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Overview of Team Topologies @ Large Insurance Company, Nov 2023

Overview of Team Topologies @ Large Insurance Company, Nov 2023

For effective, modern, cloud-connected software systems we need to consciously organize our teams in specific ways. Taking account of socio-technical mirroring (Conway’s Law), we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes.
This talk will introduce the basics of organization design using Team Topologies, exploring a selection of key team types, and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on the book Team Topologies by Matthew Skelton and Manuel Pais including first-hand experience helping companies around the world with the design of their technology teams.
Key takeaways:
1. Why companies using the traditional methods for organizing software teams will fail to deliver
2. The four fundamental team topologies needed for modern software delivery
3. The three team interaction modes that enable fast flow and rapid learning
4. How to address Conway’s Law, cognitive load, and team evolution with Team Topologies

Manuel Pais

November 08, 2023

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  1. Team Topologies 3 Organizing business and technology teams for fast

    flow Matthew Skelton & Manuel Pais IT Revolution Press, 2019 teamtopologies.com/book
  2. 34

  3. 35

  4. “Any organization that designs a system (defined broadly) will produce

    a design whose structure is a copy of the organization's communication structure.” – Mel Conway, 1968 36 Conway’s Law
  5. 38

  6. 39

  7. 42

  8. 43

  9. 44

  10. 45

  11. “if the architecture of the system and the architecture of

    the organization are at odds, the architecture of the organization wins” – Ruth Malan, 2008 46
  12. 51

  13. 52 Remember A team is a stable, jelled, long-lived group

    of 5-9 people with a shared purposed aligned to a value stream
  14. 53 Team-first approach The team is the unit of delivery.

    Plan, reward, and optimize for the whole team, not individuals.
  15. 54 Team-first thinking Design for team cognitive load. Choose &

    evolve adequate boundaries for team ownership.
  16. 57 enable stream-aligned teams to deliver work with substantial autonomy

    and reduced cognitive load Platform Team Purpose
  17. “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 58
  18. 61 team of experts to help bridge capability gaps by

    mentoring and coaching teams “on the ground” Enabling Team Purpose
  19. 64 building and maintaining part of a system which requires

    specialist, hard to gain knowledge Complicated Subsystem Team Purpose
  20. 65

  21. “Problems that arise in organisations are almost always the product

    of interactions of parts, never the action of a single part.” Russell Ackoff 71
  22. 74 Team Interaction Modes Collaboration: 2 teams working together X-as-a-Service:

    1 provides, 1 consumes Facilitating: 1 team helps another
  23. 75 Core Interaction Modes Collaboration: 2 teams working together X-as-a-Service:

    1 provides, 1 consumes Facilitating: 1 team helps another Why, When, How Long
  24. 76 Teams we currently interact with: Team Name Interaction Mode

    Purpose Duration Test Automation Enabling team Facilitating Understand test automation and data mgmt examples for iOS 2 months (from Mar 30 to May 29, 1 day per week) Monitoring & Telemetry Platform team Collaboration Store and visualize data on product features usage 3 weeks (from Apr 13 to Apr 30, 2h per day) Team API example
  25. Team Interaction Patterns A D E C B A is

    collaborating with C C provides X as a service to B D provides X as a service to B E is facilitating with A to enable new capabilities Indicates the flow of change 77