Team Topologies Based on Team Topologies, QRC by Henny Portman, May 2020 Stream-Aligned Team Enabling Team Platform team Stream-Aligned Team Complicated- Subsystem Team Interaction mode: X-as-a-Service Interaction mode: X-as-a-Service Interaction mode: Facilitating Interaction mode: Collaborating Primary interaction modes for the 4 fundamental team topologies: Collaboration: working closely together with another team X-as-a Service: consuming or providing something with minimal collaboration Facilitating: helping (or being helped by) another team to clear impediments Evolution of team topologies Discover Establish Use Stream-Aligned Team: a team aligned to the main flow of business change, with cross-functional skills mix and the ability to deliver significant increments without waiting on another team. Platform team: a team that works on the underlying platform supporting stream-aligned teams in delivery. The platform simplifies otherwise complex technology and reduces cognitive load for teams that use it. Enabling team: a team that assists other teams in adopting and modifying software as part of a transition or learning period. Complicated-Subsystem Team: a team with a special remit for a subsystem that is too complicated to be dealt with by a normal stream-aligned team or platform team. Optional and only used when really necessary. Conway’s law: “Organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.” Cognitive load: “The total amount of mental effort being used in the working memory.” Restrict team responsibilities to match the maximum team cognitive load. • Intrinsic cognitive load – relates to aspects of the task fundamental to the problem space • Extraneous cognitive load – relates to the environment in which the task is being done • Germane cognitive load – relates to aspects of the task that need special attention for learning or high performance Scaling teams: Organizational groupings should follow Dunbar’s number, beginning with around 5- 8 people, then increasing to around 15 people, then 50, then 150, then 500, and so on. Brook’s law: “Adding new people to a team doesn’t immediately increase its capacity.: Live Rapid feedback Team first approach: start with the team for effective software delivery. There are multiple aspects to consider and nurture: team size, team lifespan, team relationships, and team cognition. Organizational sensing: expect to adapt and evolve your organization structure. ίϯΣΠͷ๏ଇ: “γεςϜΛઃܭ͢Δ৫… ͦͷ ৫ͷίϛϡχέʔγϣϯߏΛίϐʔͨ͠ߏͷઃ ܭΛੜΈग़͢͜ͱʹͳΔ” νʔϜϑΝʔετͷऔΓΈ: ιϑτΣΞσϦόϦʔͷ ޮՌΛߴΊΔͨΊͷνʔϜ͔Β࢝ΊΔɻצҊ͖͢؍ ෳ͋Δ: νʔϜαΠζɺଘଓظؒɺؔੑɺೝෛՙ ৫తηϯγϯά(Organizational Sensing): ৫ߏΛదԠɾൃలͤ͞ Δ͜ͱΛΉ νʔϜͷεέʔϧ: ৫ߏͷάϧʔϐϯάμϯόʔʹै ͏ɻ·ͣ5-8໊͔Β࢝ΊΔɻ࣍ʹ15໊ఔɺͦΕ͔Β50 ໊ɺ150໊ɺ500໊ɺͱ͢Δ ϒϧοΫεͷ๏ଇ: “ਓһΛՃͯ͠ɺνʔϜͷΩϟύγςΟ ͙͢ʹ૿Ճ͢ΔΘ͚Ͱͳ͍” ετϦʔϜΞϥΠϯυνʔϜ: Ϗδ ωεతมߋͷओཁͳʮྲྀΕ(Flow)ʯ ʹ͚ͯฤ͞ΕΔνʔϜɻ৬ೳ ԣஅεΩϧͷ༥߹ମͰ͋ΔͨΊɺ ଞνʔϜͷ࡞ۀΛͭ͜ͱͳ͘ҙ ٛͷ͋ΔΠϯΫϦϝϯτΛσϦό ϦʔͰ͖Δೳྗ͕උΘ͍ͬͯΔ ϓϥοτϑΥʔϜνʔϜ: ετϦʔϜΞϥΠϯυ νʔϜͷσϦόϦʔΛαϙʔτ͢Δج൫ͱͳΔϓ ϥοτϑΥʔϜΛࣄͷྖҬͱ͢ΔνʔϜɻϓϥο τϑΥʔϜෳࡶͳٕज़Λγϯϓϧʹ͢Δ͜ͱͰɺ ͦΕΛར༻͢ΔνʔϜͷೝෛՙΛܰݮ͢Δ ίϯϓϦέΠςΟουɾαϒγεςϜνʔϜ: ෳ ࡶ͗ͯ͢௨ৗͷετϦʔϜΞϥΠϯυνʔϜϓ ϥοτϑΥʔϜνʔϜͰରॲͰ͖ͳ͍αϒγε ςϜʹಛԽͯ͠औΓΉνʔϜɻຊʹඞཁͳ ߹ɺͦΕ͕࠷ળͰ͋Δ߹ʹͷΈฤ͞ΕΔ ΠωΠϒϦϯάνʔϜ: ҠߦֶशظؒͷҰͱ ͯ͠ɺଞͷνʔϜ͕ιϑτΣΞΛ࠾༻͢Δ͜ͱ มߋ͢Δ͜ͱΛΞγετ͢ΔνʔϜ ΠϯλϥΫγϣϯϞʔυ: ΠϯλϥΫγϣϯϞʔυ: ΠϯλϥΫγϣϯϞʔυ: ΠϯλϥΫγϣϯϞʔυ: ຊ൪ ਝͳ ϑΟʔυόοΫ νʔϜτϙϩδʔͷൃల ൃݟ ཱ֬ ར༻ ೝෛՙ: “ϫʔΩϯάϝϞϦʹׂΓͯΒΕΔϝϯλϧ ΤϑΥʔτͷ૯ྔ”ɻνʔϜͷνʔϜͷೝෛՙͷ ্ݶ੍͕ͱͳΔɻ ɾࡏੑ(intrinsic)ೝෛՙ ʔ ྖҬͷຊ࣭ʹؔ࿈͢Δ λεΫʹ·ͭΘΔෛՙ ɾ֎ࡏੑ(extraneous)ೝෛՙ ʔ औΓΉλεΫͷڥ ʹ·ͭΘΔෛՙ ɾదͳ(germane)ೝෛՙ ʔ ֶशϋΠύϑΥʔϚϯ εΛൃش͢ΔͨΊʹऔΓΘ͚ҙྗΛཁ͢ΔλεΫʹ·ͭ ΘΔෛՙ جૅͱͳΔνʔϜτϙϩδʔ(4छྨ)ͷؒͷΠϯ λϥΫγϣϯϞʔυ: ίϥϘϨʔγϣϯ: ଞͷνʔϜͱີʹ࿈ܞ͢ Δ X-as-a Servie: ࠷খݶͷίϥϘϨʔγϣϯͰ ʮԿ͔ʯΛఏڙ/ར༻͢Δ ϑΝγϦςΠςΟϯά: ΛऔΓআͨ͘Ί ʹଞͷνʔϜΛԉॿ͢Δ(ԉॿ͞ΕΔ) νʔϜ τϙϩδʔ Quick Reference Card Japanese translation by @kakutani, Oct 2021 - v1.0.1
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