Team Topologies: Organizing Business and Technology Teams for Fast Flow
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- Type：Epub+TxT+PDF+Mobi
- Create Date：2021-06-18 09:55:15
- Update Date：2025-09-06
- Status：finish
- Author：Matthew Skelton
- ISBN：1942788819
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Summary
Successful teams are fundamental to create successful outcomes for any business， across all industries， to include building and running modern software systems， and successful organizations take care in designing and evolving their team structures。 In TEAM TOPOLOGIES DevOps 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 will help readers discover: Team patterns used by successful organizations Common team patterns to avoid with modern software systems When and why to use different team patternsHow to evolve teams effectivelyHow to split software and align to teams
Reviews
Floris Dafel
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Thought provoking， especially about things often hardly given any thought about in Software Dev。 It was a bit textbook-ish。
John Cumming
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I have to admit that I was expecting this to be an explanation of Conway’s law and then pages of examples to labour the point。 I was wrong。The book brings together The connection between system and organizational architecture as expected， but also how cognitive loads on teams can be balanced against the need for innovation and collaboration - a potentially costly mode of interaction - and be used to create sustainable architecture and team flow。 The book also presents fracture lines in software I have to admit that I was expecting this to be an explanation of Conway’s law and then pages of examples to labour the point。 I was wrong。The book brings together The connection between system and organizational architecture as expected， but also how cognitive loads on teams can be balanced against the need for innovation and collaboration - a potentially costly mode of interaction - and be used to create sustainable architecture and team flow。 The book also presents fracture lines in software as more than just a technical consideration。As a resource for thinking about scaling systems， it is worth the space on anyone’s book shelf。 。。。more
Dmitry Paunin
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Not as deep as I wanted but good to have a baselineThe book is a good product of the theories and have study cases， I like how the author put the problem and offered limited tooling to solve the problem。。。。which actually helps with abstraction。 The book implies many times that solution "depends" on many factor - that does not help much。。。even the author gives examples like "if。。。then"。 In general I enjoyed reading it。 Not as deep as I wanted but good to have a baselineThe book is a good product of the theories and have study cases， I like how the author put the problem and offered limited tooling to solve the problem。。。。which actually helps with abstraction。 The book implies many times that solution "depends" on many factor - that does not help much。。。even the author gives examples like "if。。。then"。 In general I enjoyed reading it。 。。。more
Rebecca
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Solid practical advice on both theory and the practice of effectively scaling and building an organization for the long term - appreciated the models of teams and interactions。 Will definitely be recommending this book as well as incorporating these ideas into my management style。
Dan Corman
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A must read for any aspiring technical leader。Would've given it a 5 but there's redundancy throughout the book。 The authors likely intended it to reinforce points but I found myself skipping sentences at times。 A must read for any aspiring technical leader。Would've given it a 5 but there's redundancy throughout the book。 The authors likely intended it to reinforce points but I found myself skipping sentences at times。 。。。more
Jose Sanchez
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Es un excelente libro Seguramente está basado en un contexto 100% para desarrollo de software pero ofrece una mirada disruptiva y sana de cómo podemos tener una estructura más adaptativa。。。 sin duda un libro que tiene un potencio gigante
Alexander Teibrich
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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！ 。。。more
Sebastian Castillo
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Too much references so it’s hard to read。 Felt more like a textbook and much of the great discoveries are just coming sense
Ivan Chernov
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Наконец-то дочитал эту прекрасную книгу， которая правда в каждой главе описывает ровно то， что описано на сайте https://teamtopologies。com/。 С одной стороны， клёво - ты всегда знаешь о чём описание， с другой стороны от книги ожидал， что у тебя будет 250 примеров как это строить， а в реальности 10 историй из фирм， которые написаны очень общим языком， и 10 гипотетических примеров。 Не смотря на это， всё равно считаю хорошей начальной книгой по выстраиванию команд в компаниях。 Наконец-то дочитал эту прекрасную книгу， которая правда в каждой главе описывает ровно то， что описано на сайте https://teamtopologies。com/。 С одной стороны， клёво - ты всегда знаешь о чём описание， с другой стороны от книги ожидал， что у тебя будет 250 примеров как это строить， а в реальности 10 историй из фирм， которые написаны очень общим языком， и 10 гипотетических примеров。 Не смотря на это， всё равно считаю хорошей начальной книгой по выстраиванию команд в компаниях。 。。。more
Antony
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Read this for work because it was mentioned several times in the latest ThoughtWorks technology radar。 It is primarily concerned with org。 design in orgs that deliver software， but a lot of the thinking has potentially wider application。 It was a good read and I expect it to be pretty useful。
Stamatios
