Beyond Engineering: The Future of Platforms

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TeamTopologies.com @TeamTopologies Beyond Engineering: The Future of Platforms Manuel Pais co-author of Team Topologies DevOpsDays Zurich 2024 - 17 Apr 2024 Photo by Gomez Daniel

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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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“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) 3

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4 Friction #1

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5 Friction #2

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6 Friction #3

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

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8 Engineering Legal HR Leadership Accounting Marketing

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9 Friction #1

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10 Friction #2

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11 Friction #3

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12 → Lack of autonomy → Conﬂicts → Frustration → Disengaging

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13 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) 15

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

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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 17

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22 Treat others as your customers

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

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32 State of the Union

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33 Engineering Platforms What we got right (so far)

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34 Platforms focused on the user experience (DevEx)

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36 Platforms as key to manage cognitive load at scale

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37 “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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40 Platform teams with extensive product experience

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41 Platform teams with extensive relevant product experience

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42 Platform teams with extensive relevant some product experience

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43 Engineering Platforms What we’re still missing

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44 Platform boundaries need to be ﬂuid

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45 Rigid platform boundaries block teams and increase cognitive load

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48 Need to be mindful of cognitive load on platform teams

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

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52 Trust boundaries strongly impact platform eﬀectiveness

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

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54 Trust is the preferred currency for platform adoption

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55 State of the Union

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56 Treat others as your customers

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57 Compliance as a Platform

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60 Legal as a Platform

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64 Leadership as a Platform

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67 Company as a Platform

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72 Lack of adequate team interactions prevents eﬀective platform evolution

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73 Legal as a Platform

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81 Playing well together

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“It's not autonomy doing what you want, it's agency to operate with safety - within the encoded values that are jointly shared.” – Byron Miller (RedHat) https://twitter.com/byron_miller/status/1583429784595415040 82

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

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

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87 3) Our platform is open to change, collaborate to discover new needs

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4) Optimize for adoption and discoverability 88

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5) Enable others by meeting them where they are today 89

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90 teams & interactions over tools & functionality adoption & engagement over mandates & standards rich developer experience over technical prowess open to change and collaborate to discover user needs unblocking internal customers via self-service patterns aiming for superlinear impact with sublinear growth Platform Manifesto

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92 Engineering Legal HR Leadership Accounting Marketing

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Infographics ● Getting Started ● In a Nutshell 93 teamtopologies.com/infographics