Team Topologies

MATTHEW SKELTON has been building, deploying, and operating commercial software systems since 1998. Head of Consulting at Conflux, he specializes in Continuous Delivery, operability and organization design for software in manufacturing, ecommerce, and online services, including cloud, IoT, and embedded software. MANUEL PAIS is an organizational IT consultant and trainer focused on team interactions, delivery practices, and accelerating flow. Recognized by TechBeacon in 2019 as one of the top 100 people to follow in DevOps, he is also coauthor of the book Team Topologies. He helps organizations rethink their approach to software delivery, operations, and support via strategic assessments, practical workshops, and coaching.

• Figures & TablesCase Studies & Industry ExamplesForeword by Ruth MalanPreface PART I TEAMS AS THE MEANS OF DELIVERYChapter 1: The Problem with Org ChartsCommunication Structures of an OrganizationTeam Topologies: A New Way of Thinking about TeamsThe Revival of Conway's LawCognitive Load and BottlenecksSummary: Rethink Team Structures, Purpose, and InteractionsChapter 2: Conway's Law and Why It MattersUnderstanding and Using Conway's LawThe Reverse Conway ManeuverSoftware Architectures that Encourage Team-Scoped FlowOrganization Design Requires Technical ExpertiseRestrict Unnecessary CommunicationBeware: Naive Uses of Conway's LawSummary: Conway's Law Is Critical for Efficient Team Design in TechChapter 3: Team-First ThinkingUse Small, Long-Lived Teams as the StandardGood Boundaries Minimize Cognitive LoadDesign “Team APIs” and Facilitate Team InteractionsWarning: Engineering Practices Are FoundationalSummary: Limit Teams' Cognitive Load and Facilitate Team Interactions to Go Faster PART II TEAM TOPOLOGIES THAT WORK FOR FLOWChapter 4: Static Team TopologiesTeam Anti-PatternsDesign for Flow of ChangeDevOps and the DevOps TopologiesSuccessful Team PatternsConsiderations When Choosing a TopologyUse DevOps Topologies to Evolve the OrganizationSummary: Adopt and Evolve Team Topologies that Match Your Current ContextChapter 5: The Four Fundamental Team TopologiesStream-Aligned TeamsEnabling TeamsComplicated-Subsystem TeamsPlatform TeamsAvoid Team Silos in the Flow of ChangeA Good Platform Is “Just Big Enough”Convert Common Team Types to the Fundamental Team TopologiesSummary: Use Loosely Coupled, Modular Groups of Four Specific Team TypesChapter 6: Choose Team-First BoundariesA Team-First Approach to Software Responsibilities and BoundariesHidden Monoliths and CouplingSoftware Boundaries or “Fracture Planes”Real-World Example: ManufacturingSummary: Choose Software Boundaries to Match Team Cognitive Load PART III EVOLVING TEAM INTERACTIONS FOR INNOVATION AND RAPID DELIVERYChapter 7: Team Interaction ModesWell-Defined Interactions Are Key to Effective TeamsThe Three Essential Team Interaction ModesTeam Behaviors for Each Interaction ModeChoosing Suitable Team Interaction ModesChoosing Basic Team OrganizationChoose Team Interaction Modes to Reduce Uncertainty and Enhance FlowSummary: Three Well-Defined Team Interaction ModesChapter 8: Evolve Team Structures with Organizational SensingHow Much Collaboration Is Right for Each Team Interaction?Accelerate Learning and Adoption of New PracticesConstant Evolution of Team TopologiesCombining Teams Topologies for Greater EffectivenessTriggers for Evolution of Team TopologiesSelf Steer Design and DevelopmentSummary: Evolving Team TopologiesConclusion: The Next-Generation Digital Operating ModelFour Team Types and Three Interaction ModesTeam-First Thinking: Cognitive Load, Team API, Team-Sized ArchitectureStrategic Application of Conway's LawEvolve Organization Design for Adaptability and SensingTeam Topologies Alone Are Not Sufficient for IT EffectivenessNext Steps: How to Get Started with Team Topologies GlossaryRecommended ReadingReferencesNotesIndexAcknowledgmentsAbout the Authors

“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.”