“Team Topologies” by Matthew Skelton and Manuel Pais

“Team Topologies” by Matthew Skelton and Manuel Pais is a book that explores the different ways that teams can be structured to optimize their performance. The authors argue that traditional hierarchical structures are not always the best fit for modern software development teams, and that different team topologies can be more effective depending on the specific context and goals of a project.

This book is useful to entrepreneurs and product managers because it provides a framework for understanding how to structure teams to achieve specific goals. By understanding the different types of team topologies and the strengths and weaknesses of each, entrepreneurs and product managers can make informed decisions about how to organize their teams to best support their product development efforts. Additionally, the book also provides practical strategies for implementing and managing different team topologies, which can be beneficial for entrepreneurs and product managers who are looking to optimize their team’s performance.

Things to remember

1. The importance of understanding the specific context and goals of a project in order to select the appropriate team topology. For example, a product manager at a startup might choose a “pod” topology, where cross-functional teams work together on a single product, in order to maximize speed and agility.
2. The benefits of using a “federated” topology, where teams are organized around specific capabilities or technologies, for companies that are looking to scale rapidly and innovate quickly. For example, a company that is introducing a new AI-based product might use a federated topology to bring together teams with different AI expertise.
3. The importance of clear communication and coordination across teams in order to ensure that all team members are working towards the same goals and that dependencies are managed effectively. For example, a product manager at a large enterprise might use a “matrix” topology, where teams are organized both by product and by function, to ensure that development teams are aligned with the company’s overall strategy.
4. The benefits of using a “hub-and-spoke” topology, where a central team provides support and guidance to multiple product teams, for companies that are looking to standardize processes and ensure consistency across products. For example, a company that is launching a series of similar mobile apps might use a hub-and-spoke topology to ensure that all apps are developed according to the same guidelines.
5. The importance of building a culture of trust and autonomy within teams in order to promote creativity and ownership. For example, an entrepreneur who is launching a new startup might choose a “swarm” topology, where teams are self-organizing and self-managing, to create a sense of ownership and accountability among team members.
6. The importance of having a clear and transparent decision-making process in order to ensure that teams are making effective decisions. For example, a product manager at a company might use a “holacracy” topology, where teams make decisions democratically, to promote transparency and inclusivity.
7. The benefits of using a “co-located” topology, where team members work in the same physical location, for companies that are looking to foster collaboration and creativity. For example, a company that is working on a complex project might use a co-located topology to ensure that all team members are able to work together closely and share ideas easily.
8. The importance of providing clear leadership and direction to teams in order to ensure that they are working effectively. For example, a product manager at a company might use a “scaled agile” topology, where teams are led by a product manager or product owner, to provide clear direction and guidance to development teams.
9. The benefits of using a “distributed” topology, where teams are spread out across multiple locations, for companies that are looking to tap into global talent and reduce costs. For example, a company that is launching a new product in multiple countries might use a distributed topology to bring together teams with different language and cultural expertise.
10. The importance of continuously monitoring and adjusting team topologies in order to ensure that they are meeting the needs of the company and the project. For example, a product manager at a company might use a “hybrid” topology, which combines elements from different topologies, to ensure that teams are able to adapt as the project and the company evolves.

Conway Law

According to the book “Team Topologies” by Matthew Skelton and Manuel Pais, the Conway Law is a principle that states that “organizations which design systems are constrained to produce designs which are copies of the communication structures of these organizations.” In other words, the way that a team is structured will have a direct impact on the design of the systems and products that they create.

Product people and entrepreneurs can use the Conway Law to their advantage by structuring their teams in a way that aligns with the goals and requirements of their products. By aligning the communication structure of their teams with the design of their products, they can ensure that their teams are able to work effectively and efficiently to deliver high-quality products.

For example, an entrepreneur who is launching a new mobile app might use a “pod” topology, where cross-functional teams work together on a single product, in order to align the communication structure of the team with the design of the app. This can help to ensure that the app is developed according to the entrepreneur’s vision and that all team members are working towards the same goals.

Additionally, product people and entrepreneurs can also use the Conway Law to identify any potential issues with their team structure that may be hindering the development of their product. By analyzing the communication structure of their teams, they can identify any bottlenecks or silos that may be preventing the effective flow of information and ideas and can take steps to address these issues.

Steps to build a good team

According to the book “Team Topologies” by Matthew Skelton and Manuel Pais, there are several steps that can be followed to build a good team:

1. Understand the specific context and goals of the project: Before building a team, it’s important to have a clear understanding of the project’s goals and requirements. This will help to ensure that the team is structured in a way that is best suited to the project’s needs.
2. Select the appropriate team topology: Based on the project’s goals and requirements, select a team topology that will best support the project. The book provides different team topologies that can be used based on the specific context and goals of the project.
3. Build a culture of trust and autonomy: It’s important to create a culture where team members trust one another and feel empowered to take ownership of their work. This will foster creativity and ownership within the team.
4. Communicate clearly and coordinate effectively: Clear communication and effective coordination across teams is essential to ensure that all team members are working towards the same goals and that dependencies are managed effectively.
5. Provide clear leadership and direction: Teams need clear leadership and direction in order to work effectively. This includes providing clear guidance on the project’s goals and requirements, and ensuring that team members have the resources and support they need to succeed.
6. Continuously monitor and adjust: It’s important to continuously monitor the team’s performance and make adjustments as needed in order to ensure that the team is meeting the needs of the project and the company.
7. Align the communication structure of the team with the design of the product: This is in line with the Conway law, aligning the communication structure of the team with the design of the product will ensure that the product is developed according to the project’s vision and all team members are working towards the same goals.
8. Foster collaboration and creativity: Encourage team members to share ideas and collaborate on problem-solving. This can help to foster a culture of innovation and creativity within the team.
9. Foster a sense of ownership and accountability: By fostering a sense of ownership and accountability among team members, they will be more likely to take pride in their work and be more committed to delivering high-quality results.
10. Encourage continuous learning and improvement: Encourage team members to continuously learn and improve their skills and knowledge. This will help to ensure that the team stays current and is able to adapt to new challenges and opportunities as they arise.

Matthew Skelton and Manuel Pais

Matthew Skelton and Manuel Pais are authors and experts in the field of software development and team management. They have both worked as consultants, helping organizations to improve their software development practices and team performance.

Matthew Skelton is a consultant, trainer and author with a focus on software delivery, devops and cloud native. He is a regular speaker at software development conferences and has published multiple articles on software development and team management.

Manuel Pais is a consultant, trainer and author with a focus on software delivery, devops and cloud native. He is also a regular speaker at software development conferences and has published multiple articles on software development and team management. Together they wrote the book “Team Topologies: Organizing Business and Technology Teams for Fast Flow”

Both have a wealth of experience in helping organizations to improve their software development practices and team performance. They have worked with a wide range of companies, from small startups to large enterprises, helping them to optimize their team structures and processes to achieve their goals.