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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 pat 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.


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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 pat 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.

30 review for Team Topologies: Organizing Business and Technology Teams for Fast Flow

  1. 5 out of 5

    Sebastian Gebski

    I've openly criticized recent MS's book (the one about sketching) - as half-arsed, rushed & shallow. I've speculated that one of the reasons could be that he was working (in parallel) on something else - "Team Topologies" - and TBH after reading it ... I feel like my guesses were correct. Just because TT is so much better. Good points. Good conceptual model (that appears comprehensive enough). Some very good remarks & references (e.g. to McChrystal or theory of org. structures). This books ain't lo I've openly criticized recent MS's book (the one about sketching) - as half-arsed, rushed & shallow. I've speculated that one of the reasons could be that he was working (in parallel) on something else - "Team Topologies" - and TBH after reading it ... I feel like my guesses were correct. Just because TT is so much better. Good points. Good conceptual model (that appears comprehensive enough). Some very good remarks & references (e.g. to McChrystal or theory of org. structures). This books ain't long either (appendixes bloat it up a bit), but it's definitely "meaty". Don't get me wrong - one can easily "expand" the list of topologies presented here, but IMHO without adding much value. I liked it. It provided a common way of thinking about team organization - one that IMHO will be very useful in my work. Again - it's not about revealing some hidden truth - MS is not a prophet, but the framing he does really helps with harnessing the topic. 4.2-4.5 stars, but rounded up to 5, because I already have a list of people I'd like to recommend it to.

