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Team Topologies: Organizing Business and Technology Teams for Fast Flow Paperback – Illustrated, 17 September 2019
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Product details
- Language : English
- Paperback : 240 pages
- ISBN-10 : 1942788819
- ISBN-13 : 978-1942788812
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Best Sellers Rank:
19,959 in Books (See Top 100 in Books)
- 97 in Workplace Culture
- 163 in Business Careers
- 257 in Business Processes & Infrastructure
- Customer reviews:
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Review
"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
"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
"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, Founder & CEO, Sussna Associates, and Author of Designing Delivery
"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'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, DevOpsTopologies.com). 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
"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
"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
"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
"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
About the Author

The Four Fundamental Team Topologies
Most organizations use a variety of team types in their organization. And, many teams even take on multiple roles. But this sprawl makes it difficult for everyone to visualize the organization landscape, and clogs the pipes of effective work flow.
When used with care, there are only four team topologies (or types) needed to build and run effective modern software systems. When combined with effective software boundaries and the three team interaction modes, these four team types act as a powerful template for effective organizational design. This is the Team Topologies approach to organizational design.

About Author Matthew Skelton
Matthew Skelton has been building, deploying, and operating commercial software systems since 1998, and has worked for organizations including London Stock Exchange, GlaxoSmithKline, FT.com, LexisNexis, and the UK government. Head of Consulting at Conflux, Matthew is the co-author of the books Continuous Delivery with Windows and .NET (2016) and Team Guide to Software Operability (2016). Matthew holds a BSc in computer science and cybernetics from the University of Reading, an MSc in neuroscience from the University of Oxford, and an MA in music from the Open University. He is a chartered engineer (CEng) in the UK.

About Author Manuel Pais
Manuel Pais is an independent DevOps and Continuous Delivery Consultant focused on team design, practices, and flow. He helps organizations define and adopt DevOps and Continuous Delivery (both from technical and human perspectives) via strategic assessments, practical workshops, and coaching. Manuel is also the co-author of Team Guide to Software Releasability (2018).

IT Revolution: Leading the Charge to the Next Revolution in IT
IT Revolution publishes books that exemplify the most current best practices for IT organizations in the enterprise. Our goal is to elevate the state of technology work, quantify the economic and human costs associated with sub-optimal IT performance, and improve the lives of IT professionals around the world. Our authors include top industry thought-leaders who, through elevated discourse, inspire positive change for IT practitioners. Founded in 2013 by Gene Kim, IT Revolution serves the DevOps community by publishing numerous books and other publications, producing the DevOps Enterprise Summits in London and San Francisco, and supporting qualitative and quantitative research projects with various partners.
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Most helpful customer reviews on Amazon.com

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.


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.

Reviewed in the United States on 5 October 2019
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.