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This is a modern classic。 Many of the techniques described in the book are already considered best practices in a lot of companies and IT departments， and they will likely remain relevant for many years to come。The ideas in Team Topologies may stem from DevOps but can be applied to any engineering team。 The book does a great job providing plenty of real case studies from a variety of industries to support the theory in each chapter。 The first part of the book introduces Conway's Law and argues i This is a modern classic。 Many of the techniques described in the book are already considered best practices in a lot of companies and IT departments， and they will likely remain relevant for many years to come。The ideas in Team Topologies may stem from DevOps but can be applied to any engineering team。 The book does a great job providing plenty of real case studies from a variety of industries to support the theory in each chapter。 The first part of the book introduces Conway's Law and argues in favour of team-first organisational structures and human-oriented system architectures。 The main goal is to form empowered autonomous teams and decrease their cognitive load by focusing their scope or responsibilities， reducing their size and limiting their interactions with other teams to the minimum necessary。The middle part goes into more detail on the various static types of teams and interactions， describing their different purposes， expected behaviours， and most suitable scenarios。 The book finishes with a discussion on dynamic teams and the concept of "organisational sensing"， which is the ability of an organisation to monitor and react to its own internal workings。Although there's some repetition in the book， the clear explanations with examples， the orderly structure of the chapters and the cohesiveness of the authors' thesis make Team Topologies the must-read book for IT executives， managers and consultants。 。。。more
Dainius Jocas
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Many implications of the Conway's law。A bit repetetive in the second half。 Many implications of the Conway's law。A bit repetetive in the second half。 。。。more
Baldur
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The differentiation into 4 categories of teams is useful and reflects the teams I worked with so far。The further deep down into collaboration modes of these teams provides interesting frameworks into how to think about building short-term and long-term wins。 As typical to any problem， the choice depends on state of the world and what works to explore and rapidly innovate， might be dangerous to maintain already existing system。I would suggest the book to anyone who works within organization that The differentiation into 4 categories of teams is useful and reflects the teams I worked with so far。The further deep down into collaboration modes of these teams provides interesting frameworks into how to think about building short-term and long-term wins。 As typical to any problem， the choice depends on state of the world and what works to explore and rapidly innovate， might be dangerous to maintain already existing system。I would suggest the book to anyone who works within organization that has at least 3 of the 4 team types: Value Stream Teams （I'm more used to name feature or business team）， Platform Teams and Enablements team。 。。。more
Juhász Thomas
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Good content spread way outI liked the actual content of the book but I think it could’ve been 20% of the length without losing value。
Nicklas Bekkevold
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Not my field of expertise， but very fun and interesting to read！
Grzegorz
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Great way of organizing in product development。The idea is to organize according to business flow or product flow into 4 types of teams:1。 Stream aligned teams2。 Enabling teams3。 Complicated susbsystem teams4。 Platform teams
Tim Jarrett
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Good content， difficult read。 Very academic。 I am going to go back and reread it but it wasn't as immediately useful as I'd have liked it to have been。 Good content， difficult read。 Very academic。 I am going to go back and reread it but it wasn't as immediately useful as I'd have liked it to have been。 。。。more
Birkan
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Takım yapıları ve birbirleriyle kurdukları iletişimin hem yazılım mimarisine hem de ekiplerin verimliliklerine etkilerini net ve düzenli bir şekilde anlatmış kitap。 Genelde günlük tecrübelerimizden iç güdüsel olarak bildiğimiz yapıları daha sistematik şekilde anlatan bu tarz kitapları sevenlere öneririm。
Ting
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Finally a fantastic book about org design specifically for building and running softwares。 Many of the anti-patterns， cognitive overload， painful transition mentioned in the book， I have either experienced them myself and seen other teams struggling with them。 The design is not new to me but still I wish I have read the book earlier and be able to articulate the design principles using the language from the book。 Even more， I wish everyone in Engineering could talk in the same language: Conway's Finally a fantastic book about org design specifically for building and running softwares。 Many of the anti-patterns， cognitive overload， painful transition mentioned in the book， I have either experienced them myself and seen other teams struggling with them。 The design is not new to me but still I wish I have read the book earlier and be able to articulate the design principles using the language from the book。 Even more， I wish everyone in Engineering could talk in the same language: Conway's law， four team types， three interaction modes， team-first thinking etc。 。。。more
Adrian Gonzalez
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An excellent explanation of the importance of consciously organizing teams and a set of best practices to do it
Herber Colop
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Really great book！ It is a set of clear directives and steps to implement workflows and systems architectures。As a developer， it is impossible not imagine a lot of ideas to implement the concepts as soon as possible。
Jan Robert
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Loved this - recommended for those of you working in software develoment。
Dino Jurina
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As good as it gets for advices to c level management of a product oriented IT company。
John
