Business and Technical Agility with Team Topologies - dealing with legacy systems - Reliance Jio - 2021-09-16

From a talk at Reliance Jio

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Organizations that do not adapt rapidly to the modern, highly-changeable business environment are failing, and failing in large numbers. Increased regulation, pressures from climate change, shifting of energy sources, digitalization, and (recently) the COVID-19 pandemic are all driving a need for business agility in organizations of all sizes.

In this talk, we’ll explore how the patterns and principles from Team Topologies promote true business agility through a rapid flow of software change, fast feedback from running systems, a strong drive for loose coupling, and an awareness of sociotechnical mirroring. Combined with a product mindset and techniques from Domain-driven Design, the Team Topologies approach is helping organizations around the world to adapt to the “new normal” and achieve true business agility.

Matthew Skelton, co-author of Team Topologies, shares insights from organizations in several different industry sectors including banking, financial services, insurance, retail, and leisure.

Transcript

1. TeamTopologies.com @TeamTopologies Business and Technical Agility with Team Topologies (dealing with legacy systems) Matthew Skelton co-author of Team Topologies @matthewpskelton Reliance Jio - 16 September 2021
2. 2 Manuel Pais Independent IT organizational consultant and trainer Ex-dev, ex-build manager, ex-tester, ex-QA lead Twitter: @manupaisable LinkedIn: manuelpais Matthew Skelton Founder at Conflux Experience as: software developer, technical director, change enabler, conference organizer... Twitter: @matthewpskelton LinkedIn: matthewskelton
3. Team Topologies 3 Organizing business and technology teams for fast flow Matthew Skelton & Manuel Pais IT Revolution Press, 2019 teamtopologies.com/book
4. “innovative tools and concepts for structuring the next generation digital operating model” Charles T. Betz, Principal Analyst, Forrester Research 4
5. 5 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies examples
6. How does Team Topologies help with business & technical agility? 6
7. Team Topologies encourages decoupling of business concepts to help make the organization more responsive
8. Team Topologies patterns help to turn blocking compliance checks into self-service, flow-aligned, API-driven checks
9. Team Topologies is partly a sense-making approach to help organizations gain situational awareness and therefore agility
10. Team Topologies helps the organization to focus tightly on its core mission via streams and limiting team cognitive load
11. 11 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies examples
12. What is business agility? 12
13. Business Agility: the ability to respond rapidly* to changing internal and external conditions (* in hours)
14. 14 Photo by Daniele Levis Pelusi on Unsplash Remote-first
15. 15 Photo by chuttersnap on Unsplash Speed of change: technology, climate, geopolitical
16. 16 Photo by chuttersnap on Unsplash Increased global and local competition
17. Questions to answer How would we optimize for a fast flow of change?
18. Questions to answer How would we make sure we focus on user needs?
19. Questions to answer How would we easily ‘course-correct’ when we need to adjust?
20. 26 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies examples
21. Being agile, not doing ‘Agile’
22. 28 State of DevOps reports 2013 2014 2015 2016 2017 2018 2019 Annual survey of 1000-5000 IT professionals worldwide using rigorous statistical methods 2020 2021
23. 29 State of DevOps 2019 Analysis from responses of over 31,000 IT professionals worldwide over 6 years “an independent view into the practices and capabilities that drive high performance” + “Four Key Metrics”
24. 30 State of DevOps 2019 “The use of cloud… is predictive of software delivery performance and availability.” “High performers favor strategies that create community structures at both low and high levels in the organization...”
25. 31 State of DevOps 2019 “Heavyweight change approval processes, such as change approval boards, negatively impact speed and stability. In contrast, having a clearly understood process for changes drives speed and stability, as well as reductions in burnout.”
26. 32 State of DevOps 2019 Key technical practices • Lightweight change process • Real DR testing • Maintainable code • Loosely-coupled systems • Monitoring • Trunk-based development • Deployment automation
27. 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/ 33
28. 34 4 key metrics: ‘Accelerate’ lead time deployment frequency Mean Time To Restore change fail percentage
29. 35 State of DevOps 2021 “...principles and patterns from Team Topologies are helping organisations in every sector and geography become more high-performing.” https://puppet.com/resources/report/2021-state-of-devops-report/
30. 36 Fast feedback via deployment pipelines
31. 37 Good technical practices (TDD, …)
32. 38 Team ownership of software & services
33. 39 Configuration in version control (Git)
34. 40 Cloud-native: transparent in operation
35. 41 Cloud-native: designed for automation
36. 43 Re-aligned architecture
37. 45 Domain-driven design (DDD) Untangle business concepts for faster flow
