Slide contents

1. 1. Team Structure for Business Demands

   From strategy and Conway's law to Team Topologies and platforms

2. 2. Alexander Polomodov

   Alexander Polomodov, Technical Director & Fellow, large fintech

   Organisation design

   Architecture and delivery

   Platform approach

3. 3. Different work needs different teams

   Run — Stability and predictability

   Change — Flow of product change

   Disrupt — Experiments and new models

4. 4. Communication becomes architecture

5. 5. Team type defines responsibility

6. 6. Team memory limits scope

7. 7. One team owns the whole flow

   people — 5–9 — Stable composition

   Cross-functional — Product, engineering, QA, analysis, design

   Outcome — One responsibility for value

8. 8. A platform works as a product

   Self-service — Docs, templates and CLI

   SLA — Clear service boundaries

   Adoption — Usage and satisfaction

9. 9. Structure matures around flow

10. 10. Test structure from two sides

    Flow

    DORA

    Lead time

    MTTR

    Predictability

    Experience

    SPACE

    DevEx

    Cognitive load

    eNPS

11. 11. Hand-offs reveal bad structure

    Multiple reporting lines

    Resource pools

    Services without SLAs

    Teams larger than 12

12. 12. Structure follows the flow

    Start from strategy

    Account for Conway

    Bound cognitive load

    Run platforms as products

    Measure flow and experience

    Organisation design must evolve

13. 13. Models stay separate from the case

    Team Topologies

    Conway's Law

    Cognitive Load Theory

    DORA, SPACE, DevEx

14. 14. Thank you!

    tellmeabout.tech

    Slides, notes and links are on the site

    Alexander Polomodov, Technical Director & Fellow, large fintech

    @book_cube