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This is essential reading for any engineering manager， leader， or executive who needs a well worked-out idea of how to organize tech teams and must understand the different types of teams and their interactions。 I learned a lot！The fundamental contribution here is that the book outlines four basic types of teams: A stream-aligned team that makes things; a platform team that provides internal services （to reduce the load on stream-aligned teams [p。 92]）; an enabling team that conducts mentoring a This is essential reading for any engineering manager， leader， or executive who needs a well worked-out idea of how to organize tech teams and must understand the different types of teams and their interactions。 I learned a lot！The fundamental contribution here is that the book outlines four basic types of teams: A stream-aligned team that makes things; a platform team that provides internal services （to reduce the load on stream-aligned teams [p。 92]）; an enabling team that conducts mentoring and team debugging， and a "complicated subsystem" team， that is highly specialized for a function that requires narrow expertise。Then the book says that there are three interaction modes: collaboration， X-as-a-Service， and facilitating。 The discussion of interaction modes is supplemented by diagrams that show how teams connect up， and， more importantly， how they change their relationships over time。 There's a lot to think about here。 But I think the real benefit of the book is that it provides names for things that many of us have seen in different organizations 。 。 。 Now we can talk about it。There are some oddities in this book。 It's kind of padded and repetitive， maybe for good reason: Sometimes you just have to beat useful concepts into the brain of the reader。 Still， Oddities: To tease them out I'm going to have to write a longer review， but here are some of them:* You might think that the team types described above are exhaustive but they're not。 Elsewhere in the book we learn about "tooling teams" and database teams and you wonder: Are there more team types？* Why are the four described above the team types？ Also， what is the factual empirical basis for these team types？ When the book mentions research， it only really sources one book， Forsgren， et al。's， Accelerate。 Fine， but this book speaks with the voice of god and I would say that there is no definitive taxonomy of teams。 The team types here are great， but where do they come from， really？* The book acknowledges that there are three primary org structures: formal （which is about "compliance"）， informal， and value-creating （p。 7） -- and then immediately goes on to say that the important orgs are the informal and the value-creating。 OK， but what about compliance？ It's almost like it's mentioned only to be discarded。 The book doesn't really have a story around the kinds of accountability that many organizations must prove out owing to regulatory and security concerns。* Costs。 The book instances a team of about 10 people （pp。 19-20） but when they are realigned to be more productive， there are 12 seats （p。 22）。 Who pays for those two extra seats？ The book constantly talks about mid-sized and large companies where it is implied that the enterprise is always growing: But I think we need to understand how to re-org teams with the same cost basis。* The book says you need to re-org teams because teams must not be encumbered by too much cognitive load。 But this concept of cognitive load needs a lot more definition。 When we say "cognitive" we are generally talking about one mind。 But teams are not one person。 So what does it mean to talk about cognitive load with regard to a whole team？ Could specialization inside the team help with the load？ What about common techniques to offload cognitive load / short-term memory with notes， glossaries， etc。？ There are other ways to reduce load。 The book sort of takes a team's cognitive load as a given， but how is it measured？ Suppose you have two teams that are burdened with a heavy cognitive load: How do you adjudicate which ones has a more urgent need for repair？ I wish I knew。So: A lot here but the closer the reading， the more you wonder about。 。。。more
Christoph Kappel
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Well， this was a nice deep dive into Conway's Law。 Apart from the well known sentence， I didn't even know that this is an actual part of a more deeper work and analysis。Generally the statement the team topology is part of the software architecture is interesting， especially when you consider all the ideas how a proper team is assembled and what roles there should be in it。 Also the ideas of the different teams and their communication is interesting， somehow known from project work and still a bi Well， this was a nice deep dive into Conway's Law。 Apart from the well known sentence， I didn't even know that this is an actual part of a more deeper work and analysis。Generally the statement the team topology is part of the software architecture is interesting， especially when you consider all the ideas how a proper team is assembled and what roles there should be in it。 Also the ideas of the different teams and their communication is interesting， somehow known from project work and still a bit difficult to grasp。 。。。more
Lucian Moldovanu
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Great perspective over common topologies and team collaboration patterns that emerge organically。
Kaspars Koo
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Waaaay too long。 Has the potential to be a good book by cutting 75% of the content。 Also， I didn't learn much from it - either it's fairly basic or I am really smart。 Would love to know which one it is。 Waaaay too long。 Has the potential to be a good book by cutting 75% of the content。 Also， I didn't learn much from it - either it's fairly basic or I am really smart。 Would love to know which one it is。 。。。more
Wojtek
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I really enjoyed that book。It's well thought， well presented， conceptually easy to grasp， and really valuable， especially from building organizations and software in that context。 I can definitely recommend that， even if you are not a huge advocate/fan of DDD or DevOps culture。The funny thing is that so many people say that it's not novel or it's not innovative。 Yet， they are still doing stuff that is pretty much described in the book or in the extensive list of references as anti-patterns or at I really enjoyed that book。It's well thought， well presented， conceptually easy to grasp， and really valuable， especially from building organizations and software in that context。 I can definitely recommend that， even if you are not a huge advocate/fan of DDD or DevOps culture。The funny thing is that so many people say that it's not novel or it's not innovative。 Yet， they are still doing stuff that is pretty much described in the book or in the extensive list of references as anti-patterns or at least something you can improve。 。。。more
Mariela Whaley
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Great book describing the 4 different team types。 Inline with devops and agile methodologies， team topologies emphases a team-focused approach where objectives and responsibilities for the teams are clearly defined， while also the lines of communications within teams are well defined to avoid under/over collaboration。 I learned a lot from the book on key considerations when organising software teams， although it is still not very clear to me how this would apply to my industry。
Raphael Donaire
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