Team Topologies for Managers

Product code: TT16

Team Topologies for Managers (4h)

Do you spend a lot of time managing team dependencies and synchronizing roadmaps? Then take this 4h course to learn how to accelerate flow with a healthy ecosystem of teams aligned to streams of value and non-blocking, capability-based dependencies.

€312,00 all taxes included Free Preview

Why should you take this course?

Learn how to apply the Team Topologies patterns and approaches within your organization to increase the effectiveness of software delivery through attention to Conway’s Law, team cognitive load, team interactions, the “Team API”, and “lifetime service viability”.
Managers have a key role to play in the modern socio-technical discipline of software delivery at scale. Modern organizations need to cultivate an ecosystem of semi-autonomous teams aligned to the flow of change. Managers can help to define and listen to the interactions between teams to detect gaps in capabilities and misplaced boundaries, thereby avoiding unintended consequences of Conway’s Law (the mirroring effect between team structures and software design). Managers can also help to identify, assess, and reduce cognitive load on teams, improving ownership and flow of change.

Course curriculum

1. Slides handout for the Team Topologies for Managers Course
1. What will we cover in the course?
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1. What you will learn: the team
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2. What really is a team?
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3. Dunbar’s Number and trust boundaries
4. Team-first behaviors and approaches
5. REFLECTION: teams in your organization currently
6. EXERCISE: Team API
1. What you will learn: flow and feedback
2. The four Accelerate metrics
3. Optimize for flow and feedback using team design
4. What is a Stream-aligned team?
5. Principles and behaviors for a Stream-aligned team
6. REFLECTION: what does your organization optimize for currently?
7. EXERCISE: Team dependency tracking
8. How managers can help optimize for flow and feedback
1. What you will learn: Conway’s Law
2. Conway’s Law - overview
3. The evidence for Conway’s Law
4. Implications of Conway’s Law
5. How managers and HR can accidentally drive system architecture
6. The Reverse Conway maneuver
7. Office seating layouts with Conway’s Law in mind
8. REFLECTION: how well does your organization currently account for Conway’s Law?
9. EXERCISE: Office seating layouts
10. How managers can help with Conway’s Law
1. What you will learn: team cognitive load
2. What is cognitive load?
3. What is team cognitive load?
4. How can we reduce extraneous cognitive load?
5. Avoid naive versions of “reduce cognitive load”
6. The four fundamental team types
7. REFLECTION: team types in your organization currently
8. How managers can help reduce team cognitive load
1. What you will learn: platform teams
2. What is a modern platform?
3. What makes a modern platform work?
4. What teams are inside a platform?
5. How should platform teams behave?
6. New skills needed for modern platforms
7. REFLECTION: how well defined are the modern platforms within your organization?
8. EXERCISE: Thin Platform wiki page
9. How managers can help make effective platforms
1. What you will learn: enabling teams
2. What is an Enabling team?
3. When can an Enabling team be effective?
4. Enabling team activity as Boundary Spanning
5. REFLECTION: what opportunities are there for Enabling teams within your organization?
6. How managers can help encourage effective Enabling teams
1. What you will learn: service ownership
2. Why feature delivery is not enough
3. Towards “lifetime service viability”
4. Extending “service” outside of software
5. REFLECTION: who owns the full service experience inside your organization?
6. How managers can help encourage effective service ownership
1. What else is needed to make this work?
2. What have we covered?
1. Self check your understanding of Team Topologies.
1. Course Feedback

About this course

€312,00
59 lessons
1.5 hours of video content

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