Business and technical agility with Team Topologies - QCon Plus - 2021-05-26

Slide 1

Slide 1 text

TeamTopologies.com @TeamTopologies Business and Technical Agility with Team Topologies Matthew Skelton & Manuel Pais co-authors of Team Topologies @matthewpskelton @manupaisable QCon Plus - 26 May 2021

Slide 2

Slide 2 text

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

Slide 3

Slide 3 text

Team Topologies 3 Organizing business and technology teams for fast ﬂow Matthew Skelton & Manuel Pais IT Revolution Press, 2019 teamtopologies.com/book

Slide 4

Slide 4 text

“innovative tools and concepts for structuring the next generation digital operating model” Charles T. Betz, Principal Analyst, Forrester Research 4

Slide 5

Slide 5 text

5 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies examples

Slide 6

Slide 6 text

How does Team Topologies help with business & technical agility? 6

Slide 7

Slide 7 text

Team Topologies encourages decoupling of business concepts to help make the organization more responsive

Slide 8

Slide 8 text

Team Topologies patterns help to turn blocking compliance checks into self-service, ﬂow-aligned, API-driven checks

Slide 9

Slide 9 text

Team Topologies is partly a sense-making approach to help organizations gain situational awareness and therefore agility

Slide 10

Slide 10 text

Team Topologies helps the organization to focus tightly on its core mission via streams and limiting team cognitive load

Slide 11

Slide 11 text

11 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies examples

Slide 12

Slide 12 text

What is business agility? 12

Slide 13

Slide 13 text

Business Agility: the ability to respond rapidly* to changing internal and external conditions (* in hours)

Slide 14

Slide 14 text

14 Photo by Daniele Levis Pelusi on Unsplash Remote-ﬁrst

Slide 15

Slide 15 text

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

Slide 16

Slide 16 text

16 Photo by chuttersnap on Unsplash Increased global and local competition

Slide 17

Slide 17 text

digital

Slide 18

Slide 18 text

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

Slide 19

Slide 19 text

“Digital”: 2 19 Rich telemetry for existing processes provided via software and sensors

Slide 20

Slide 20 text

“Digital”: 3 20 Highly eﬀective ways of working discovered & evolved through 1 and 2

Slide 21

Slide 21 text

Questions to answer How would we optimize for a fast ﬂow of change?

Slide 22

Slide 22 text

Questions to answer How would we make sure we focus on user needs?

Slide 23

Slide 23 text

Questions to answer How would we produce the right thing in the right way at the right time?

Slide 24

Slide 24 text

Questions to answer How would we easily ‘course-correct’ when we need to adjust?

Slide 25

Slide 25 text

Questions to answer How would we maximize our chances of ﬁnding new opportunities for innovation?

Slide 26

Slide 26 text

26 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies examples

Slide 27

Slide 27 text

Being agile, not doing ‘Agile’

Slide 28

Slide 28 text

28 State of DevOps reports 2013 2014 2015 2016 2017 2018 2019 Annual survey of 1000-5000 IT professionals worldwide using rigorous statistical methods

Slide 29

Slide 29 text

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”

Slide 30

Slide 30 text

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

Slide 31

Slide 31 text

34 4 key metrics: ‘Accelerate’ lead time deployment frequency Mean Time To Restore change fail percentage

Slide 32

Slide 32 text

35 Fast feedback via deployment pipelines

Slide 33

Slide 33 text

36 Good technical practices (TDD, …)

Slide 34

Slide 34 text

37 Team ownership of software & services

Slide 35

Slide 35 text

38 Conﬁguration in version control (Git)

Slide 36

Slide 36 text

39 Cloud-native: transparent in operation

Slide 37

Slide 37 text

40 Cloud-native: designed for automation

Slide 38

Slide 38 text

42 Re-aligned architecture

Slide 39

Slide 39 text

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

Slide 40

Slide 40 text

46 Wardley Maps Increase situational awareness and apply the right techniques - custom/product/utility

Slide 41

Slide 41 text

48 Team Topologies Fast ﬂow, rapid feedback, team interactions, org evolution, team cognitive load, ...

Slide 42

Slide 42 text

49 Rapid ﬂow of change

Slide 43

Slide 43 text

50 Rapid feedback from running systems

Slide 44

Slide 44 text

51 Handovers kill ﬂow

Slide 45

Slide 45 text

No content

Slide 46

Slide 46 text

Slide 47

Slide 47 text

Slide 48

Slide 48 text

55 Flow of change

Slide 49

Slide 49 text

🔍 Track dependencies and separate as “blocking” vs “non-blocking” 56

Slide 50

Slide 50 text

⏳ ⏳ Blocking Non- Blocking

Slide 51

Slide 51 text

Remove barriers to ﬂow: hand-oﬀs, approval gates, manual inspections Replace with self-service APIs 58

Slide 52

Slide 52 text

⚠ Compliance mindset shift: Permitting to Enabling 59

Slide 53

Slide 53 text

Slide 54

Slide 54 text

“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 61

Slide 55

Slide 55 text

Compliance as Code (API) 62 Flow of change Domain experts as Enabling team for compliance / governance

Slide 56

Slide 56 text

63 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies examples

Slide 57

Slide 57 text

The value of a product mindset

Slide 58

Slide 58 text

Product = Holistic User Experience ➔ Functionality ➔ Design ➔ Monetization ➔ Content – Marty Cagan, 2010 65 Source: https://svpg.com/deﬁning-product/

