DevSecOps Team Sizer — Heuristics-based

Product profile & expected load

Inputs used to compute complexity and recommend team sizing.

Inputs

Development / architecture pattern

Current DevSecOps maturity

Technology categories in use (select all that apply)

More categories typically means more integration surface, more tooling, and more specialized skills needed.

Expected incoming traffic

Tip: 50 req/sec ≈ ~4.3M requests/day.

Expected compute load

1 = light · 10 = heavy 5/10

Risk / criticality value (1–10)

Examples: banking=10 · e-commerce=8 · paid game=7 7/10

Staffing approach

How it works
It computes a complexity index using: pattern factor, maturity factor, traffic scale, compute intensity, tech diversity and risk. Then it maps complexity to FTE + recommended roles for DevSecOps lifecycle coverage.

Sizing & skills

Recommendations + breakdown. Use this as a starting point, then adjust using real constraints.

Complexity index

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Suggested headcount

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# Squads (feature teams)

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Key driver

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Recommended structure

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Drivers

Factor	Score	Reason

Suggested roles & FTE

Role	FTE	Responsibilities (lifecycle)	Key skills

Skills matrix (coverage)

Scale: 0=not needed · 1=basic · 2=good · 3=expert. (The tool estimates priority, it does not “measure” people.)

Area	Priority	Description	Examples

Cost: under / over staffing the team

Planned / actual FTE

Tip: enter your real FTE (including part-time) to compare against the recommendation.

Average cost per FTE / year (fully-loaded)

Includes: salary + taxes + tooling + overhead (estimate). Use plain numbers (e.g. 90000). Comma/dot formats are accepted (e.g. 90,000 or 90.000).

Evaluation horizon (months)

Typical: 6–12 months for delivery; 12+ for “stable operations”.

Risk cost multiplier (under-staffing)

Increases indirect cost of incidents, delays, rework and compliance pressure.

Lines: Salary (payroll), Total (salary + penalty/waste).

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How to read the cost chart
This chart compares total cost (payroll + indirect effects) across different team sizes (FTE).

Under-staffing (FTE < recommended): the under-penalty grows → more delays, incidents, rework, and compliance risk.
Over-staffing (FTE > recommended): the waste/coordination grows → more overhead, onboarding, meetings, merge conflicts, and duplicate work.
Salary is the baseline payroll cost; Total includes salary + penalty + waste.
The vertical lines recommended and actual show where you are versus the suggested point.

Time-to-production vs team size

Scope multiplier (release ambition)

Higher = bigger release goal (more scope), thus more time.

Handoff / coordination tax

Higher = more dependencies, policies, multi-team overhead. 0.35

Working days per week

The chart shows time in working days.

Typical curve: improves up to a sweet spot, then plateaus (or worsens) due to coordination overhead. Y axis in working days.

Working days

How to read the time chart
The curve estimates time-to-production in working days as team size (FTE) changes.

At first, adding people reduces time (more throughput).
After a point, coordination tax (handoffs, dependencies, reviews, merges, communication) dominates → the curve plateaus or can even worsen.
Scope multiplier shifts the whole curve up/down (how big the release goal is).
Handoff tax models how “enterprise” the context is: higher = more overhead (policies, compliance, multi-team).
The lines recommended and actual indicate the suggested sweet spot and your current position.