The Inverse Conway Manoeuvre is unlikely to work in existing sociotechnical systems of a certain size and stability. It is even less likely to work in remote companies and distributed teams.
Keeping the balance between deep work and being available for other teams can be especially challenging for platform- and enabling-teams. In this article I share the mechanisms that the developer experience team at BRYTER used to sucessfully maintain this balance.
Developer productivity is a crucial topic for high-performing software organizations. It becomes even more important when times get tough and the budgets are small.
As a developer experience team, we are often working in a platform mode but are constantly shifting into enabling mode for better results.
Once you have decided, that a developer experience team would provide value to your organisation, the question is, how such a team should be set up, how it should be shaped, and how it should interact with other teams.
Great developer experience is directly linked to great developer productivity and an important factor for company success. This article starts to answer the question how great developer experience can be achieved.
Developer experience is a crucial topic which affects all development teams of a company. Therefore, it can be beneficial to introduce a team that has as their only mission to improve developer experience and productivity as these improvements multiply the impact of the other teams.
Walls in your deployment process block value-flow and slow-down feedback cycles. Here is how you can detect and remove them.
Too much alignment will slow you down as the number of stakeholders increases. Creating structures that reduce the alignment needed will help you to scale your organisation.
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