  2. 4 out of 5

    Brice Beard

    Formatted review at https://www.linkedin.com/pulse/stream... Team Topologies provides deep insight into organizing IT teams for high performance. It demonstrates why a team centric approach is critical to DevOps and Agile success. For anyone leading team(s) or simply working in a team, you’re bound to learn a lot through the case studies and synthetic approach presented. You will acquire a new frame of reference to help evolve your team(s) or organization and improve Teamwork ! Software Architectu Formatted review at https://www.linkedin.com/pulse/stream... Team Topologies provides deep insight into organizing IT teams for high performance. It demonstrates why a team centric approach is critical to DevOps and Agile success. For anyone leading team(s) or simply working in a team, you’re bound to learn a lot through the case studies and synthetic approach presented. You will acquire a new frame of reference to help evolve your team(s) or organization and improve Teamwork ! Software Architecture & Conway’s Law “organizations which design systems are constrained to produce designs which are copies of the communication structures of these organizations” - M. Conway [1] The book starts with a detailed analysis of Conway’s law and how it should inform team organization. The authors demonstrate that system architectures form, live and die with the teams implementing them through their interactions. Teams effective delivery needs a compatible architecture driven by its ability to sustain Flow for the teams involved through scaling, change of focus, new features, .. In effect, Team organization and Software Architecture are interdependent and they evolve in a symbiotic relationship. Check codescene that measures how your team organization and architecture align based on code commits. Team First approach The authors then analyze what makes teams efficient. They go in details on appropriate team size and also how to engage people and teams through empowerment alongside the dimensions of Autonomy, Mastery and (shared) Purpose [2]. A fundamental aspect explained is Team Cognitive Load, not quite the sum of team members ability, but a limit to take into account to ensure teams are not overwhelmed by the complexity of the software they own (guidance of one major and two minors systems per team). Another way to control demand is to define a team API in term of SLA, error budget, documentation or any other way to interact with the team. This includes making independent technology choices as needed but normally rely on standard tools and process to make it easy to own part of a software stack. Finally, a strong argument is made against cubicles and open space offices which actually reduce communication. Instead Office space should foster team efficiency by letting teams achieve some level of isolation (flexible partitions) as well as on-demand collaboration through pair programming/designing, whiteboards, writable walls or event spaces. Breaking the Monolith to unleash Flow “At a conceptual level, software architectures should resemble the flows of change they enable [ in business streams] (because a stream flows).” - Team Topologies With the team first approach as a guiding principle and the need to align teams to your evolving architecture, the authors explain that a loosely coupled architecture based on highly cohesive components that are easy to test together is how teams achieve Flow. They go in details on how to break monolithic aspects of your system along fracture planes to reach this architecture type. A strong case is made that while there are many ways to split your architecture ( Business Domain Bounded Context, Risk, Change Cadence, Team Location, User Personas, Technology, .. ), they are context dependent and definitely not equal in achieving Flow. Microservices are often presented as an example of architecture that can decompose well with its independent services, provisioning model, monitoring and rapid deployment. But the authors warn that Flow is reached only with a Team centric approach that guarantees team ownership of components that are deployed independently with enforced APIs and often based on separate data models, storage and optimistic/resilient consistency. Fundamental Team Topologies With the argument built so far about autonomous teams, aligned to business and able to flow work as independently as possible, the fundamental team is not surprisingly described as a generalization of the classic Agile product/feature team. These stream-aligned teams own their codebase and optimize their collaboration with other teams (great take on Lean Value Streams and Value Stream Mapping [3]. As one of the practical Tips enriching the book, you are advised to target a ratio between 7 and 10 to 1 between stream-aligned and other teams. The other fundamental team types support the stream-aligned teams ability to flow changes. Enabling teams help other teams to improve their capabilities from expertise and tooling to process and practice. The focus of Enabling teams is to grow the other teams and serve their journey towards autonomy, mastery and purpose [2]. Complicated sub-system teams should be an exception as they help take care of particularly complex part of the codebase, components that need the undivided attention of specialists. They help avoid the extreme cognitive tax that these complicated components would levy if owned by stream-aligned teams. Finally, Platform teams deliver platform as a product to the stream-aligned teams, including the definition of pattern and common concepts [4]. They can have more focus on Tech aspects but need to understand product development as their role is to help optimize stream aligned teams delivery with a strong focus on DevEx. These fundamental team types serve as role models other teams should move towards to optimize delivery. These types scale to the organization level as a self-similar or fractal model where say a platform team decomposes as a set of stream aligned teams delivering a platform product itself relying on a lower level platform team. Note the absence of support or operation teams in the topologies, the analysis on why you don’t need them (while learning about Operation as a sensory mechanism) warrants to read the book on its own. Team Interaction Modes Considering how teams should interact is where the book starts to resonate into a powerful toolset to optimize delivery. The figure below shows team interaction modes in action. The critical argument is that interactions need to be controlled. Collaboration (in red) has high (potential) value / high cost whereas X-asAService (chains) provides predictable delivery but with limited innovation opportunity. Facilitating is the third and last interaction mode presented, referring essentially to how Enabling teams support the other teams with well described patterns and anti-patterns. The figure below shows how collaboration can help define and put in place a Platform-as-a-Service relationship between a stream-aligned team and a platform team, a good way to ensure your platform evolves to purpose and focus on DevEx. No alt text provided for this image With the added insight that efficient interactions are focused, well bounded and intermittent [5], the interdependence between system architecture, teams and their interactions is now fully formed. How to evolve Team organization “Disbanding high-performing teams is worse than vandalism: it is corporate psychopathy.” - Alan Kelly, Project Myopia Beyond building long lived performant teams who you move work to, an important point made here is the role of architects (not team of architects!) in helping shape and evolve team boundaries, interactions and system architecture in unison. Another practical tip recommends to evolve different team topologies for different parts of the organization at different times to match the team purpose and events ( and avoid just another Re-Org ! ). The book provides examples of successful changes in the small but the focus is on helping define and evolve a target. Beyond Teams APIs, Promise Theory [6] is mentioned several times as a way to improve interactions without enough details, a dedicated chapter would have been welcome. Similarly, interaction with Business (teams) is not explained much and references to Inner/Open source are limited. This is a significant gap as the focus existing in Inner/Open source on architecture for participation resonates strongly with many aspects of the book. For instance an inner-sourced platform seems a good option to increase innovation in parallel to an X-as-a-Service interaction. High trust organizations would also have deserved a separate chapter to explain how elements of the book apply to them and where they open up further options to reach the next level of Flow. Finally, the authors could help refine a diagram type to represent teams and their interactions showing Value Streams at team level (maybe with help from Promise Theory ?). As an example, the team relationships should be directed. Also collaborations with hand off (say to an Ops team for release) could show differently given their Flow impact .. Conclusion Team Topologies brings together novel ideas and learnings complementing each other to demonstrate that a Team First approach to software delivery is critical to successful System Architecture and Team efficiency. By defining Four Fundamental Team Types and Three Interaction Modes, the book provides a well thought toolset to help build an agile organization that supports stream-aligned teams to reach and sustain a faster flow of delivery. So start thinking how you can Stream Align Me and help realize the full potential of your Team(s) and System(s) by reading and using Team Topologies !

