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Beyond Agile with Team Topologies
- 1. 1 Beyond Agile with Team Topologies Don’t just “do” Agile, be agile Richard Allen
- 2. 2 Richard Allen Head of consulting at Conjurer Solutions Founder of leavewizard.com Founder of devsouthcoast.com Experience: • More than 20 years developing software Team Topologies Experience: • Involved with one of the first implementations at PureGym • Further developed the Team-Shape-Templates • Crafted the infographics • Developed and delivered guided discovery workshops
- 3. 3 [poll: What does it mean to be Agile?]
- 4. 4 Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile Manifesto 2001
- 5. 5 [poll: What does it mean to be agile?]
- 6. 6 agile [ aj-uhl, -ahyl ] quick and well-coordinated in movement :an agile leap. dictionary.com
- 7. 7 [poll: Can you name something that is agile?]
- 9. 9
- 10. 10 What do bats and humans have in common?
- 11. 11 10/28/2021
- 14. 14 10/28/2021
- 15. 15 18 Years Later… September 2019, IT Revolution Press
- 16. 16 “We must shift our thinking from treating teams as collections of interchangeable individuals that will succeed as long as they follow the “right” process and use the “right” tools, to treating people and technology as a single human/computer carbon/silicon socio-technical ecosystem” Team Topologies, Matthew Skelton and Manuel Pais
- 17. 17 Aim to achieve business agility via: • Rapid flows of change and fast feedback • High situational awareness • Loosely coupled, autonomous teams • Loosely-coupled, autonomous services & applications (architecture) • High domain context at multiple levels • Healthy, evolvable codebase • Engaged Teams • People incentivised for long-term product health, not “features”
- 18. 18 Team-first: the Agile of organization design?
- 19. 19 Team-first Thinking TEAM SIZE TEAM LIFESPAN TEAM INTERACTIONS TEAM COGNITION
- 20. 20 Team Lifespan: Small long-lived teams TEAM = • Stable (not static) group of 5 to 9 people • Work towards a shared goal as a unit • Smallest entity of delivery within an organization
- 21. 21 Team Lifespan: Dynamic Reteaming
- 22. 22 Team Size: Dunbar’s Number Trust dynamics can change when crossing a Dunbar boundary. Expect different rules & non-linear effects
- 23. 23 Team Interactions: Conway’s Law “Organizations which design systems…are constrained to produce designs which are copies of the communication structures of these organizations” - Mel Conway
- 24. 24 Team Interactions: Inverse Conway Manoeuvre “change your team structure to get a loosely coupled architecture”
- 26. 26 Team Cognition: Cognitive Load “Software that fits in your head” - Daniel Terhorst-North
- 27. 27 Team Cognition: Cognitive Load “Cognitive load is the total amount of mental effort being used in the working memory” - John Sweller
- 28. 28 Team Cognition: Cognitive Load Intrinsic (skills) Extraneous: (mechanism) Germane: (domain focus)
- 29. 29 Team Cognition: Cognitive Load (Intrinsic) ] Extraneous [ Germane
- 30. 30 Team Cognition: Business Domains Cynefin Framework, Dave Snowden
- 31. 31 Team Cognition: Fracture Planes Business Domain Bounded Context Regulatory Compliance Change Cadence Team Location Risk Performance Isolation Technology User Personas
- 32. 32 The fundamental Team Types
- 33. 33 Four Fundamental Team Types Stream-aligned team Platform team Enabling team Complicated Subsystem team
- 34. 34 Stream-aligned teams Stream-aligned team Platform team Enabling team Complicated Subsystem team
- 35. 35 Enabling teams Stream-aligned team Platform team Enabling team Complicated Subsystem team
- 36. 36 Complicated Subsystem teams Stream-aligned team Platform team Enabling team Complicated Subsystem team
- 37. 37 Platform teams Stream-aligned team Platform team Enabling team Complicated Subsystem team
- 42. 42 Typical Team Interaction Modes Collaboration X-as-a-Service Facilitation Stream-aligned Typical Typical Occasional Enabling Occasional Typical Complicated-subsystem Occasional Typical Platform Occasional Typical
- 43. 43 Team Interaction Patterns Complicated Subsystem team Stream-aligned Stream-aligned Platform team Enabling team Flow of change
- 44. 44 Differences from the book Complicated Subsystem team Stream-aligned Stream-aligned Platform team Enabling team https://github.com/TeamTopologies/Team-Shape-Templates
- 45. 45 Becoming a “sensing” organization
- 46. 46 Listening for awkward interactions
- 47. 47 Organizational Sensing for Evolution Stream-aligned team Flow of change LIVE Rapid Feedback
- 48. 48 “Team Topologies: The domain specific language (DSL) of organization design”
- 49. 49 Any questions so far?
