Beyond Engineering: The Future of Platforms @ AllDayDevOps, Oct 2023

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TeamTopologies.com @TeamTopologies Beyond Engineering: The Future of Platforms Manuel Pais co-author of Team Topologies Photo by Gomez Daniel AllDayDevOps 2023 - 26 Oct 2023

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Team Topologies 2 Organizing business and technology teams for fast ﬂow Matthew Skelton & Manuel Pais IT Revolution Press (2019) https://teamtopologies.com

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Infographics ● Getting Started ● In a Nutshell 3 teamtopologies.com

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academy.teamtopologies.com

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9 The ways of working outside Engineering (in)directly impact the ﬂow of value

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10 Engineering Legal HR Leadership Accounting Marketing

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15 Teams tend to optimize for low-value internal processes over high-value outcomes

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“My own deﬁnition of DevOps: Everything you do to overcome the friction between silos. All the rest is plain engineering.” – Patrick Debois, 2021 The DevOps Handbook (2nd edition) 17

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“A digital platform is a foundation of self-service APIs, tools, services, knowledge and support which are arranged as a compelling internal product.” – Evan Bottcher, 2018 https://martinfowler.com/articles/talk-about-platforms.html 19

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20 Platform as a product is a key pattern to “overcome the friction between silos”

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21 Treat others as your customers

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22 A platform can be a Wiki that improves ﬂow and reduces cognitive load for the teams consuming it.

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32 Engineering Platforms What we got right (so far)

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33 Platforms focused on the user experience (DevEx)

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35 Platforms as key to manage cognitive load at scale

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36 “Highly evolved ﬁrms use a combination of stream-aligned and platform teams as the most eﬀective way to manage cognitive load at scale”

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39 Platform teams with extensive product experience

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40 Platform teams with extensive relevant product experience

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41 Platform teams with extensive relevant some product experience

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42 Engineering Platforms What we’re still missing

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43 Platform boundaries need to be ﬂuid

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44 Rigid platform boundaries block teams and increase cognitive load

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47 Need to be mindful of cognitive load on platform teams

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48 Be realistic about capacity & organize around streams of value inside the platform(s)

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49 Trust boundaries strongly impact platform eﬀectiveness

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50 Platform org design & comms need to be optimized for high trust

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53 Treat others as your customers

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54 Compliance as a Platform

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57 Legal as a Platform

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60 Lack of adequate team interactions prevents eﬀective platform evolution

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65 Leadership as a Platform

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79 Playing well together (with shared values)

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82 1) Prioritize fast ﬂow of value to (end) customers

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83 2) Unblock others through (curated) self-service patterns

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85 3) Platform is open to change, collaborate to discover new needs

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4) Optimize for adoption and discoverability 86

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5) Enable others by meeting them where they are today 87

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89 Engineering Legal HR Leadership Accounting Marketing