I have a question on team dynamics and sizes. In the book you refer like most of the state of the art literature to the optimal team sizes and how obviousely it is not a good idea to break off performing teams or tinker around the establihsed size. From my experience you are sometimes in the lack of specific domain know how (e.g. IT Security or Compliance) within a team or want to foster a new skill or characteristic by temporarily bringing in a new role. Therefore, what is your general opinion on rotating ressources that temporarily join a team (e.g. DevOps-Team1) to build up know how and moving to the next team (e.g. DevOps-Team2) after a fundamental structure have been built? What would be the impact on creating maybe even new unwanted communication patterns in an organization then?

I have a question on team dynamics and sizes. In the book you refer like most of the state of the art literature to the optimal team sizes and how obviousely it is not a good idea to break off performing teams or tinker around the establihsed size. From my experience you are sometimes in the lack of specific domain know how (e.g. IT Security or Compliance) within a team or want to foster a new skill or characteristic by temporarily bringing in a new role. Therefore, what is your general opinion on rotating ressources that temporarily join a team (e.g. DevOps-Team1) to build up know how and moving to the next team (e.g. DevOps-Team2) after a fundamental structure have been built? What would be the impact on creating maybe even new unwanted communication patterns in an organization then?

Where does management fit in Team Topologies? I’m only about halfway through the book at the moment but I skimmed ahead to see if that’s discussed anywhere and didn’t come across anything (that doesn’t mean it’s not there though). Also, what are some of the challenges managers transitioning to the various patterns in TT have had and how have they addressed them?

Where does management fit in Team Topologies? I’m only about halfway through the book at the moment but I skimmed ahead to see if that’s discussed anywhere and didn’t come across anything (that doesn’t mean it’s not there though). Also, what are some of the challenges managers transitioning to the various patterns in TT have had and how have they addressed them?

Reminder: Please post your questions for the AMA on Monday, September 23 @ 8:00–9:00 a.m. PDT with Manuel Pais.

With regards to platform teams, what do you think of Jeff Bezos’s famous Amazon edict that every single team should have some amount of external customer facing responsibility? Or, in other words, are there are any dangers lurking with platform teams who only have internal “customers”?

With regards to platform teams, what do you think of Jeff Bezos’s famous Amazon edict that every single team should have some amount of external customer facing responsibility? Or, in other words, are there are any dangers lurking with platform teams who only have internal “customers”?