Untangling software delivery with Team Topologies, flow metrics, careful decoupling, and Adapt Together™️

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Untangling software delivery with Team Topologies, ﬂow metrics, careful decoupling, and Adapt Together™ Matthew Skelton, Conﬂux - co-author of Team Topologies Agile Yorkshire meetup | 04 September 2024 K28

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2 ﬂow

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3 Use balanced health metrics (DORA, flow, cost, blockers, etc.) + TT techniques (TIM, ISH, UNM) to help find good boundaries for fast flow by untangling (decoupling) separate services

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Decoupling of teams & technology for fast ﬂow Diﬀusing of ideas for learning and alignment 4

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5 Matthew Skelton holistic innovation Originator of Adapt Together™ by Conﬂux Co-author of Team Topologies matthewskelton.com

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Team Topologies Organizing business and technology teams for fast ﬂow Matthew Skelton & Manuel Pais IT Revolution Press, September 2019 Order via stores worldwide: teamtopologies.com/book 6

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Team Topologies is the leading approach to organizing business and technology teams for fast ﬂow, providing a practical, step-by‑step, adaptive model for organizational design and team interaction. 8

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9 Continuously ‘untangle’ business concepts

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10 Find and adjust team & system boundaries for ﬂow

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11 Minimize hand-oﬀs

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12 Avoid blocking dependencies

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13 Move some decision-making to teams

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14 Team Topologies exposes any lack of clarity in purpose, conﬂict in priorities, or misalignment of incentives

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The cost of tangled software DORA metrics & TT to the rescue! Real examples of detangling How to detangle with metrics & TT 16

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The cost of tangled software 17

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

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

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20 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 💥

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Untangling ≃ Decoupling 21

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Decoupling: separating things that do not need to be together 22

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Decoupling enables shorter time-to-value 24

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Decoupling enables multiple, independent ﬂows of change, each with its own cadence 25

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26 Multiple, independent ﬂows

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27 Multiple, independent ﬂows, fractally

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Decoupling of teams & technology for fast ﬂow Diﬀusing of ideas for learning and alignment 28

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Decoupling: teams, software, technology, deployments, data, business concepts, ... 29

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Diﬀusing: principles, practices, learning, techniques, approaches, ... 30

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Sidenote: Decoupling for reliability 33

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Decoupling reduces the number of ways the software can fail (failure modes) 34

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Decoupling helps to prevent cascading failure (W → X → Y → Z) 35

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Decoupling helps contain the “blast” when errors occur 36

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38 Blast contained! 38

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Accelerate metrics & Team Topologies to the rescue! 39

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🔍 Use the 4 Key Metrics from Accelerate and add “blocker count” 40

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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/ 41

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

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

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

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What % of lead time is actual work? Example: 120 hours / (120+630) x 100 = 16% Flow Eﬃciency 45

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Measure ‘wait time’? https://www.isixsigma.com/methodology/lean-methodology/identify-constraints-and-reduce-wait-time-processes/ 46

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Measuring ‘wait time’ is hard Count the number of blocking waits as a proxy ✨ 47

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4 key metrics & ‘blocker count’ lead time deployment frequency Mean Time To Restore change fail percentage ‘blocker count’ as a proxy for ﬂow eﬃciency 48

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Use 4 key metrics 📊 + “blocker count” to assess and ﬁnd better service & team boundaries for ﬂow 49

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“If we adjusted the service & team boundary here, would it improve the 4 key metrics?” 💓 50

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“If we adjusted the service & team boundary here, reduce the blocker count?” 📉 51

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Techniques from the Team Topologies community 52

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53 Independent Service Heuristics (ISH)

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54 “The Independent Service Heuristics (ISH) are rules-of-thumb (clues) for identifying candidate value streams and domain boundaries by seeing if they could be run as a separate SaaS/cloud product.” https://teamtopologies.com/ish

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55 User Needs Mapping (UNM)

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56 “User Needs Mapping attempts to capture the ﬁrst 4 steps of the Wardley Mapping process … for identifying potential team [and service] boundary” https://teamtopologies.com/unm

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57 Team Interaction Modeling (TIM)

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58 “[Team Interaction Modeling helps] to describe how to re-organize … teams and their interactions to achieve better ﬂow and deliver value faster.” https://teamtopologies.com/tim

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Real examples of detangling for fast ﬂow 59

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Case Study JP Morgan 60

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Case Study “How JP Morgan Applied Team Topologies to Improve Flow in a Market Leading Enterprise Platform” 61 https://www.youtube.com/ watch?v=y3OL7dv2l48 Fast Flow Conf 💖 https://www.fastﬂowconf.com/

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Case Study 62

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Case Study “60% of dependencies reduced through better team design” 💥 63

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64 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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Case Study 65

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● Financial advice ● Founded 2009 ● Consumers & companies ● 'Explainable AI' ● Increasingly successful 66

