auto scaling) 2018 Started using SLAs and SLOs, clarifying reliability/latency/etc Growing traffic in platform vs AWS
  117. 117 Measure and demonstrate 2019

  118. 118 2019 Addressed critical cross-functional needs (GDPR, security, alerts +

    SLOs as a service) Adoption by HMRT (Highest Maturity & Revenue Team) 2017 Infra platform started with few services First customer (centralized logging, metrics, auto scaling) 2018 Started using SLAs and SLOs, clarifying reliability/latency/etc Growing traffic in platform vs AWS
  119. 119 delivery metrics (Accelerate metrics for platform services) Platform Metrics

  120. 120 delivery metrics (Accelerate metrics for platform services) user satisfaction

    metrics (Accelerate metrics for business services, NPS, etc) adoption & engagement metrics (% teams onboard, per platform and per service) reliability metrics (SLOs, latency, #Incidents, etc) Platform Metrics
  121. 121 Deploys per person per week 2015-2017 - growth of

    ???
  122. 122 • hard to understand • limited use case support

    • low level abstractions • insufficient reliability/stability • ... Platform Adoption Cost
  123. 123 2020

  124. infoq.com/articles/kubernetes-successful-adoption-foundation

  125. 125 2020 Topologies & interaction modes

  126. “we want platform teams to provide superlinear impact but with

    sublinear growth in their work” Paul Ingles, CTO at RVU / Uswitch 126
  127. 127 2020 Context-specific platform

  128. “Engineering principles guided the way we organise teams: loosely-coupled and

    highly cohesive. Team Topologies is great for tying a lot of those ideas together, and most importantly giving it some language.“ Paul Ingles, CTO at RVU / Uswitch 128
  129. Concepts • Platforms to reduce cognitive load • Platform as

    a product / MVP • Discover good boundaries & APIs • Clear team interaction modes 129
  130. Results • “Curated” platform experience • Reduced complexity for teams

    • Addressed cross-team needs 130
  131. Results • From autonomy to self-sufficiency • Patterns applied beyond

    IT • Balancing fast flow with reliability 131 teamtopologies.com/examples
  132. Thanks to: Paul Ingles Chief Technology Officer RVU / Uswitch

    Tom Booth Head of Infrastructure & Security RVU / Uswitch 132
  133. 133

  134. 134 What is business agility? Being agile, not doing ‘Agile’

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

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

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

    costs, viability, mission, ...
  138. Real-world examples

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

    139
  140. Team Topologies encourages decoupling of business concepts to help make

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

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

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

    core mission via streams and limiting team cognitive load
  144. What’s next? 144

  145. Workbook coming soon... Team Topologies for Remote Teams 145 for

    Remote Teams Resources: teamtopologies.com/remote-first FREE
  146. Free Resources 146 teamtopologies.com/resources (links, slides, video) teamtopologies.com/tools (templates, assessments,

    etc)
  147. Infographics • Getting Started • In a Nutshell 147 teamtopologies.com/infographics

  148. academy.teamtopologies.com

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

  150. 150 🠊 teamtopologies.com/shop

  151. TeamTopologies.com @TeamTopologies Feedback: info@teamtopologies.com @TeamTopologies

  152. Remote- Friendly Training teamtopologies.com/training 152

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

  154. 154 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