  3. 4 out of 5

    Toni Tassani

    The authors evolve the idea behind DevOps Topologies into a model for or organisational design. They suggest four essential team types and three interaction models, and present multiple real cases where their approach was used. From that perspective, they try to cover aspects like finance, diversity, culture, maturity, support, office layout, or quality, with a clear focus on architecture, and Conway's Law. Considering the team as the essential unit they pitch for team stability and cross-functio The authors evolve the idea behind DevOps Topologies into a model for or organisational design. They suggest four essential team types and three interaction models, and present multiple real cases where their approach was used. From that perspective, they try to cover aspects like finance, diversity, culture, maturity, support, office layout, or quality, with a clear focus on architecture, and Conway's Law. Considering the team as the essential unit they pitch for team stability and cross-functionality, providing appropriate coaching and giving a clear and independent mission. They provide a lot of statements as pieces of advice but let a lot of aspects uncovered, like management, team coaching, or external teams. I didn't like that they quote a lot of books without context, finding a sentence that may cover their particular idea, even though the book being referenced defends a different position. I didn't like the way they interpret Dumbar's number: 15, according to them. Team Topologies approach is a simplification and some simplifications are useful. It may provide a vocabulary to discuss the organisation.

  4. 5 out of 5

    Cliff Hazell

    A must read for anyone designing teams, architecture or org structure. The ideas around fundamental topologies and patterns, cognitive load and interaction types; are vital concepts beautifully captured by Matthew and Manuel. Highly recommended

  5. 4 out of 5

    Valerie

    Super interesting book for those tasked with organizational design. Filled with insights on how to structure your organization’s teams in a scalable way that both optimizes for delivery and takes a human-centered approach. The writing was very dry — a bit white paper-ish — and could’ve used many more real-world examples to support the concepts they propose. Regardless, I found their lens for thinking about teams to be extremely valuable.

  6. 4 out of 5

    Doc Norton

    Good, but stretched into a bigger book. There are very valuable nuggets in here and many references to related and supporting books. But it felt stretched. I'd have preferred something half the length and believe the value wouldn't have been compromised. Good, but stretched into a bigger book. There are very valuable nuggets in here and many references to related and supporting books. But it felt stretched. I'd have preferred something half the length and believe the value wouldn't have been compromised.

