Team Topologies: Organizing Business and Technology Teams for Fast Flow PDF AZW3 EPUB MOBI TXT Download

Companion 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.

Matthew Skelton
September 17, 2019
240 pages

File Size: 59 MB
Available File Formats: PDF AZW3 DOCX EPUB MOBI TXT or Kindle audiobook Audio CD(Several files can be converted to each other)
Language: English, Francais, Italiano, Espanol, Deutsch, chinese

“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, NavicoTeam 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, Business Advisor, Entrepreneur, Author of Unlearn and Co-Author of 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, 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 About the Author 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 PAISis 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. <div id="

  • This book was hard for me to read and hard for me to review. It made me angry at times. Some of the recommendations of the book almost made me throw it away on the spot. Yet, I wanted to hear what the authors have to say. The further I got in the book, the more I became to see some value in what they were sharing. Yet… I would not recommend following the suggestions from this book.This book is about teams and organizations. How should you structure your teams and the organization? It proposes four types of teams (topologies) that you might need to build products. Their argument, when you make these teams topologies clear and specify the interaction modes then that should greatly improve your product development.However… the whole book stands and falls with their interpretation of Conway’s Law and the strict approach to code ownership they take (chapter two). They see that components/services must be owned by teams and the team design must map to the architectural structure. Personally, I disagree with both of them and worked for over a decade in environments where this isn’t true… making it hard to continue the rest of the book. They also argue that teams should be separated on purpose and only coordinate with the designated interaction mode… which is the exact opposite of the environments that I enjoyed working most where interaction between teams was frequent and informal. In my experience, this level of ownership and separation is going to cause silo forming and will make building one product really hard. I would recommend against this.The rest of the book explores the four team-topologies (stream-aligned teams, enabling teams, complicated sub-system teams, and platform teams. Of these, the authors recommend most teams ought to be stream-aligned and I would agree with that. That said… many stream-aligned teams in the same product would likely need to work on the same services/components, yet the author seems to claim that this isn’t the case as good modular architecture can solve that (?!?). Here my world must be very different from the authors as I do not see how this can be resolved.The last part explores the three team-interaction modes, (1) collaboration, (2) x-as-a-service, and (3) facilitating. The different kind of teams have different default interaction modes. Again, I found the recommendations against non-standard team interaction quite harmful.All in all, as said, this is a difficult book to read and review. I learned from it, I liked it at times, it was vebose but written ok… yet I would never recommend it to anyone, with the exception of people who want to learn about what is the opposite of multiple teams interacting closely on shared code. For this reason, in the end, I decided on two stars.
  • Was reading intently until they mentioned they’d purposely restricted their engineers to only have one screen, so they could “look at each other more”. I can’t imagine how someone could decide to deliberately damage their engineer’s productivity like that and get away with it. But perhaps they didn’t, hence writing books now instead. Stuff like that is a real canary as to the wisdom of the authors of this book. Save your money.
  • If you’re a busy CTO, the audiobook is just as excellent as the written one.Team Topologies highlights the problems your org chart is creating for your software’s architecture (and as a result, your business).To remedy these problems, Matthew Skelton and Manuel Pais offer a different perspective on org structure in the form of four fundamental team topologies: value stream aligned teams, enabling teams, platform teams, and complicated subsystem teams.The theory behind these team structures is chiefly built upon the premise of the Inverse Conway Maneuver, which “recommends evolving your team and organizational structure to promote your desired architecture.” Ideally, this would require skilled software architects also be the architects of the teams in order to – for example – develop well-defined team APIs since software architects are already expected to be masters of API development.Additionally, the concepts of developing sensing organizations, using Domain Driven Design to identify fracture planes, and managing a team’s cognitive load are dissected to explain how to effectively structure high-performing teams.If you have read and implemented the practices espoused in Project to Product, the Devops Handbook, and Accelerate but are still encountering communication bottlenecks and problems with scaling your existing team structures to meet product demands, then I highly recommend Team Topologies.
  • Dear Authors,The ideas put forward by Team Topologies are compelling and as noted an iteration on successful patterns. Aligning teams based on value/platform/complex/enablement then giving them structure on how each how to communicate with the others collaboration/as a service/facilitating is a clean way to define teams, this is the heart of the book. This said the first 4 chapters which I believe are to build the “why” leaves much to be desired. If by chapter 3 we are still promising the reader what the book is going to deliver instead of delivering it something is amiss. There are seemingly throw away nuggets of wisdom such as “Thinking of the org chart as a faithful representation of how work gets done and how teams interact……”, stop here as no one thinks this and explaining the pitfalls and building a case fell flat. If chapters 1-4 could be condensed down to 1 more powerful “why” this book would be much better. I look forward to the next iteration of this book.
  • After 40+ years as the goto for Development Management, this book replaces the still fantastic Mythical Man-Month as your first point of contact.This collection of evidence and advice is perfectly paced, interesting, and has a lovely non-dry style that keeps you engaged. It explains an awful lot about the basics and more interesting personal interaction of Team Management that are not taught, and managers are expected to gain – experience says they often don’t and wing it.If, like myself, you have had the great fortune in the past of leading a true agile environment, and then the misfortune to have to change job to non-agile environment with a futile management team then this book will help you re-evaluate and realise you were not mad. If after presenting this information to that management then I leave you with the only option you have: GET OUT!
  • There are many great books with wisdom on how best to form effective teams, but the trouble has always been that this folk knowledge is widely distributed and uses different words for the same things. What the authors have achieved here is to organise this knowledge in a clear taxonomy of team topologies and interaction patterns.What’s more, they do a great job of citing other important works on the topic so that the reader can follow ideas back to their source: Melvin Conway, James Lewis, Daniel Pink, Evan Bottcher, Michael Nygard, Nicole Forsgren, Jez Humble, Gene Kim, Allan Kelly, John Roberts, Don Reinertsen and many more are liberally quoted throughout the text. That makes this book a great summary work on a topic of vital importance to any software organisation of any size – how do we best divide the work so that teams have the best possible chance of success?
  • Lots of useful content and references here, spread throughout. Also some informative diagrams to prompt discussion.I did feel however the overall content of the book could have been written in 40 pages, a lot of repetition and use of academic language when a simpler conversation style would have sufficed. It led to cognitive overload which is ironic
  • Wow. It’s the year 2020 and books that elaborate on the importance of teams and thoughtful team design are still ranked high on Amazon. I am in software dev for nearly two decades and during that time there were some seminar books of processes and Teams. I think of Cockburn, Tom de Marco, Nygard and Kent Beck. Those books were thin and still crammed with ground-breaking well formulated ideas.Many trustworthy people recommended this book to me and am totally disappointed how few ideas I could digest from it. It’s full of repetition, lenghty convoluted sentences with many buzzwords and little meaning.The images and diagrams are colorful. And that’s the most positive I can say. Chaotic. Confusing. Vague.I am a single reader, but I tell you. “This is not a book you need to read.” The topic is important but you will not learn enough from it. Go find it elsewhere.
  • This is a great book for people who want to create teams that deliver value. The authors define four types of teams that provide a different set of objectives. They also describe the communication between these teams making it very clear how each type of team operates in relation to each other. The punchy delivery and simple illustrations offer an easy to read resource that is also a great reference to help you establish the team structures needed to deliver value to your customers. I highly recommend this book for those who want to structure their organisation to deliver high value.
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    File Size: 59 MB

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