The Financial Times has embraced autonomy in our development teams, and as a result we move pretty fast - over 30,000 releases in a year from a development team of around 250. Because we have a wide variety of technical architectures, processes and team structures, we need to make sure that all those autonomous teams build in security, fault detection, and cost efficiency.
This is the responsibility of the Engineering Enablement group at the FT: teams who provide tooling and services for common capabilities like DNS, content delivery, cloud provisioning, observability, etc.; manage relationships with vendors; and provide insights and oversight to all our development teams.
To do this effectively, we have adopted principles and practices that centre on making sure teams don’t need to wait for us to do things, and we have stayed constantly focused on what our customer teams need from us.
In these slides, I discuss our approach and share what you can learn from our experiences working in this area for the last three years.