  7. 4 out of 5

    Vlad Ardelean

    Far too bloated, but very nice references! This video here: https://www.youtube.com/watch?v=Tvt0A... has one of the authors explaining what's in this book. I made 135 highlights on kindle, so there has to be some value in it, but the book could easily have been made 5 times shorter. Bits of information I remember and found interesting: * Decisions should be taken by people who have the most information in order to make the decision. * Reverse Conway maneuver: ensure teams can't communicate well, and Far too bloated, but very nice references! This video here: https://www.youtube.com/watch?v=Tvt0A... has one of the authors explaining what's in this book. I made 135 highlights on kindle, so there has to be some value in it, but the book could easily have been made 5 times shorter. Bits of information I remember and found interesting: * Decisions should be taken by people who have the most information in order to make the decision. * Reverse Conway maneuver: ensure teams can't communicate well, and the software they produce will have very clear boundaries * Dunbar's number 7+-2: the optimal number of individuals on a team. Some teams could stretch this number to 15. Here "optimal" refers to social interactions. Above that number, people won't "trust" other people enough to work effectively with them. * Dan Pink's 3 elements of intrinsic motivation: autonomy, mastery and purpose * If we have managers deciding which services will be built by which team, we implicitly have managers deciding on the system architecture. * If you don't want teams to communicate, give them separate tools (slack vs email vs JIRA, trello, hipchat, etc :P) * 3 types of cognitive load: intrinsic (language syntax), extrinsic (deployment and how systems communicate) and germaine (business knowledge). Need to minimize the intrinsic and extrinsic and maximise the germaine kinds of knowledge, as business knowledge is what actully brings $ * 3 levels of system complexity: simple, complicated and complex. Simple = can fit inside one person's head and leave room; Complicated = can't fit inside one person's head, but they're traceable by a human mind; Complex = has non-intuitive/ non-deterministic behaviours and can't fit inside a single person's mind * One team can support 2-3 simple domains OR 1 complicated+1 simple one OR 1 complex domain (rules of thumb) * If a team has a complex domain, and a simple one, they might just end up solving the simpler problems and postponing the harder ones forever * Team API: have a place that describes what the team does and how to interact with them * put teams that naturally have a need to communicate, in the same space * The ration between stream aligned and other types of teams should be between 6:1 and 9:1. Wow, lots of stream teams there! * Monolith types: joint-at-the-db, monolithic build, monolithic release, monolithic model, monolithic workspace (come on, this one's stretching it!) * Ways to break up a monolith: by business domain, change cadence, team location, risk profile, performance isolation (services supporting 3RPS on average, constantly vs services who stay down most of the year, but then need to process big data for Christmas), technology, user personas; And the test for the monolith split: does the new team architecture support more independent teams? * Hand-offs between teams are bad * Having teams that maintain systems and teams which build new systems seems to be an anti pattern; The team that built a system should operate it 4 Team types: * Stream-aligned (the authors refuse to call them "feature teams" for some reason). These ship features. They're aligned to make changes where the business most requires them * Complicated-subsystem teams: teams created from people who are basically all PHDs or work on very specialized things (image processing, NLP, etc). They probably act like platform teams. * Platform teams: they create services that the stream-aligned teams will use * Enabling teams: teams experienced professionals, going around and helping other teams in specific areas (for instance, specialized could infrastructure people, going around and helping other teams move to the cloud. Same for setting up CI/CD etc.) 3 Interaction modes: * Collaboration: in this interaction mode, team boundaries are broken, the teams become one for a period of time. Like this, they can spot problems/innovate faster, but communication overhead is high. * Facilitation: one team teaches the other some kind of technique, or helps the other team in some way. * X-as-a-service: The teams are extremely separated, and communicate through clear interfaces (web services for example). This interaction mode optimizes for predictability of delivery, and it's the opposite to "collaboration" (so not optimal for innovation) ... so some interesting insights, probably backed by research done by other authors, reported in other books. This book is a good starting place and conversation-starter about team design. It's however too repetitive, and the case studies must be taken with a grain of salt, because it's kind of hard to support a model with just one anecdote. The number of references quoted by this book is high, and at least the articles that I read are very qualitative. If you read this book, I think that the references should be mandatory read as well. In the end though, I got left with the feeling that there's far more about team design out there than this book is addressing. For instance in "Leading the unleadable" a lot of personality quirks of team members get discussed. This book does not consider human beings as individuals. There's no mention even of seniority level in a book about team design, which I find kind of weird. Should we put 5 juniors together and call it a team? How about 5 seniors? The book presents some mental models about teams and how they collaborate, which is good, but a little too simplistic. What happens if you have introverts on the team, do you make them work in an x-as-a-service interaction mode, because they don't know/like to communicate with people? What do you do when you have a bunch of bored seniors, do you put them in enabling teams and let them walk around and be pedantic to other people? :D Does this book cover interactions with the marketing, sales, and account management teams as well? I get it that these topics are very complex, but would have been great if instead of being so repetitive, the authors would have acknowledged these topics, and declared them out of scope. The book explains too much what the book's purpose is, doesn't deliver enough information to reach that purpose, and leaves all other related topics completely out.

  8. 4 out of 5

    Mindaugas Mozūras

    Team structures must match the required software architecture or risk producing unintended designs. A must-read for anyone in a technical leadership role. Team Topologies explains the principles and patterns for successful team structures and efficient interactions between teams. The book is very concrete, practical, and contains useful examples. While the content wasn't all new to me, I found it very well structured (ha), and it gave me fresh food for thought. We use many of the principles outlin Team structures must match the required software architecture or risk producing unintended designs. A must-read for anyone in a technical leadership role. Team Topologies explains the principles and patterns for successful team structures and efficient interactions between teams. The book is very concrete, practical, and contains useful examples. While the content wasn't all new to me, I found it very well structured (ha), and it gave me fresh food for thought. We use many of the principles outlined here at Vinted, but often do it implicitly. I think that it might be worth considering making it explicit and base it on this book.

