https://devopsdays.org/events/2019-portugal/program/manuel-pais/ So you’re trying to move from agile project teams to business-aligned product teams. Everyone from the CEO to middle management is on board. Yet somehow it’s not that easy, is it? You’ve just about figured out how to split infrastructure responsibilities between teams when the next great tech for cost-effective scalability is out there and it doesn’t fit in the new model. Oh, and let’s not forget that products X and Y have no automated tests since they were developed by temporary project teams. The underlying questions are: What are the product team’s responsibilities? How do they interact with other teams and when? The fundamental team topologies provide a framework for thinking about and aligning teams with an expected set of behaviors and responsibilities. In other words, they clarify the teams’ purpose and ways of working. We recommend four fundamental team topologies, each with a well defined purpose and responsibilities. Along stream-aligned teams (of which product teams are a subset), the other three topologies recommended are platform, enabling, and complicated subsystem. This family of topologies provides the support system necessary for product teams to thrive. In this talk we will see what each of these topologies brings to the table and how they enable organizations to quickly evolve and respond to both new technology and business requirements over time. We will also map some common team types in the industry to the fundamental topologies, highlighting how the same team can be either a pattern or an anti-pattern depending on the context around them.

1. TeamTopologies.com
@TeamTopologies
Product Teams
Need a Family Too!
Manuel Pais
@manupaisable

2. “Great products emerge from
empowered, fully cross-functional
teams.”
– John Cutler, 2019
2

4. devopstopologies.com

5. devopstopologies.com

8. 9
There’s a limit to
the scalability
of product teams alone

9. 10

10. 11

14. 15
Handovers (can) kill flow

16. 18

17. “Great products emerge from
empowered, fully cross-functional
teams.”
– John Cutler, 2019
22

18. “Despite striving to be cross-
functional, one of the thornier
problems product teams often face is
lacking some necessary
competence.”
– Peter Neumark, 2015
23

19. arch &
design
coding
testing
deploying

20. coding
testing
deploying
infra
arch &
design

21. coding
testing
deploying
infra
CI/CD
arch &
design

22. coding
testing
deploying
infra
ops
CI/CD
arch &
design

23. coding
testing
deploying
security
infra
ops
CI/CD
arch &
design

24. coding
testing
deploying
security
infra
ops
CI/CD
arch &
designbuilding the
product right

25. coding
testing
deploying
security
infra
ops
UXmonitor
metrics
product
viability
QA
CI/CD
arch &
design

26. coding
testing
deploying
security
infra
ops
UXmonitor
metrics
product
viability
QA
CI/CD
arch &
designbuilding the
right product

27. 32
autonomy

28. 33
competences

29. 34
How to alleviate the tension between:
team autonomy (increases flow)
and
lack of competences (decreases flow)

31. 36

32. 37

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34. 40

35. 41

37. 43

39. A good platform is
treated as a product
(reliable, usable,
fit for purpose)
45

40. 46

42. 48

43. 49

45. 51

46. 52
When used with care, these are the only
four fundamental team topologies
needed to build and run modern
software systems.

47. 53

48. 54

49. Nationwide Project to Product: Practical Realities at a Large Scale Enterprise
Barclays The Yin and Yang of Speed and Control
BMW Game Changer: 100% Agile
Adidas DevOps Over Coffee
DevOpsTopologies.com
Mercedes DevOps Adoption at Mercedes-Benz.io
Twilio Platforms at Twilio: Unlocking Developer Effectiveness
MAN Truck & Bus How to Manage Cloud Infrastructure at MAN Truck & Bus
Farfetch UX I DevOps - The Trojan Horse for Implementing a DevOps Culture

50. MAN Truck & Bus How to Manage Cloud Infrastructure at MAN Truck & Bus
JUNE
17th!

51. Publication date: Sept 2019

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53. END OF
SLIDES
60

54. Support different individual profiles
Product team for those who want to be multi-skilled and always learning
Platform for those who like to automate processes and provide services that
fit the org needs
Enabling team for technical experts who want to shine in a given discipline
Complicated subsystem team for highly specialized people who are not that
interested in tech per

55. 62
Cognitive load
Intrinsic (skills)
Extraneous (mechanics)
Germane (business focus)

56. “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
63

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58. 65

59. 66
Team Interaction Modes
Collaboration: 2 teams working together
X-as-a-Service: 1 provides, 1 consumes
Facilitating: 1 team helps another

60. 67

61. 68
Sensing for Evolution
Not all teams in the org look the same
Discover, then push to Platform
Awkward team interactions are signals
Evolve the org with changing ecosystem

62. 69

63. 70
Evolve different team topologies for
different parts of the organisation
at different times to match the
team purpose and context