I want to go back a little bit full circle to the Sam Newman article because another I think takeaway from that article is that he's been critical of the over obsession or the fad if you will of like building platforms. What's your take on this problem and what's your advice to leaders to avoid the trap of just thinking of platform teams as developer platform builders and forgetting about the rest yeah that's a good question and I don't have an ideal answer but I think multiple things one is I think platform engineering in a way that I think it's kind of the the movement or the approach that has been gaining a lot of traction, which also got a lot of resistance when there was the
Manuel Pais delves into one of the concepts covered in his book “Team Topologies”: platform and enabling work. Manuel shares how he views the strategy behind when and how to invest in platform or enabling work. This conversation also goes into each type of work in more detail, covering topics such as measuring cognitive load and where platform engineering may be heading in the future.
- (2:13) How enabling teams and platform teams are different
- (10:28) What it looks like for a team to own both platform and enabling work
- (17:04) How to deliver enabling work in an organization
- (22:28) Whether enabling teams should be temporary
- (30:10) Platform team anti-patterns
- (47:10) Measuring cognitive load