- 51. 51 •Launched 2009 •260+ gyms in the UK •> 1.1 million members •Largest operator in the UK •Second largest operator in Europe •2015-2020 Huge growth in members
- 52. 52 Modern Software Delivery Practices Continuous Delivery Continuous Integration 8 Deployments per day Scrum
- 53. 53 Steady Growth with Short-lived Project Teams Project D Project E Small Changes Project F Projects BAU Project G Project H Bugs GSD Handover
- 54. 54 Trigger: Rapid Team Growth to 40+ Bugs & Small Change Project G Project H Project I Project J Project K Projects BAU GSD Handover
- 55. 55 The Monolith Site Project G Project H Project I Project J BAU Vendor API Reseller API Mobile App Mobile Team Customer API Membership Management System Single repository
- 56. 56 “Short-lived project teams with handovers to BAU teams is not scalable, how can we change this?”
- 57. 57 Breaking the Monolith Gyms Site Class Listings Members Area Payments Help Centre Class Booking Join Process PT Profiles Gift Cards Landing Pages Project G Project H Project I Project J BAU Group Training Time Tables Blog Live Chat Kiosks …
- 58. 58 Other Payments Retention Acquisition Team Gym Team Re-defining Teams Join Process Landing Pages … Time Tables Gyms … Reconcilliation Join Payments … Members Areaa CRM … … Streams Enabling Mobile? Platform Membership Management Gateway (MMG) Developer Experience SRE
- 59. 59 Gym Team Payments Retention Acquisition Team Mobile? MMG DevEx SRE High Collaboration Phase
- 60. 60 Mobile? Using Facilitation and Developing X as a Service Gym Retention Acquisition Membership Management Gateway SRE Payments Dev Ex * * * * * * Flow of change
- 61. 61 Mobile? Gym Retention Acquisition Continuous Collaboration and Facilitation Membership Management Gateway SRE Payments Dev Ex * * * * * * * * Flow of change
- 62. 62 Simple Team APIs Team Type: Acquisition Owns a prospects journey before they have joined. Responsibilities: Join Process Steps 1 to 3 Gym Pages and Reviews Banner management Resellers Team Presence: Tech Lead: Joe Bloggs Product Owner: Jeremy Clarkson Business Analyst: Don Johnson Jira Board: https://ajiraboard.com Jira Label: team-acquisition Members: Joe Bloggs Frankie Boyle Clare Balding
- 63. 63 Gym Acquisition Membership Management Gateway Retention DevEx/SRE Communities of Practice (Chapters) Front End CMS and Content DevOps Security Tech Leads
- 64. 64 “Team Topologies helped us to evaluate the relationships between our teams and business strategy, to increase team efficiency, and evolve away from a monolith” John Kilmister Principal Software Architect, PureGym
- 65. 65 Key Concepts ‘Fracture Planes’ for splitting code Cognitive Load for boundaries Interaction Modes for clarity Team Types for purpose
- 66. 66 Results Projects + BAU -> Streams Separation of services More business-responsive
- 67. 67 Results Balanced ownership of services Improved team morale Better long-term architecture
- 68. 68 Could Team Topologies help you?
- 69. 69 Disengaged Teams? Pushing against Conway’s Law? Teams pulled in many directions? Flow is blocked? Painful re-org every few years? Software too big for teams?
- 70. 70 YES!
- 72. 72 •Healthy organizational culture •Good engineering practices •Healthy funding and financial practices •Avoid CapEx/OpEx split in IT •Project driven deadlines •Large-batch budgeting •Clarity of business vision Team Topologies may not be enough
- 73. 73 How do you get started?
- 75. 75 QUESTIONS
- 76. 76 THANK YOU!