Slide 59

Slide 59 text

Slide 60

Slide 60 text

67 A product is optional to use - no-one is forced to use the product

Slide 61

Slide 61 text

Slide 62

Slide 62 text

69 A product is carefully designed and curated

Slide 63

Slide 63 text

Slide 64

Slide 64 text

71 A product simpliﬁes something for users

Slide 65

Slide 65 text

Slide 66

Slide 66 text

73 A product evolves to take advantage of technology changes

Slide 67

Slide 67 text

A strong focus on user needs drives good software #UX

Slide 68

Slide 68 text

The software should ‘get out of the way’ - design for usability

Slide 69

Slide 69 text

⚠ Product Management for internal platforms 76

Slide 70

Slide 70 text

Slide 71

Slide 71 text

78 A platform is optional to use - no team is forced to use the platform

Slide 72

Slide 72 text

Platforms must advocate for their platform product and “market” it to internal teams (User Personas, UX, talking...) Internal Marketing 79

Slide 73

Slide 73 text

80 A platform is a curated experience for engineers (the customers of the platform).

Slide 74

Slide 74 text

81 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies examples

Slide 75

Slide 75 text

Team Topologies examples

Slide 76

Slide 76 text

Case studies in the TT book 83

Slide 77

Slide 77 text

84 ...

Slide 78

Slide 78 text

May 2021: 20 months since publication of TT Photo by noor Younis on Unsplash 85

Slide 79

Slide 79 text

Industry examples on the TT website 86

Slide 80

Slide 80 text

Slide 81

Slide 81 text

Organizations that Matthew and Manuel have worked with since 2019... 88

Slide 82

Slide 82 text

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 89

Slide 83

Slide 83 text

Case Study 90

Slide 84

Slide 84 text

● Founded 2005 ● 70 stores in the UK ● £260m revenue ● 2500 employees ● 2019: changes to make IT more responsive 91

Slide 85

Slide 85 text

High fragmentation of work and focus 92 Jan 2019

Slide 86

Slide 86 text

Identify boundaries - business domain 93 m id-2019

Slide 87

Slide 87 text

Combine with Wardley Mapping 97 Jan 2020

Slide 88

Slide 88 text

Adopt the Thinnest Viable Platform 99 Feb 2020 Static data ﬁne to begin with: shops rarely move!

Slide 89

Slide 89 text

Clarity of purpose from team types 100 Feb 2020

Slide 90

Slide 90 text

Concepts ● Stream-aligned (business domain) ● Thinnest Viable Platform ● Evolving teams and interactions ● Combine with Wardley Mapping 101 teamtopologies.com/examples

Slide 91

Slide 91 text

Thanks to: Paul Martin IT Director, Footasylum Andy Norton Software Development Manager, Footasylum 104

Slide 92

Slide 92 text

Case Study 105

Slide 93

Slide 93 text

● UK's leading comparison and switching service ● Founded in 2000 ● ~250 staﬀ, £140m+ revenue ● > 2010: Autonomous teams ● > 2017: Platformization 106

Slide 94

Slide 94 text

Autonomous stream-aligned teams 107 2015 ...

Slide 95

Slide 95 text

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

Slide 96

Slide 96 text

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

Slide 97

Slide 97 text

“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 110

Slide 98

Slide 98 text

112 2017 Early platform (ﬁrst customer)

Slide 99

Slide 99 text

114 Low-level AWS service calls since platform adoption 2015-2018: direct AWS API calls

Slide 100

Slide 100 text

122 2020

Slide 101

Slide 101 text

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

Slide 102

Slide 102 text

“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 127

Slide 103

Slide 103 text

Results ● “Curated” platform experience ● Reduced complexity for teams ● Addressed cross-team needs 129

Slide 104

Slide 104 text

Results ● From autonomy to self-suﬃciency ● Patterns applied beyond IT ● Balancing fast ﬂow with reliability 130 teamtopologies.com/examples

Slide 105

Slide 105 text

Thanks to: Paul Ingles Chief Technology Oﬃcer RVU / Uswitch Tom Booth Head of Infrastructure & Security RVU / Uswitch 131

Slide 106

Slide 106 text

132

Slide 107

Slide 107 text

133 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies examples

Slide 108

Slide 108 text

Respond rapidly to changing external and internal conditions

Slide 109

Slide 109 text

Situational awareness, clarity of business purpose, good technical practices, localised decisions

Slide 110

Slide 110 text

Strong focus on user needs and User Experience (UX), clear costs, viability, mission, ...

Slide 111

Slide 111 text

Real-world examples

Slide 112

Slide 112 text

How does Team Topologies help with business and technical agility? 138

Slide 113

Slide 113 text

Team Topologies encourages decoupling of business concepts to help make the organization more responsive

Slide 114

Slide 114 text

Team Topologies patterns help to turn blocking compliance checks into self-service, ﬂow-aligned, API-driven checks

Slide 115

Slide 115 text

Team Topologies is partly a sense-making approach to help organizations gain situational awareness and therefore agility

Slide 116

Slide 116 text

Team Topologies helps the organization to focus tightly on its core mission via streams and limiting team cognitive load

Slide 117

Slide 117 text

What’s next? 143

Slide 118

Slide 118 text

Free Resources 145 teamtopologies.com/resources (links, slides, video) teamtopologies.com/tools (templates, assessments, etc)

Slide 119

Slide 119 text

Infographics ● Getting Started ● In a Nutshell 146 teamtopologies.com/infographics

Slide 120

Slide 120 text

academy.teamtopologies.com

Slide 121

Slide 121 text

TeamTopologies.com @TeamTopologies Team Topologies Partner Program 🤝 [email protected]

Slide 122

Slide 122 text

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

Slide 123

Slide 123 text

153 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