Successful teams can suffer if they are too focused on infrastructure and tools rather than what customers need.
Internal developer platforms and technical aspects are necessary, but the value provided to other teams and the organization should be prioritized.
Platforms can block teams if too much is put into them, leading to delays and blaming between platform teams and product teams.
Product teams should not overly rely on platform teams for new services, as it may not be a priority for them.
Blaming between teams is detrimental and should be avoided.
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
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