Accelerating Flow with Team Topologies & Friends @ CTO Portugal, Nov 2023

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.

Transcript

1. TeamTopologies.com @TeamTopologies Accelerating Flow with Team Topologies & Friends Manuel Pais co-author of Team Topologies CTO Portugal - 22 Nov 2023
2. Manuel Pais 2 Independent IT organizational consultant and trainer Ex-dev, ex-build manager, ex-tester, ex-team lead LinkedIn instructor on CI/CD Twitter: @manupaisable
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. Remote Team Interactions Workbook 5 Using Team Topologies Patterns for Remote Working Matthew Skelton & Manuel Pais IT Revolution Press, 2022 Available to pre-order now teamtopologies.com/workbook
6. 7 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies example
7. What is business agility? 9
8. Business Agility (1): the ability to respond rapidly* to changing internal and external conditions (* in hours)
9. Business Agility (2): the ability to thrive in complex environments
10. 12 Photo by Daniele Levis Pelusi on Unsplash Remote-first
11. 13 Photo by chuttersnap on Unsplash Speed of change: technology, climate, geopolitical
12. 14 Photo by chuttersnap on Unsplash Increased global and local competition
13. 15 Augmented capabilities with AI
14. How do we optimize for a fast flow of change?
15. How do we make sure we focus on user needs?
16. How do we easily ‘course-correct’ when we need to adjust?
17. Fast flow is a prerequisite for business agility
18. Flow (1): to move in one direction, especially continuously and easily
19. Flow (2): how value* moves through a value stream or product from one end to the other end (* customer value)
20. Bonus question How do we make sure other departments* also focus on flow of customer value? (* HR, finance, procurement, compliance, legal, etc)
22. 35 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies example
23. Being agile, not doing ‘Agile’
24. 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/ 42
25. 43 4 key metrics: ‘Accelerate’ Lead Time Deployment Frequency Mean Time To Restore Change Fail Percentage
26. 44 Fast feedback via deployment pipelines
27. 45 Good technical practices (TDD, …)
28. 47 Cloud-native: high observability quick recovery
29. 49 Continuous testing performance scanning deployment monitoring right-sizing integration
30. 50 https://puppet.com/resources/report/2021-state-of-devops-report
31. 51 “Organizations should not expect to become highly evolved just because they use cloud and automation… They are held back by organizational structure and dynamics”
32. 52 Team ownership of software & services
33. Re-aligned architecture(s) software, teams, business
34. 55 Domain-driven design (DDD) Untangle business concepts for faster flow
35. 57 Wardley Maps Increase situational awareness and apply the right techniques - custom/product/utility
36. 59 Dynamic Reteaming Reshape orgs using proven patterns and a socially minded approach to team changes
37. 61 Team Topologies Fast flow, rapid feedback, team interactions, continuous org evolution, team cognitive load ...
38. 62 Rapid flow of change
39. 63 Rapid feedback from running systems
43. 68 Flow of change
44. 🔍 Limit team responsibilities (including software size) to match their cognitive capacity 69
45. 70 “Highly evolved firms use a combination of stream-aligned teams and platform teams as the most effective way to manage team cognitive load at scale”
46. 🔍 Track dependencies and separate “blocking” from “non-blocking” 71
47. ⏳ ⏳ Blocking Non- Blocking
48. Remove barriers to flow: hand-offs, approval gates, manual inspections Replace with self-service APIs 73
49. Adaptive Systems With DDD, Wardley Mapping, & Team Topologies By Susanne Kaiser
50. 79 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies example
51. The value of a product mindset
52. Product: Holistic User Experience Functionality + Design + Monetization + Content – Marty Cagan, 2010 81 Source: https://svpg.com/defining-product/
54. 83 A product is optional to use - no-one is forced to use the product
56. 85 A product is carefully designed and curated
58. 87 A product simplifies something for users
60. 89 A product evolves to take advantage of technology changes
61. A strong focus on user needs drives good software #UX
62. The software should ‘get out of the way’ - design for usability
63. ⚠ Platform mindset shift: Product Management for internal platforms 92
65. 94 A platform is optional to use - no team is forced to use the platform
66. Platforms must advocate for their platform product and “market” it to internal teams (User Personas, UX, talking...) Internal Marketing 95
67. 96 A platform is a curated experience for engineers (the customers of the platform).
68. 97 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies example
69. Case Study
70. Case Study 106 teamtopologies.com/examples
71. • Founded 2005 • 70 stores in the UK • £260m revenue • 2500 employees • 2019: changes to make IT more responsive 107
72. High fragmentation of work and focus 108 Jan 2019
73. Identify boundaries - business domain 109 m id-2019
74. Align to Team Topologies concepts 112 Aug 2019
75. Combine with Wardley Mapping 114 Jan 2020
76. Clarity of purpose from team types 116 Feb 2020
77. 149 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies example
78. Respond rapidly to changing external and internal conditions
79. Situational awareness, clarity of business purpose, good technical practices, localised decisions
80. Strong focus on user needs and User Experience (UX), clear costs, viability, mission, ...
81. How does Team Topologies help with business agility? 154
82. Team Topologies encourages decoupling of business concepts to help make the organization more responsive
83. Team Topologies patterns help to turn blocking controls into self-service, flow-aligned, API-driven checks
84. Team Topologies is partly a sense-making approach to help organizations gain situational awareness and therefore agility
85. Team Topologies helps the organization to focus tightly on its core mission via streams and limiting team cognitive load
86. What next? 159
87. Infographics • Getting Started • In a Nutshell 160 teamtopologies.com/infographics
88. More examples & tools 161 teamtopologies.com/examples (Docker, NAV, Puregym, etc) teamtopologies.com/tools (Team API, cognitive load, ISH, etc)
89. academy.teamtopologies.com winter discount: 15% off
90. a Beta aaa teamperature.com
91. 165 Copyright © Team Topologies Ltd 2023. All rights reserved. teamtopologies.com