FIGURES & TABLES

FIGURES

0.1: The Four Team Types and Three Interaction Modes

1.1: Org Chart with Actual Lines of Communication

1.2: Obstacles to Fast Flow

2.1: Four Teams Working on a Software System

2.2: Software Architecture from Four-Team Organization

2.3: Microservices Architecture with Independent Services and Data Stores

2.4: Team Design for Microservices Architecture with Independent Services and Data Stores

2.5: Inter-Team Communication

3.1: Scaling Teams Using Dunbar’s Number

3.2: No More than One Complicated or Complex Domain per Team

3.3: Typical vs. Team-First Software Subsystem Boundaries

3.4: Office Layout at CDL

4.1: Organization not Optimized for Flow of Change

4.2: Organization Optimized for Flow of Change

4.3: Relationship between SRE Team and Application Team

4.4: Influence of Size and Engineering Discipline on Team Interaction Patterns

5.1: The Four Fundamental Team Topologies

5.2: Platform Composed of Several Fundamental Team Topologies

5.3: Traditional Infrastructure Team Organization

5.4: Support Teams Aligned to Stream of Change

6.1: Mobile, Cloud, and IoT Technology Fracture Plane Scenario

7.1: Collaboration vs. X-as-a-Service

7.2: The Three Essential Team Interaction Modes

7.3: Team Interaction Modes Scenario

7.4: X-as-a-Service Team Interaction Mode

7.5: Primary Interaction Modes for the Four Fundamental Team Topologies

7.6: Team Interaction Modes at IBM around 2014

8.1: Collaboration between Cloud and Embedded Teams

8.2: System Build and Platform Build Team at TransUnion

8.3: System Build and Platform Build Team Collaboration at TransUnion

8.4: System Build and Platform Build Teams Merged at TransUnion

8.5: System Build and Platform Build Teams Merged Back Into Dev and Ops at TransUnion

8.6: Evolution of Team Topologies

8.7: Evolution of Team Topologies in an Enterprise

8.8: Example of a “Platform Wrapper”

8.9: New-Service and “Business as Usual” (BAU) Teams

8.10: Side-by-Side New Service and BAU Teams

9.1: Core Ideas of Team Topologies

TABLES

Table 7.1: Advantages and Disadvantages of Collaboration Mode

Table 7.2: Advantages and Disadvantages of X-as-a-Service Mode

Table 7.3: Advantages and Disadvantages of Facilitating Mode

Table 7.4: Team Interaction Modes of the Fundamental Team Topologies

CASE STUDIES &
INDUSTRY EXAMPLES

Chapter 1

Industry Example: OutSystems (Part 1)—Miguel Antunes, R&D Principal Software Engineer, OutSystems

Chapter 2

Industry Example: Adidas—Fernando Cornago, Senior Director Platform Engineering, and Markus Rautert, Vice President Platform Engineering and Architecture, Adidas

Chapter 3

Industry Example: OutSystems (Part 2)—Miguel Antunes, R&D Principal Software Engineer, OutSystems

Industry Example: IKEA—Albert Bertilsson, Solution Team Lead, and Gustaf Nilsson Kotte, Web Developer, IKEA

Case Study: Team-Focused Office Space at CDL—Michael Lambert, Head of Development, and Andy Rubio, Development Team Leader, CDL

Case Study: Stream-Aligned Office Layout for Flow-Based Collaboration at Auto Trader—Dave Whyte, Operations Engineering Lead, and Andy Humphrey, Head of Customer Operations, Auto Trader

Chapter 4

Industry Example: Spotify—Henrik Kniberg, Agile/Lean Coach, and Anders Ivarsson, Organizational Coach, Spotify

Industry Example: Feature Teams Supported by Cross-Subsystem Functions at Ericsson—Wolfgang John, Research Leader, Ericsson

Industry Example: DevOps Team Topologies at a Healthcare Organization—Pulak Agrawal, DevOps Manager and Technology Architect, Accenture

Case Study: Evolution of Team Topologies at TransUnion (Part 1)—Ian Watson, Head of DevOps, TransUnion

Chapter 5

Case Study: Strictly Independent Service Teams at Amazon

Case Study: Engineering Enablement Team within a Large Legal Organization—Robin Weston, Engineering Leader, BCG Digital Ventures

Case Study: Sky Betting & Gaming—Platform Feature Teams (Part 1)—Michael Maibaum, Chief Architect, Sky Betting & Gaming

Case Study: Evolving Highly Responsive IT Operations at Auto Trader—Dave Whyte, Operations Engineering Lead, and Andy Humphrey, Head of Customer Operations, Auto Trader

Chapter 6

Case Study: Finding Good Software Boundaries at Poppulo—Stephanie Sheehan, VP of Operations, and Damien Daly, Director of Engineering, Poppulo

Chapter 7

Case Study: Team Interaction Diversity at IBM around 2014—Eric Minick, Program Director for Continuous Delivery, IBM

Chapter 8

Case Study: Adoption of Kubernetes to Drive Organizational Change at uSwitch—Paul Ingles, Head of Engineering, uSwitch

Case Study: Evolution of Team Topologies at TransUnion (Part 2)—Dave Hotchkiss, Platform Build Manager, TransUnion

Case Study: Sky Betting and Gaming—Platform Feature Teams (Part 2)—Michael Maibaum, Chief Architect, Sky Betting & Gaming