Description
Book SynopsisCompanion book Remote Team Interactions Workbook now available!
Effective software teams are essential for any organization to deliver value continuously and sustainably. But how do you build the best team organization for your specific goals, culture, and needs?
Team Topologies is a practical, step-by-step, adaptive model for organizational design and team interaction based on four fundamental team types and three team interaction patterns. It is a model that treats teams as the fundamental means of delivery, where team structures and communication pathways are able to evolve with technological and organizational maturity.
In Team Topologies, IT consultants Matthew Skelton and Manuel Pais share secrets of successful team patterns and interactions to help readers choose and evolve the right team patterns for their organization, making sure to keep the software healthy and optimize value streams.
Team Topologies is a major step forward in organizational design for software, presenting a well-defined way for teams to interact and interrelate that helps make the resulting software architecture clearer and more sustainable, turning inter-team problems into valuable signals for the self-steering organization.
Trade Review“Teams are the fundamental building block of organizations, how those teams work and the system they operate in are the difference between average and high performance. I believe this book is a deep well of information for how you can optimize your organization's system for your current context.” -- Jeremy Brown, Director, Red Hap Open Innovation Labs EMEA
"The high performing team is the core generator of value in the modern digital economy. But cultivating and scaling an adaptive ecosystem of such teams is a too-often elusive goal. In this book, Skelton and Pais provide innovative tools and concepts for structuring the next generation digital operating model. Recommended for CIOs, enterprise architects, and digital product strategists worldwide." -- Charles Betz, Principal Analyst and Global DevOps Lead, Forrester Research
“The Team Topologies book by Matthew Skelton and Manuel Pais is unique. It is going to have a big influence across tech companies. We need a structured and methodical approach to shaping teams for continuous delivery instead of copying a few Spotify rituals. This is the book.” -- Nick Tune, API Platform Lead, Navico
Team Topologies informs and enriches our understanding of organizational architecture...it serves as a pragmatic guide whether forming teams and enabling them to meet their challenges or helping existing teams become more effective at responsive value delivery. -- Ruth Malan, Architecture Consultant at Bredemeyer Consulting
“Team Topologies provides fresh insights on how to anticipate and adapt to market and technology changes. To survive, enterprises need to unlearn existing command and control structures and instead move authority to leaders with the best information to take action and respond. This book will help executives and business leaders focus on the key strategies of high performance teams to effectively address the needs of today and the evolving landscape of tomorrow.” -- Barry O'Reilly, Co-Founder Nobody Studios, author of Unlearn and Lean Enterprise
“When your teams encounter friction and bottlenecks it can be tempting to throw more people, tooling, and process at the problem. Your solution likely lies in a new team topology. But what should that look like? Team Topologies provides a much-needed framework for evaluating and optimizing team organization for increased flow. Teams that have the right size, the right boundaries, and the right level of communication are poised to deliver value to the company and satisfaction to the team members. Team Topologies combines a methodical approach with real-world case studies to unlock the full potential of your tech teams.” -- Greg Burrell, Senior Reliability Engineer at Netflix
“There is nothing more fundamental to management than how you structure your organization and what behaviors you encourage. Despite this, few have attempted to catalog and analyze the organizational design patterns of IT organizations going through Digital, DevOps, and SRE transformations. Skelton and Pais have not only accepted this bold challenge, but they've also hit the mark by creating an indispensable and unique resource.” -- Damon Edwards, Co-Founder of Rundeck
“DevOps Topologies is an outstanding resource for all technical leaders pushing for modern approaches to effective partnerships between Development and Operations. It goes beyond high level explanations of DevOps offering that there are many flavors that a company may choose to adopt based on a few factors including maturity, size and product landscape. At Condé Nast International, this resource was crucial in understanding our current DevOps state and in defining the vision for our aspirational DevOps operating model. We were able to navigate around the pitfalls and organizational anti-patterns as excellently described in the models. The models themselves proved extremely useful artifacts in aligning both stakeholders and teams directly involved. Lastly, I introduced a new function to the business which hadn't existed before: Site Reliability Engineering. The DevOps Topologies resource was a primary resource in firstly convincing myself that we had matured and grown to a point to justify SRE, but also in articulating to the business stakeholders the strategy for our new DevOps model. I am extremely pleased that Matthew and Manuel are growing on the success of the DevOps Topologies website and turning their further learnings into the far-reaching Team Topologies book for organization design.” -- Crystal Hirschorn, VP of Engineering, Global Strategy and Operations at Condé Nast
