Team Topologies

May. 14, 2020 · 11 min read
Team Topologies provides four fundamental team types – stream-aligned, platform, enabling, and complicated-subsystem – and three core team interaction modes – collaboration, X-as-a-Service, and facilitating. Together with awareness of Conway’s law, team cognitive load, and how to become a sensing organization, Team Topologies results in an effective and humanistic approach to building and running software systems.

Making Work Visible

Nov. 8, 2019 · 2 min read
We grumble that there just aren’t enough hours in the day and that someone else sure seems to have a lot of free time. But we regular mortals only have twenty-four hours in a day. The problem is that we don’t protect our hours from being stolen. We allow thieves to steal time from us, day after day after day. Who are these thieves of time?

Resilience

Oct. 30, 2019 · 5 min read
Your system passed every test. Redundancy was in place. Then something unexpected happened anyway. Resilience Engineering is the framework for building systems that hold up when the unexpected is inevitable.

Remote-First vs Remote-Friendly

Sep. 27, 2019 · 3 min read
So how do we do remote work right? It takes much more than the half-hearted “you’re allowed to work from home” policy you see at companies nowadays. Remote-first means working remote is the default. It means making sure your remote employees are as much a part of the team as those in the office.

Turn the Ship Around!

Aug. 5, 2019 · 5 min read
Concentrating decisions at the top discards the intelligence of people closest to the work. Marquet’s leader-leader model distributes authority to where information lives, producing organizations that outlast their leaders.

The Dip

Jan. 21, 2019 · 0 min read
How do you avoid killing something too early, or celebrating too early. And last, how do you know when to kill a dud?

Just Culture

Sep. 26, 2016 · 9 min read
A just culture balances the need for an open and honest reporting environment with the end of a quality learning environment and culture. While the organization has a duty and responsibility to employees (and ultimately to patients), all employees are held responsible for the quality of their choices. Just culture requires a change in focus from errors and outcomes to system design and management of the behavioral choices of all employees.