Scaling engineering: from 10 to 100 engineers without losing momentum

Course Objective

To prepare technical leaders to scale their engineering organizations thoughtfully—so that team growth accelerates, rather than slows down, development. The course offers a systematic approach to organizational design based on Team Topologies, Domain-Driven Design, and the “Accelerate” research.

Learning Format

Online / offline / hybrid
Practical cases, workshops, interactive sessions
Participant support during the course in a private chat
Methodological framework: Team Topologies, Domain-Driven Design, Accelerate (DORA metrics), Conway’s Law

What Will Graduates Gain?

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The problem the course solves

Many companies hire more engineers, but instead of accelerating, they end up slowing down. Every new feature requires coordination among five teams. Releases stall. The best people burn out because their cognitive load is off the charts. The problem isn’t with the people—it’s with the structure.

This course teaches you to design an engineering organization as a system: to build teams around business domains rather than technical levels; to manage cognitive load; to create autonomous teams that can move quickly without getting in each other’s way. You’ll leave with a concrete transformation plan for your company.

Program

Why Scaling Breaks What Used to Work (2 sessions)

Conway’s Law: How Organizational Structure Determines Software Architecture
Three Inflection Points: 10, 30, and 70 Engineers—What Changes at Each Stage
Why informal processes stop working and when to replace them
Signs of organizational problems: how to distinguish “not enough people” from “people are organized incorrectly”

Workshop: diagnosing current organizational bottlenecks in your company

Team Topologies: designing teams as systems (2 sessions)

Four types of teams: stream-aligned, enabling, complicated subsystem, platform
When each type of team is needed and what they’re worth
Three modes of interaction between teams: collaboration, X-as-a-Service, facilitating
How to determine current and target modes of interaction

Workshop: mapping teams and their interactions for your organization

Cognitive Load and Bounded Contexts (2 sessions)

What is a team’s cognitive load and why is it the primary speed limiter
How to measure whether a team is overloaded
Bounded Contexts from Domain-Driven Design as a tool for defining boundaries of responsibility
Aligning architecture and organizational structure: how to eliminate unnecessary dependencies between teams

Workshop: Assessing team cognitive load and defining boundaries of responsibility

Metrics, processes, and scaling culture (2 sessions)

DORA metrics: four indicators that distinguish fast teams from slow ones
How to implement metrics without turning them into a tool for exerting pressure
Separating technical leadership and people management: two tracks, not one
Platform teams: when they’re needed and how to avoid turning them into a bottleneck

Workshop: designing a metrics system and operational rhythm for your organization

Final Exercise (1 session)

Comprehensive case study: a scaling company with typical challenges
Group work: organizational structure audit, designing the target organizational structure, transition plan
Presentation of solutions and group discussion

Individual plan: a transformation roadmap for your organization