Team Topologies - core agility for the self-steering organization - Digitale Leute Summit

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TeamTopologies.com @TeamTopologies Team Topologies core agility for the self-steering organization Matthew Skelton, co-author of Team Topologies Digitale Leute Summit, Köln, DE| 13 November 2024 Talk 52

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Team Topologies is the foundation of a humane product-centric operating model 2

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Matthew Skelton 3 Co-author of the book Team Topologies Holistic Innovation LinkedIn: matthewskelton Mastodon: @[email protected]

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Team Topologies 4 Organizing business and technology teams for fast ﬂow Matthew Skelton & Manuel Pais IT Revolution Press, 2019 teamtopologies.com/book

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5 “We are on a mission to make work more humane and more eﬀective for everyone via Team Topologies patterns and principles.” https://teamtopologies.com/mission

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6 The core Team Topologies operation will soon be not-for-proﬁt. We’re here to support you, not make $$$ from certiﬁcations.

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Why do so many organizations struggle with being responsive? 7

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9 How can you run a marathon, or dance ballet, or climb a rockface if you don’t have core agility?

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12 Most organizations do not invest the time in core agility and self-awareness … but then complain that “things are too slow”

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13 Major activities need core agility

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14 Team Topologies is core agility for the self-steering organization Photo by kike vega on Unsplash

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

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16 Photo by Daniele Levis Pelusi on Unsplash Remote-ﬁrst

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

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18 Photo by chuttersnap on Unsplash Increased global and local competition

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What is Team Topologies? 19

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Team Topologies is the foundation of a humane product-centric operating model 20

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Team Topologies is a way to navigate the transition from “Project” to “Product” 📅➡📦 21

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“Team Topologies is a set of coherent patterns to encourage emergent behaviors for fast ﬂow in humane organizations” 22 Matthew Skelton

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26 Team Topologies is for navigating knowledge-work

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27 Team Topologies is for technology-assisted, empowered teams

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28 Team Topologies is for humane, eﬀective organizations

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29 Team Topologies can help generate operating models

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30 Team Topologies brings clarity of purpose

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31 Team Topologies provides continuous adaptation

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32 Team Topologies is core agility for the self-steering organization Photo by kike vega on Unsplash

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What are the key principles informing Team Topologies? 33

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40 1 - Focus on ﬂow

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41 2 - Ensure there is high trust inside teams

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42 3 - Design teams to be persistent (long-lived)

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43 4 - Limit team cognitive load

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44 5 - Enable rapid, safe changes to apps, data, infrastructure, etc.

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45 6 - Ensure that incentives are healthy for 24x7 operation and on-call

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46 7 - Encourage teams to be close to their customers - internal and external

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47 8 - Acknowledge that it is not possible to predict the behavior of modern complex software ecosystems - design your processes to match

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48 9 - Encourage ongoing discovery and innovation at team and product levels

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49 10 - Avoid teams waiting on many other teams during delivery

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🩺 Sense-check: which of these things feel strange / not relevant / out of place / etc.? 50

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51 If each person in the organization is blocked for 1 hour per working day, how much does this cost?

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52 ● Fully-loaded cost: €160k per year ● 260 paid days per year ● Total of 400 people

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53 Person fully weighted cost per year Person cost per day Hours blocked per 8-hour day Days blocked per 260-day year Cost of blockers per person per year Number of people Total cost of blockers per year €160,000.00 €615.38 1 32.5 €20,000.00 400 €8,000,000.00 €8 million per year 💥

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Case Study JP Morgan 54

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Case Study “How JP Morgan Applied Team Topologies to Improve Flow in a Market Leading Enterprise Platform” 55 https://www.youtube.com/ watch?v=y3OL7dv2l48 Fast Flow Conf 💖 https://www.fastﬂowconf.com/

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Case Study 56

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Case Study “60% of dependencies reduced through better team design” 🎉 57