  9. 5 out of 5

    Ken Gronnbeck

    The main content of the book is worth a 4 or even 5 stars. But it also contains a considerable amount of fluff. And way to many quotes that disrupts the flow of reading, ironically, the word flow is used on almost every page of the book.

  10. 5 out of 5

    Eduards Sizovs

    As a seasoned Continuous Delivery and DevOps practitioner I didn't expect to find something new, but this book positively surprised me. Team Topologies is a great read about scaling organizations and software development. In fine detail, with concrete practices, it explains how to (re)-structure your teams to achieve flow. It's well-written, well-structured, and has lots of take-aways. As a seasoned Continuous Delivery and DevOps practitioner I didn't expect to find something new, but this book positively surprised me. Team Topologies is a great read about scaling organizations and software development. In fine detail, with concrete practices, it explains how to (re)-structure your teams to achieve flow. It's well-written, well-structured, and has lots of take-aways.

  11. 5 out of 5

    Tõnu Vahtra

    Some theoretical books from IT Revolution Press can be extremely tedious (but still useful, like The DevOps Handbook), this one is actually very engaging to follow (I had to constantly make breaks to take notes) and it's not that long, merely 240 pages. I will definitely take this book into use in my work life (actually already did). It introduced a few new concepts and novel ideas to my everyday vocabulary like cognitive load, optimizing for FAST FLOW and high fidelity sensing (Cynefin was also Some theoretical books from IT Revolution Press can be extremely tedious (but still useful, like The DevOps Handbook), this one is actually very engaging to follow (I had to constantly make breaks to take notes) and it's not that long, merely 240 pages. I will definitely take this book into use in my work life (actually already did). It introduced a few new concepts and novel ideas to my everyday vocabulary like cognitive load, optimizing for FAST FLOW and high fidelity sensing (Cynefin was also briefly mentioned). I had been talking about complexity and complexity threshold but in some situations cognitive load suits better for explaining the same phenomena. There were many discussions about Dunbar's number and explanation on different optimal team sizes for specific challenges (15+ only for sharing information, up to 15 for actually working on something and not over 7-8 on focused high-intensity activities), the concept of trust is also bought into this discussion as enabler of trust. The book stresses the importance of keeping a team stable and minimizing interruptions. The reason why I would not give full 5 stars to the book was that the real-life examples were not very impressive by themselves (mostly just repeating the recommendations without specific context or challenges mentioned). Some of the examples also went a bit too far, for example a company was mentioned who did not allow employees to have more than one monitor "so that they could see themselves past the monitor". In general looking at the "inverse Conoway's law" is an interesting thought model (designing the optimal team structure to suit the available technologies). “organizations which design systems are constrained to produce designs which are copies of the communication structures of these organizations” - M. Conway Team Cognitive Load is not quite the sum of team members ability, but a limit to take into account to ensure teams are not overwhelmed by the complexity of the software they own. A strong argument is made against individual cubicles and open space offices with long rows of desk that actually reduce communication (people tend to communicate more virtually). Instead office space should foster team efficiency by letting teams achieve some level of isolation while enabling cross team communication and on-demand collaboration through pair programming/designing, whiteboards, writable walls or event spaces. “At a conceptual level, software architectures should resemble the flows of change they enable [ in business streams] (because a stream flows).” STREAM-ALIGNED TEAMS are aligned to streams of work and own their codebase and systems, they optimize their interactions with other teams, they are able to flow work as independently as possible. ENABLING TEAMS help other teams to improve their capabilities from expertise and tooling to process and practice. The focus of Enabling teams is to grow the other teams and serve their journey towards Autonomy, Mastery and Purpose. COMPLICATED SUB-SYSTEM TEAMS should be an exception as they help take care of particularly complex part of the codebase, components that need the undivided attention of specialists. They help avoid the extreme cognitive tax that these complicated components would levy on stream-aligned teams. PLATFORM TEAMS deliver platform as a product to the stream-aligned teams, including the definition of pattern and common concepts. INTEGRATION MODES. Choice of interaction type needs to be selective and intermittent to streamline delivery. Collaboration has high potential value but high cost whereas X-as-a-Service (chains) provides predictable delivery but with constrain innovation. Facilitating is third standard interaction mode presented, referring essentially to how Enabling teams support the other teams with well described patterns and anti-patterns. “Disbanding high-performing teams is worse than vandalism: it is corporate psychopathy.” - Alan Kelly, Project Myopia

  12. 4 out of 5

    Bjoern Rochel

    Quick, very insightful read centering around the ideas of Conways Law, Dunbars number and Cognitive Load and their effects on organizational design. Good and useful stuff to reason about team structures in an organization!

