“If the architecture of the system and the architecture of the organization are at odds, the architecture of the organization wins.” ~ Ruth Malan (Team Topologies: Organizing Business and Technology Teams for Fast Flow ^1)
Notes
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
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