This article explores how Team Topologies provides practical lens for understanding the varying autonomy needs across different team types. Rather than seeking "maximum autonomy for all," organizations should match each team's decision-making authority to its purpose, tailoring Product Ownership models and financial accountability accordingly for optimal flow of value.

What is Team Topologies? Is it a framework? Is it a set of principles? How can you start using it without having a big-bang, top-down approach? And is that ever the right approach?

We’re pleased to launch a new online interactive training series covering essential Team Topologies concepts and patterns with training led by the authors of Team Topologies, Matthew Skelton and Manuel Pais.

The training sessions have been designed for the new remote-first, post-pandemic world. The sessions are 4 hours long (with breaks), making them suitable for people in multiple different timezones to join. The sessions are:

• TT04 - Principles & Practices for Stream-Aligned Teams

• TT05 - Reducing Cognitive Load with Supporting Topologies

• TT06 - Evolving Responsive Organizations

• TT07 - Team Boundaries and Architecture for Fast Flow

Each session covers a different set of Team Topologies ideas and concepts with links between sessions to connect the concepts. Each session is fully independent and valuable by itself, but when taken together as a set of four, the sessions provide a complete coverage of the essential Team Topologies ideas.

Deployment pipelines can really help Stream-aligned teams to deliver software changes independently:

1. Deployment pipelines can help to reinforce an independent flow of change for a Stream-aligned team. Don’t forget to enable rapid feedback via telemetry!

2. Define the endpoints external to the team - these represent the “outside world” from team perspective. These external endpoints should be outside or at the domain boundary.

3. There can be huge value in managing your deployment pipeline “as a Service or as a proper product, with product management approaches.

We recently talked with Francesco Vivoli, Engineering Director at B2B tech company The Workshop, after an intriguing tweet from him on moving a 90 people “conglomerate” into 13 autonomous teams.