38. 47 Wardley Maps Increase situational awareness and apply the right techniques - custom/product/utility
39. 49 Team Topologies Fast flow, rapid feedback, team interactions, org evolution, team cognitive load, ...
40. 50 Rapid flow of change
41. 51 Rapid feedback from running systems
42. 52 Handovers kill flow
46. 56 Flow of change
47. 🔍 Track dependencies and separate as “blocking” vs “non-blocking” 57
48. ⏳ ⏳ Blocking Non- Blocking
49. Remove barriers to flow: hand-offs, approval gates, manual inspections Replace with self-service APIs 59
50. ⚠ Compliance mindset shift: Permitting to Enabling 60
52. “What would be needed for us to be compliant with security/finance/PII rules with multiple, decoupled, rapid flows of change?” (Self-service APIs) Scaled Expertise 62
53. Compliance as Code (API) 63 Flow of change Domain experts as Enabling team for compliance / governance
54. 64 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies examples
55. The value of a product mindset
56. Product: Holistic User Experience Functionality + Design + Monetization + Content – Marty Cagan, 2010 66 Source: https://svpg.com/defining-product/
58. 68 A product is optional to use - no-one is forced to use the product
60. 70 A product is carefully designed and curated
62. 72 A product simplifies something for users
64. 74 A product evolves to take advantage of technology changes
65. A strong focus on user needs drives good software #UX
66. The software should ‘get out of the way’ - design for usability
67. ⚠ Product Management for internal platforms 77
69. 79 A platform is optional to use - no team is forced to use the platform
70. Platforms must advocate for their platform product and “market” it to internal teams (User Personas, UX, talking...) Internal Marketing 80
71. 81 A platform is a curated experience for engineers (the customers of the platform).
72. 82 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies examples
73. Team Topologies examples
74. [Before Team Topologies]
76. 86 Challenge Hiscox needed to increase the pace of change to release new products quickly into a highly competitive and fast-moving market. Solution Introduced DevOps practices and infrastructure automation
77. 87 Results • Reduced cost per release on a major app by 97%. • Release cycle improved from 10 weeks per deployment to 50 deployments per week. • Reduced time per release by 89%. • Reduced staff required to release by 75%. https://www.uk.cdw.com/files/2515/3555/5104/Hiscox-Case-Study-20180411.pdf
78. 88 https://techbeacon.com/devops/5-lessons-how-devops-cloud-reinvented-it-ops-hiscox Jonathan Fletcher, CTO at Hiscox Insurance
79. 89 < 2015 2016 2017 data center flooded data storage failures 2015 POCs for cloud Infrastructure as Code - config in version control New capabilities: upskilling and awareness Ops: learn to code Dev: learn infra Migrate core UK policy admin to cloud Rework apps to be more cloud-native https://blog.weareconvivio.com/how-hiscox-insurance-adopted-agile-working-in-a-0-5bn-bet-on-the-cloud-d613955d3ef9
80. 90 https://www.youtube.com/watch?v=V4FQjOyKwRo&feature=youtu.be&t=662
81. 91 “DevOps has meant big improvements in reliability and visibility, and those lead directly to improved productivity and speed of releases. With more reliability in your delivery process, you get a faster pace of change.” Jonathan Fletcher, CTO at Hiscox Insurance https://www.uk.cdw.com/files/2515/3555/5104/Hiscox-Case-Study-20180411.pdf
82. 92 “We decided to limit DevOpsifying to our crown jewels: the five applications we care about most.” Jonathan Fletcher, CTO at Hiscox Insurance https://www.uk.cdw.com/files/2515/3555/5104/Hiscox-Case-Study-20180411.pdf
83. 93 “We moved people into roles that were more aligned with the business unit — “product focused” is probably the right term, as I mentioned earlier. Each product team has its own business analysts, developers, testers and other functions as needed. These teams are the masters of their own destiny, rather than trying to beg and borrow capacity from a big group function.” Jonathan Fletcher, CTO at Hiscox Insurance https://www.uk.cdw.com/files/2515/3555/5104/Hiscox-Case-Study-20180411.pdf
84. 94 “We needed a team to evangelize and support the adoption of DevOps. … We created a platform services team (which I run). That team learned continuous delivery and other DevOps practices...” Jonathan Fletcher, CTO at Hiscox Insurance
85. 95 Results • Reduced cost per release on a major app by 97%. • Release cycle improved from 10 weeks per deployment to 50 deployments per week. • Reduced time per release by 89%. • Reduced staff required to release by 75%. https://www.uk.cdw.com/files/2515/3555/5104/Hiscox-Case-Study-20180411.pdf
86. Case studies in the TT book 96
87. 97 ...
88. Sept 2021: 24 months since publication of TT Photo by noor Younis on Unsplash 98
89. Industry examples on the TT website 99
91. Organizations that Matthew and Manuel have worked with since 2019... 101
92. A large European banking group A major cloud technology company GOV: Brazil, Canada, Norway, UK, US Several major telecoms companies A scale-up in Open Banking An aerospace laboratory Healthcare providers Several mortgage companies 102
93. Case Study 103