  13. 5 out of 5

    Dominykas Punis

    One of the best books on organisational design, especially in technology sector. While mostly applicable to larger organisations with 15+ teams, it's also very useful for companies at a growth/scaling stages. It's mostly based on Conway's law and talks about 4 fundamental team types and 3 cross-team communication methods that companies should follow. One of the best books on organisational design, especially in technology sector. While mostly applicable to larger organisations with 15+ teams, it's also very useful for companies at a growth/scaling stages. It's mostly based on Conway's law and talks about 4 fundamental team types and 3 cross-team communication methods that companies should follow.

  14. 5 out of 5

    Hannes Lindblom

    Contained many great takeaways and concepts which I will be able to apply in my current job. A bit repetetive and long though, the content could probably have been condensed.

  15. 5 out of 5

    Simon Hohenadl

    Not much new here for me, but a very good overview of the topic. A must-read for people taking on responsibility for software development teams.

  16. 4 out of 5

    Mash

    A must read for managers, architects, and developers alike. The concept of 4 team topologies and the 3 interaction modes between those teams underpins the discussion in the book and helps create a blueprint for how teams should structure and evolve themselves.

  17. 5 out of 5

    Alexander Teibrich

    This book is excellent! It provides a clear, simple mental model to think about organizational structure and how teams might best interact and work with each other. At its core, there are 4 different team types (stream aligned, platform, enabling, and complicated subsystem) and 3 modes of interaction (collaboration, facilitation, and providing a service through a clear interface). This alone is extremely helpful as it harmonizes terminology. The other 3 take-aways for me were: (1) Conway's Law whic This book is excellent! It provides a clear, simple mental model to think about organizational structure and how teams might best interact and work with each other. At its core, there are 4 different team types (stream aligned, platform, enabling, and complicated subsystem) and 3 modes of interaction (collaboration, facilitation, and providing a service through a clear interface). This alone is extremely helpful as it harmonizes terminology. The other 3 take-aways for me were: (1) Conway's Law which shows you tightly coupled and interconnected organizational structure and software architecture are (2) Dunbar's number and the limits of scaling that come with it (3) the thought that more communication is not necessarily better. The focus should rather be on consciously designing communication paths that account for cognitive load and enable flow. Thanks a lot for sharing! I'm fairly sure I will continue working with these terms and visualizations for a while!

  18. 4 out of 5

    肥啾 H

    This book is written by one who is highly logical, highly ordered, and highly intelligent. He uses a top-to-bottom approach to analyze a few important ideas: - Team first approach - DDD (domain driven design) - Four main team topologies: Platform, Stream-aligned, enabling, and complicated-subsystems. - Three team interaction modes: Collaboration, X-as-a-service, and facilitation. He encouraged to think of a problem, key stakeholders clearly, and think of it as a way to have a minimal viable product This book is written by one who is highly logical, highly ordered, and highly intelligent. He uses a top-to-bottom approach to analyze a few important ideas: - Team first approach - DDD (domain driven design) - Four main team topologies: Platform, Stream-aligned, enabling, and complicated-subsystems. - Three team interaction modes: Collaboration, X-as-a-service, and facilitation. He encouraged to think of a problem, key stakeholders clearly, and think of it as a way to have a minimal viable product as the backbone for later iterations. Seeing a logical writeup with much seriousness, though I feel some language choices made it a bit repetitive, is reassuring because you trust the author’s commitment to a book that’s designed for selfless teaching.