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58 Engineer fully weighted cost per year Engineer cost per day Hours blocked per 8-hour day Days blocked per 260-day year Cost of blockers per engineer per year Number of engineers Total cost of blockers per year €160,000.00 €615.38 1 32.5 €20,000.00 400 €8,000,000.00 €8 million per year 💥 Remember this? [Note: these are not ﬁgures from JP Morgan]

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59 Multiple, independent ﬂows, fractally

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Each team type (or grouping) has speciﬁc expected behaviors 61

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Each team type (or grouping) has a speciﬁc relation to ﬂow and team cognitive load 62

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The constraints on interactions provide signals to tell us when boundaries are not good for fast ﬂow 64

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The constraints on interactions provide signals to tell us about intent/mission, capabilities, skills, strategy, and lots more… 65

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TT principle #3 66 fast ﬂow

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Organizing for fast ﬂow means we are happy with: duplication, (a few) diﬀerent versions, async + eventual consistency, ‘internal marketplace’, etc. 67

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TT principle #4 68 team cognitive load

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Using team cognitive load as a key architectural and design principle means we have a humane, compassionate, and realistic workplace 69

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TT principle #5 70 thinnest viable platform (TVP)

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TVP avoids ‘platform bloat’ by focusing on enhancing ﬂow and reducing team cognitive load - rather than technology 71

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TT principle #6 72 empower teams to adjust boundaries to enhance ﬂow

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Empowering teams to adjust boundaries for ﬂow uses local knowledge for regular incremental gains, avoiding a dreaded ‘Re-org’ every 5 years 73

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Key success factors for Team Topologies 74

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75 Months and years, not weeks

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Provide time + space + funding for real capability enhancement and behavior change 76

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77 “The work is delivered in many small changes that are uncoordinated to enable ﬂow. … Management’s job is to provide context, prioritization and to coordinate across teams. Lending resources if needed across teams to unblock things. … It works well within a high trust culture.” Adrian Cockcroft https://mastodon.social/@adrianco/111174832280576410 Technology strategy advisor, Partner at OrionX.net (ex Amazon Sustainability, AWS, Battery Ventures, Netﬂix, eBay, Sun Microsystems, CCL)

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Almost all decisions need to use the twin ‘lenses’ of fast ﬂow and team cognitive load 👓 78

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Almost ALL roles and teams should be focused on either: 🔀 A ﬂow of change -or- 👐 Supporting ﬂow(s) of change 79

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🔀 A ﬂow of change: ● Software changes to a service/app ● Conﬁg changes to COTS software ● Onboarding a new employee ● Reviewing legal contracts ● Installing A/V equipment 80

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👐 Supporting ﬂow(s) of change: ● An infrastructure platform for cloud services/apps ● A data platform for analytics ● A wiki or How-To guide ● Real-time data for decision-making 81

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Underlying techniques + social and technical practices 82

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83 Re-aligned architecture for information, products, etc.

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84 Fast feedback via digital telemetry

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85 Good technical practices

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86 Team stewardship of products & services

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87 Conﬁguration stored in version control

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88 Operational transparency

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89 designed for automation

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90 Continuous testing performance scanning deployment monitoring right-sizing integration

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91 Psychological safety

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92 Active diﬀusion of learning across team boundaries

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Use external expertise to uplift capabilities 93

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94 It’s more fun (and eﬀective) together - teams, partners, …

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95 The core Team Topologies operation will soon be not-for-proﬁt. We’re here to support you, not make $$$ from certiﬁcations.

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96 Our network of world-class expert practitioner coaches and partners provides global enablement for adopting Team Topologies Prom o

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97 Prom o

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Team Topologies Academy - https://academy.teamtopologies.com/ 98 Prom o

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Teamperature - https://www.teamperature.com/ 99 Prom o

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100 📦 Package of materials, licenses, ‘train-the-trainer’, guides and other enablement to help with rapid adoption at scale. (2025+) Prom o

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It’s time to get oﬀ the couch 101

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104 Team Topologies is core agility for the self-steering organization Photo by kike vega on Unsplash

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Team Topologies is the foundation of a humane product-centric operating model 105