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< 2019: growth x 6 67

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Mid-2019 HALT! 68

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September 2019 69

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Independent Service Heuristics https://github.com/TeamTopologies/Independent-Service-Heuristics Rules-of-thumb for identifying candidate value streams and domain boundaries by seeing if they could be run as a separate SaaS/cloud product. 70

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2020: New arch 71

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“Team Topologies ... has given us the tools we were looking for and have helped us to build a plan and have conﬁdence that we know where we’re going and how to get there.” Richard Marshall, CTO, Wealth Wizards 72

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Concepts ● Stream-aligned: build & run ● Boundaries that help ﬂow ● Supporting team types: reduce cognitive load on Stream teams 73

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Results ● Clear patterns and language ● Framework for design decisions ● Conﬁdence in scaling approach 74 https://medium.com/ww-engineering/to-monolith-or-to-microservice-f8c3f967e63c

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Thanks to: Richard Marshall CTO, Wealth Wizards (to 2021) 75 Further details: https://teamtopologies.com/wealthwizards

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76 organize for fast ﬂow of value We help product, technology and engineering leaders design high-impact team-of-teams organizations. teamtopologies.com

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How to detangle with metrics & Team Topologies 77

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🔍 Track dependencies and separate as “blocking” vs “non-blocking” 78

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⏳ ⏳ Blocking Non- Blocking 79

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🔍 Use tools like CodeScene to detect hidden coupling 80 80

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81 “Measure how well your organization aligns with your architecture” 💥 https://codescene.com/

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🔍 Use the Team Dependencies Tracking tool on GitHub 82 82

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https://github.com/TeamTopologies/ Team-Dependencies-Tracking Team Dependencies Tracking CC BY-SA Inspired by details from Spotify 83

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Use team dependencies tracking to ﬁnd and remove dependencies that hurt ﬂow 84

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Case Study GOV.UK Home Oﬃce 86

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Case Study “How the Home Oﬃce’s Immigration Technology department reduced its cloud costs by 40%” 87 https://www.gov.uk/government/case-studies/how- the-home-oﬃces-immigration-technology-departm ent-reduced-its-cloud-costs-by-40

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88 https://www.gov.uk/government/case-studies/how-the-home-oﬃces-immigration-technology-department-reduced-its-cloud-costs-by-40

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Case Study Making service owners accountable for the $ spend for their service helps to clarify service boundaries 💡 89

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Use cost metrics as a “ﬁnancial scalpel” 🔪 to split services apart for fast ﬂow 90

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BUT … 91

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If we have clear boundaries for ﬂow, with limited interactions, how do we create alignment? How do we learn from each other at pace? 92

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93 Multiple, independent ﬂows, fractally

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94 Multiple, independent ﬂows, fractally

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95 Active diﬀusion of knowledge across team boundaries

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96 Alignment and engagement “High performers favor strategies that create community structures at both low and high levels in the organization...”

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97 internal conferences guilds Communities of Practice lunch & learn public blogs

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98 https://internaltechconf.com/ Internal Tech Conferences Victoria Morgan-Smith and Matthew Skelton

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99 “This initiative around internal conferences has been the single most eﬀective thing to align business and technology that I have seen in this organization” – Murray Hennessey, CEO, (UK retail co)

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100 https://internaltechconf.com/ Internal Tech Conferences Victoria Morgan-Smith and Matthew Skelton It’s co pli ate !

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101 “The way that the Conﬂux crew used their active knowledge diﬀusion approach to seek out and champion good practices was a real revelation to us at TELUS and helped to shift thinking around how we innovate and share successes.” – Steven Tannock, Director, Architecture (Platform Technology & Tools) at TELUS Digital

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102 Thriving organizations, delivering at speed™ Create alignment, trust, and engagement across your organization whilst delivering at pace with fast ﬂow. adapttogether.info

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The cost of tangled software DORA metrics & TT to the rescue! Real examples of detangling How to detangle with metrics & TT 103

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104 “You too can save €x million per year by decoupling for fast ﬂow”

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105 Use balanced health metrics (DORA, flow, cost, blockers, etc.) + TT techniques (ISH, UNM, TIM) to help find good boundaries for fast flow by untangling (decoupling) separate services

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Decoupling of teams & technology for fast ﬂow Diﬀusing of ideas for learning and alignment 106

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Decoupling: teams, software, technology, deployments, data, business concepts, ... 107

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Diﬀusing: principles, practices, learning, techniques, approaches, ... 108

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109 The Adapt Together™ approach from Conflux creates alignment, trust, and engagement across your organization whilst delivering at pace with fast flow. adapttogether.info Team Topologies is the leading approach to organizing business and technology teams for fast flow, providing a practical, step-by‑step, adaptive model for organizational design and team interaction. teamtopologies.com Copyright (c) 2017-2024 Conflux group of companies, Team Topologies Ltd, and Holistic Innovation Ltd. All Rights Reserved. The name “Conflux” and the filled C device are Registered Trademarks ® in multiple jurisdictions. The Team Topologies logo is a Registered Trademark ® in multiple jurisdictions.