  19. 5 out of 5

    Isaac Perez Moncho

    Team Topologies is full of insights and exciting ideas. It made me realise that some concepts I used in the past can be applied to teams, and there may be better ways to align different teams to focus on company-wide results. Four key takeaways from the book that I will pursue further are: Applying the concept of cognitive load to a team will make it easier to define the responsibilities of that team. Reward teams by the output of other teams. The thinnest viable platform, to get just the right plat Team Topologies is full of insights and exciting ideas. It made me realise that some concepts I used in the past can be applied to teams, and there may be better ways to align different teams to focus on company-wide results. Four key takeaways from the book that I will pursue further are: Applying the concept of cognitive load to a team will make it easier to define the responsibilities of that team. Reward teams by the output of other teams. The thinnest viable platform, to get just the right platform for the needs and the times. Plan the evolution of the teams' structure over time instead of thinking that the teams' structure is a fixed solution.

  20. 4 out of 5

    Yannick Grenzinger

    A very interesting book on how to design your organizational architecture allowing to deliver software faster by implementing the idea of "Reverse Conway's Law". It really opens a view on how to exit the traditionnal "waterfallish" and siloed organizational architecture and mainly avoid the costs of synchronization between teams. I don't put a 5 stars because it maybe lacks more information on how the model has been implemented, how is it used and the pitfalls. Less theory and a bit more of practi A very interesting book on how to design your organizational architecture allowing to deliver software faster by implementing the idea of "Reverse Conway's Law". It really opens a view on how to exit the traditionnal "waterfallish" and siloed organizational architecture and mainly avoid the costs of synchronization between teams. I don't put a 5 stars because it maybe lacks more information on how the model has been implemented, how is it used and the pitfalls. Less theory and a bit more of practical knowledge.

  21. 4 out of 5

    Dejan Vukmirovic

    Very interesting overview of theoretical approach to IT teams/organizations setup. It is kind of simplified and generic approach, and I would argue that people tend to bend this theoretical concepts in real-life situations, but it gives you a great starting point to think about organizations you want to (re)shape. I will keep this book in my collection, that is for sure.

  22. 4 out of 5

    Marco

    Quick read about team structures, functionalities and communication types. Mostly based on Conway's law and creating strategies to use this for building teams. Sometimes a little bit to theoretical but I liked the chapter about DDD aspects when it comes to teams. Quick read about team structures, functionalities and communication types. Mostly based on Conway's law and creating strategies to use this for building teams. Sometimes a little bit to theoretical but I liked the chapter about DDD aspects when it comes to teams.

  23. 4 out of 5

    Kostadin Golev

    Great insights! I found it a bit dry and generic at times, but a great read.

  24. 4 out of 5

    Tommi Tikkanen

    Must-read for people that are re-organizing technology development organizations. A bit repetitive.

  25. 5 out of 5

    Viktor Lototskyi

    Once you have great people who want to do a great job, you need to organize them in a proper way. The authors of this book do a solid impact to fills the gap for modern IT.

  26. 5 out of 5

    Dmitry Spesiviy

    This was a great book for me. It is first time when I made more then 100 notes in one book. I was looking for the ways how to optimize work in our company and this book gave to me a lot of insights. Book full of real-life example, references to other books, practices. Thank you @Matthew Skelton Highly recommended for all people who are involved in organizing, supporting and managing IT teams.

  27. 5 out of 5

    Kristjan

    Clear and well captures the topic.

  28. 4 out of 5

    João Quitério

    A good framework to discuss an important but often neglected topic: how to structure your engineering organization.

  29. 5 out of 5

    Ricardo Hernández

    Perhaps one of the best technical -and not yet technical- books that I have read about software development and organizational development. Parting from concise theory, they authors offers proven ways to plan, design, develop and nurture teams that align with business objectives, technical architecture and development flows. Taking Conway’s Law as backbone to sustain their their, Skelton and Pais are defining here what its was missed from the DevOps revolution: people and the ever complex produc Perhaps one of the best technical -and not yet technical- books that I have read about software development and organizational development. Parting from concise theory, they authors offers proven ways to plan, design, develop and nurture teams that align with business objectives, technical architecture and development flows. Taking Conway’s Law as backbone to sustain their their, Skelton and Pais are defining here what its was missed from the DevOps revolution: people and the ever complex product of interactions: organizations.

  30. 4 out of 5

    Nicklas Bekkevold

    Not my field of expertise, but very fun and interesting to read!

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