“I have found Matthew and Manuel's work on patterns and language to be incredibly valuable in both shaping strategies to transform team contexts over time across our organization, as well as in helping business and technology leadership connect with the topics of flow and continuous delivery.” -- Richard James
“DevOps is great, but how do real-world organizations actually structure themselves to do it? You can't just put everyone on a single, silo-less team, all sitting together in one giant open-plan office and going out to lunch or playing foosball together. Team Topologies provides a practical set of templates for addressing the key DevOps question that other guides leave as an exercise for the student.” -- Jeff Sussna, CEO, Sussna Associates
“Matthew Skelton and Manuel Pais say ‘Team Topologies is meant to be a functional book'—and it is. It's well constructed and signposted, based in sound thinking, and challenges readers to assume, like them, that an organization is a socio-technical system or ecosystem. From this assumption comes practical suggestions, no prescriptions, and skill in explaining an approach that provides for effective tech/human organization design. For anyone in the tech/organization design field, [Team Topologies is] well worth reading.” -- Dr. Naomi Stanford, Organization Design Practitioner, Teacher, and Author
“I've long enjoyed learning from Matthew's and Manuel's work, and have been recommending their content to clients and peers for several years (in particular, DevOpsTopologies.com). It's great to see that their wisdom for organizing teams has been collated into a single book, because as the cliché goes, the hard stuff when working in an organization is always in relation to the ‘soft' skills (and people and teams). If you're looking for an analysis of the challenges with the traditional ways of working, and also some practical guidance on mitigation strategies (e.g., new interaction modes, reducing cognitive load, and creating appropriate ‘Team APIs'), then this is the book for you!” -- Daniel Bryant, Technical Consultant/Advisor and News Manager at InfoQ
“Team Topologies makes for a fascinating read as it explores the symbiotic relationship between teams and the IT architecture they support. It goes beyond the common approach of static org charts or self-organizing chaos and shows how to evolve the people system and IT system together.” -- Mirco Hering, Global DevOps Lead Accenture and Author of DevOps for the Modern Enterprise
Table of ContentsFigures & Tables
Case Studies & Industry Examples
Foreword by Ruth Malan
Preface
PART I TEAMS AS THE MEANS OF DELIVERY Chapter 1: The Problem with Org Charts
Communication Structures of an Organization
Team Topologies: A New Way of Thinking about Teams
The Revival of Conway's Law
Cognitive Load and Bottlenecks
Summary: Rethink Team Structures, Purpose, and Interactions
Chapter 2: Conway's Law and Why It Matters
Understanding and Using Conway's Law
The Reverse Conway Maneuver
Software Architectures that Encourage Team-Scoped Flow
Organization Design Requires Technical Expertise
Restrict Unnecessary Communication
Beware: Naive Uses of Conway's Law
Summary: Conway's Law Is Critical for Efficient Team Design in Tech
Chapter 3: Team-First Thinking
Use Small, Long-Lived Teams as the Standard
Good Boundaries Minimize Cognitive Load
Design “Team APIs” and Facilitate Team Interactions
Warning: Engineering Practices Are Foundational
Summary: Limit Teams' Cognitive Load and Facilitate Team Interactions to Go Faster
PART II TEAM TOPOLOGIES THAT WORK FOR FLOW Chapter 4: Static Team Topologies
Team Anti-Patterns
Design for Flow of Change
DevOps and the DevOps Topologies
Successful Team Patterns
Considerations When Choosing a Topology
Use DevOps Topologies to Evolve the Organization
Summary: Adopt and Evolve Team Topologies that Match Your Current Context
Chapter 5: The Four Fundamental Team Topologies
Stream-Aligned Teams
Enabling Teams
Complicated-Subsystem Teams
Platform Teams
Avoid Team Silos in the Flow of Change
A Good Platform Is “Just Big Enough”
Convert Common Team Types to the Fundamental Team Topologies
Summary: Use Loosely Coupled, Modular Groups of Four Specific Team Types
Chapter 6: Choose Team-First Boundaries
A Team-First Approach to Software Responsibilities and Boundaries
Hidden Monoliths and Coupling
Software Boundaries or “Fracture Planes”
Real-World Example: Manufacturing
Summary: Choose Software Boundaries to Match Team Cognitive Load
PART III EVOLVING TEAM INTERACTIONS FOR INNOVATION AND RAPID DELIVERY Chapter 7: Team Interaction Modes
Well-Defined Interactions Are Key to Effective Teams
The Three Essential Team Interaction Modes
Team Behaviors for Each Interaction Mode
Choosing Suitable Team Interaction Modes
Choosing Basic Team Organization
Choose Team Interaction Modes to Reduce Uncertainty and Enhance Flow
Summary: Three Well-Defined Team Interaction Modes
Chapter 8: Evolve Team Structures with Organizational Sensing
How Much Collaboration Is Right for Each Team Interaction?
Accelerate Learning and Adoption of New Practices
Constant Evolution of Team Topologies
Combining Teams Topologies for Greater Effectiveness
Triggers for Evolution of Team Topologies
Self Steer Design and Development
Summary: Evolving Team Topologies
Conclusion: The Next-Generation Digital Operating Model
Four Team Types and Three Interaction Modes
Team-First Thinking: Cognitive Load, Team API, Team-Sized Architecture
Strategic Application of Conway's Law
Evolve Organization Design for Adaptability and Sensing
Team Topologies Alone Are Not Sufficient for IT Effectiveness
Next Steps: How to Get Started with Team Topologies
Glossary
Recommended Reading
References
Notes
Index
Acknowledgments
About the Authors
