Team Topologies: Organizing Business and Technology Teams for Fast Flow Audible Audiobook – Unabridged
Effective software teams are essential for any organization to deliver value continuously and sustainably. But how do you build the best team organization for your specific goals, culture, and needs?
Team Topologies is a practical, step-by-step, adaptive model for organizational design and team interaction based on four fundamental team types and three team interaction patterns. It is a model that treats teams as the fundamental means of delivery, where team structures and communication pathways are able to evolve with technological and organizational maturity.
In Team Topologies, IT consultants Matthew Skelton and Manuel Pais share secrets of successful team patterns and interactions to help listeners choose and evolve the right team patterns for their organization, making sure to keep the software healthy and optimize value streams.
Team Topologies is a major step forward in organizational design for software, presenting a well-defined way for teams to interact and interrelate that helps make the resulting software architecture clearer and more sustainable, turning inter-team problems into valuable signals for the self-steering organization.
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|Listening Length||6 hours and 31 minutes|
|Author||Matthew Skelton, Manuel Pais|
|Whispersync for Voice||Ready|
|Audible.com.au Release Date||17 September 2019|
|Publisher||IT Revolution Press|
|Best Sellers Rank||
4,520 in Audible Books & Originals (See Top 100 in Audible Books & Originals)
17 in Workplace Culture (Audible Books & Originals)
42 in Workplace Culture (Books)
72 in Business Management (Audible Books & Originals)
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Top reviews from other countries
This collection of evidence and advice is perfectly paced, interesting, and has a lovely non-dry style that keeps you engaged. It explains an awful lot about the basics and more interesting personal interaction of Team Management that are not taught, and managers are expected to gain - experience says they often don't and wing it.
If, like myself, you have had the great fortune in the past of leading a true agile environment, and then the misfortune to have to change job to non-agile environment with a futile management team then this book will help you re-evaluate and realise you were not mad. If after presenting this information to that management then I leave you with the only option you have: GET OUT!
What's more, they do a great job of citing other important works on the topic so that the reader can follow ideas back to their source: Melvin Conway, James Lewis, Daniel Pink, Evan Bottcher, Michael Nygard, Nicole Forsgren, Jez Humble, Gene Kim, Allan Kelly, John Roberts, Don Reinertsen and many more are liberally quoted throughout the text. That makes this book a great summary work on a topic of vital importance to any software organisation of any size - how do we best divide the work so that teams have the best possible chance of success?
I did feel however the overall content of the book could have been written in 40 pages, a lot of repetition and use of academic language when a simpler conversation style would have sufficed. It led to cognitive overload which is ironic