94. • Founded 2005 • 70 stores in the UK • £260m revenue • 2500 employees • 2019: changes to make IT more responsive 104
95. High fragmentation of work and focus 105 Jan 2019
96. Identify boundaries - business domain 106 m id-2019
97. Team Topologies at DOES London 2019 107 Jun 2019
98. Team Topologies for Product Managers 108 Jun 2019 “The Product Managers from each team took special interest in the team interaction types as it helped them to have useful, directed conversations about upcoming work, they could essentially fact-check their different roadmaps and make sure that the interactions required were lined up in advance. “ -- Andy Norton, Software Development Manager, Footasylum
99. Align to Team Topologies concepts 109 Aug 2019
100. Combine with Wardley Mapping 110 Jan 2020
101. Adopt the Thinnest Viable Platform 112 Feb 2020 Static data fine to begin with: shops rarely move!
102. Clarity of purpose from team types 113 Feb 2020
103. Concepts • Stream-aligned (business domain) • Thinnest Viable Platform • Evolving teams and interactions • Combine with Wardley Mapping 114 teamtopologies.com/examples
104. • Product Mgt superpowers • Effective comms during COVID-19 • Responsive, autonomous teams Results 115 teamtopologies.com/examples
105. “the interaction modes defined by Team Topologies gave us real insight into how we could maintain effective practices, and also cross-team collaboration.“ -- Andy Norton, Software Development Manager, Footasylum 116
106. Thanks to: Paul Martin IT Director, Footasylum Andy Norton Software Development Manager, Footasylum 117
107. Dealing with legacy architectures
108. Use loosely-coupled, logically independent, asynchronous, message-driven services. 147
109. Use loosely-coupled, logically independent, asynchronous, message-driven services. 148 Smalltalk (1960s) Erlang (1980s)
110. “...start adopting product architectures that permit work to flow in small, decoupled batches. These loosely coupled architectures, with stable interfaces, enable us to work in parallel on many subsystems.” - Don Reinertsen 149 The Principles of Product Development Flow: Second Generation Lean Product Development (p. 127 - Principle B15)
111. 150 Standard, modern version control Photo by Clay Banks on Unsplash
112. 151 All changes via a deployment pipeline Photo by Markus Winkler on Unsplash
113. 152 4 Team Types: clarity of purpose and behavior Photo by Dev Benjamin on Unsplash
114. 153 Team Interaction Modes Photo by Van Tay Media on Unsplash
115. Legacy Adaptation Patterns
116. 155 Split off services by domain (DDD) Photo by Jeremy Bezanger on Unsplash
117. 156 API wrapper + outer services Photo by Brett Jordan on Unsplash
118. 157 Eventual consistency Photo by NeONBRAND on Unsplash
119. 158 Branch By Abstraction Photo by sainan wang on Unsplash
120. https://martinfowler.com/articles/patterns-legacy-displacement/ Patterns of Legacy Displacement
121. Case Study 160
122. • Founded in 1847 • Insurance sector • Norway and Baltics • 4000 employees • Cloud/DevOps transformation 2015-now 161
123. 2015 162 Project-based Waterfall
124. Now: Stream-aligned 163
125. Supporting topologies 164 Design Platform, Analytics Platform, Web Application Platform, CRM platform, Infrastructure platform Mainframe core system Architecture, Information Security
126. Concepts • Stream-aligned: build & run • Supporting team types: clarity • Platform teams have customers: Stream-aligned teams 165
127. Results • Digital sales: 40% growth (5 yrs) • Customer service: 2x digital • Claims handling: 80%+ online 166 teamtopologies.com/examples
128. Thanks to: Christian Moe Chief Digital Officer Gjensidige Insurance 167
129. 168 What is business agility? Being agile, not doing ‘Agile’ Valuable: product mindset Team Topologies examples
130. Respond rapidly to changing external and internal conditions
131. Situational awareness, clarity of business purpose, good technical practices, localised decisions
132. Strong focus on user needs and User Experience (UX), clear costs, viability, mission, ...
133. Real-world examples & Dealing with legacy
134. How does Team Topologies help with business and technical agility? 173
135. Team Topologies encourages decoupling of business concepts to help make the organization more responsive
136. Team Topologies patterns help to turn blocking compliance checks into self-service, flow-aligned, API-driven checks
137. Team Topologies is partly a sense-making approach to help organizations gain situational awareness and therefore agility
138. Team Topologies helps the organization to focus tightly on its core mission via streams and limiting team cognitive load
139. What’s next? 178
140. Free Resources 180 teamtopologies.com/resources (links, slides, video) teamtopologies.com/tools (templates, assessments, etc)
141. Infographics • Getting Started • In a Nutshell 181 teamtopologies.com/infographics
142. academy.teamtopologies.com
143. TeamTopologies.com @TeamTopologies Team Topologies Partner Program 🤝 partners@teamtopologies.com
144. TeamTopologies.com @TeamTopologies Sign up for news and tips: TeamTopologies.com
145. 188 Manuel Pais FlowOnRails Twitter: @manupaisable LinkedIn: manuelpais Matthew Skelton Conflux Twitter: @matthewpskelton LinkedIn: matthewskelton Copyright © Conflux Digital Ltd and FlowOnRails 2018-2021. All rights reserved. teamtopologies.com