The team is organized around a product or a provided service.
Teams are Feature Teams, organized around a coherent functional scope, and comprise all the skills necessary for this scope.
For example: Business Expert + Web Developer + Java Developer + Architect + DBA + Ops.
The responsibility is collective, the Feature Team has the necessary power for this responsibility.
Limit the size of Feature Teams (from 5 to 12 people).
Limit the size of a Feature Team: between 5 and 12 people.
Below 5, the team is too sensitive to external events and lacks creativity. Above 12, it loses productivity.
The term "2-Pizza Team" indicates that the size of the Feature Team should not exceed the number of people that can be fed with two pizzas.
Bet on versatile people who know how to do and who like to do.
The most important are development culture, scalability and adaptability.
Recruit software craftsman and full-stack developers, they bring a real added value through their know-how and their overall vision.
Nonetheless, mobile developers - for example - are usually specialized developers.
Be attractive to recruit the best.
Offer ways of working adapted to employees: mobility, home working, CYOD (Choose Your Own Device).
Allow time for experimentation and ensure it happens during working hours.
The organization must be a watch apparatus
Watch is part of the job.
The organization must be a watch apparatus by setting up plans like continuous learning or corporate universities.
Feel free to combine them with more informal ways such as: Coding Dojos, Brown Bag Lunches, External Conferences.
Break barriers between jobs, bet on objectives convergence.
To break barriers between jobs, it is not enough to group people around a common product in a common place.
The Agile Methodologies can help to remove these barriers and ensure objectives convergence.
These practices are an integral part of the keys to success, the organization is responsible for it.
DevOps practices help to break walls between Build and Run.
Adopt DevOps to help Dev and Ops converge towards a common goal: serve the organization.
Both jobs remain different ! DevOps does not mean that the same person performs the tasks of Dev and Ops. Developers and Ops are required to collaborate in order to benefit from each other's skills and to improve empathy.
Painful tasks are performed by the Feature Team.
Automation comes out of it.
In a traditional organization, a lack of understanding between teams is usually related to distance and lack of communication.
The members of a Feature Team are co-responsible and united facing up all tasks.
Pain is a key factor in Continuous Improvement.
Service centers are difficult to reconcile with the collective commitment.
Feature Teams are built around principles that rely heavily on collaboration and collective engagement.
Service centers tend towards rationalization and consolidation of IT by area of expertise, which is contrary to this notion of collective commitment.
The organization has a validation role, without being dogmatic.
Ensure that the organization retains its validation role on tools and uses. In particular regarding the tools that affect assets (example: source code management).
Provide Feature Teams with means to support their choices.
Do not be dogmatic and ensure to encourage experimentation.
Feature Teams are expected to communicate and share their experience and skills.
Do not create barriers between Feature Teams.
Set up an organization and the required agility for Feature Teams to communicate with each other and share their skills and experiences.
The organization of transversality at Spotify (Tribes, Chapters and Guilds) is an eloquent example.