scaling your product team while staying agile
TRANSCRIPT
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Scaling Your Product Team While Staying Agile
SpringOne Platform, 2016
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Terms Matter: Project vs. Product
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Project(noun) proj·ect \ˈprä-ˌjekt, -jikt also ˈprō-\
A planned piece of work that has a specific purpose (such as to find information or to make something new) and that usually requires a lot of time.
Projects are finite. They end, and you move on to the next one.
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Product(noun) prod·uct \ˈprä-(ˌ)dəkt\
A good, idea, method, information, object, or service created as a result of a process and that serves a need or satisfies a want.
Products endure beyond projects that created them; they evolve indefinitely.
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
A product-centric mindset focuses on the customer and embraces sustainability
5https://en.wikipedia.org/wiki/Windmill#/media/File:Molinos_de_Consuegra.jpg
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Let’s talk products!
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Let’s talk products!
(Yes, this is a real thing, yours for only $1,371.93.)
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Let’s talk products!● Successful products spawn competition
● Non-linear increase of complexity
● New and evolving platforms
● Customers expect products to grow with them
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Growing product = more people, more complexity
How do we organize for sustainable growth?
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Origins: Pivotal Labs
● Born in the early Web 2.0 startup days
● Spawned agile team culture at Google, Twitter, eBay
● From 5 to 500 around the world
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Pivotal Tracker● 10 years as widely used SaaS product
● From occasional pair to ~40 dedicated people
● The “transparent core” of every product team
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Cult of Sustainability● Extreme Programming practices
● Sustainable pace; 8-hour work days
● Smooth transition at project end
● The real secret sauce: small, cross-
functional teams
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
“Software development is an intense exercise in collaboration.” —Martin Fowler
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Collaborative and Cross Functional● Product, design, testers, and developers working together
● Shared, highly visible priorities
● Collective ownership, no project manager
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Roles: The Product Manager
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● Communicator, emphasizer, and motivator-in-chief
● Big picture vision, hands on fine-grained stories
● Learns, defines, and prioritizes
● Drives consensus but decides
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
The UX Product Designer● ”Full-spectrum" design
● Questions assumptions, obsessed with feedback
● Design vision vs. incremental steps
● Found pairing with PM, developers
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
The Product Developer● Pragmatic, full-stack, polyglot
● Can specialize but not hoard
● Pairs, plays well with others
● Motivated by the collective success
● Red, green, refactor, repeat
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Team Size: Optimizing for Communication
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Ten Group“The basic unit is [a small group of people]. . .this group is bound together by a common
objective, and that the bond of trust and loyalty thus formed can become an extremely
powerful uniting force; that the group needs to decide on (or at least take part in deciding
on) its own objective, and to work out for itself how that objective shall be achieved. . .”
—Anthony Jay, British author, on the centuries of evidence to support the idea that small groups are the most efficient
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
● Software is more complex than farming (or is it?)
● Optimizing for communication
● How many pairs can one PM and backlog support?
● The “two-pizza rule”
Sizing the Product Team
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
How Many Pair-Brain Perspectives?
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
How Many Pair-Brain Perspectives?
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
How Many Pair-Brain Perspectives?
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Moving to Multiple Teams
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Paradigm-shifting game just broke the record for iTunes downloads in the US.
People in the rest of the world and the Android crowd are feeling left out, the servers go down every lunch hour, a new platform and API is needed to support all these apps, and the new CEO is roaming the halls yelling, “Grow! Monetize!”
How to catch them all?
Case Study: Giantic Games, Inc.
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Tracker Support Says. . . From: Pivotal Tracker SupportTo: Giantic GamesSubject: Re: We’re struggling!
>> We’ve grown, and our project has gotten very hard to manage. We can’t tell who’s working on what or when things will get done. Help!
Organize into multiple small teams, embrace a collective ownership mentality!
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Multiple Teams, Organized Around Platforms
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iOS TeamEvolve the app, deal with iOS changes, in-app purchases
Web Front-End TeamSponsored in-app content,
leaderboards, game tutorials
Android TeamLaunch Version 1.0,
in-app purchases
Platform TeamServe all the apps, scale up,
reduce the outages
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
A Few Months Later. . .From: Giantic GamesTo: Pivotal Tracker SupportSubject: Got dependencies?
Hi again! We’ve split into small teams. But now it’s hard because every feature spans multiple teams, all we do is have meetings, and things don’t work together!
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Symptoms of Poorly Aligned TeamsProducts components not cohesive
People feel disconnected from the bigger picture
Back-end team not feeling recognized
Features span multiple PMs and require lots of coordination
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Tracker Support Says. . .
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Go Vertical!
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Conway’s Law“Organizations which design systems are constrained to produce designs which are copies of
the communication structures of these organizations. . .Any piece of software reflects the
organizational structure that produced it.”
How to apply Conway’s Law for the best product outcome?
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Organizing Around Product Goals● Teams focused on product outcomes
● PM + team drives entire feature end-to-end
● Minimized cross-team dependencies
● Product more cohesive to customers
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Giantic Teams, Reorganized FTW
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Core Game Play TeamIncrease engagement, reduce churn
Scaling TeamEnough with the outages!
i18n TeamLaunch in every continent
Monetization TeamIn-app purchases—show us the money!
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
A Real Example: Pivotal Tracker
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Tracker: Monolithic App, Rigid Horizontal Teams● Back end, complex single-page web app + mobile apps
● Painful cross-team communication
● Rigid silos
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Platform Team (6 developers)All Rails and API work, DevOps
Front-End Team (6 developers)Web single-page app
Mobile Team (4)iOS, Android
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Toward Product-Oriented “Pods”
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Story MGMT PodIncrease engagement (web and mobile), story-to-code
workflow
USS Enterprise PodNew enterprise offering,
increase retention at large companies
Infrastructure PodScaling, stability, DevOps, special projects (any part
of product)
Onboarding & Growth Pod
Increase sign-up conversions, engaged user activations
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Optimizing for Pod Rotations● PMs stay with pods; pods change focus over time
● Developers rotate weekly based on pod needs
● Pairing = low ramp-up cost and knowledge sharing
● Need tools and process consistency!
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Code and Vertical Slicing
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● Mono repo for holistic view
○ Mono repo != monolithic architecture
○ More cohesive commits / PRs
○ Components deployed independently
● On-demand environments on PaaS
● Unified CI/CD and deploy pipeline
● Code quality a collective concern
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
No Longer a One PM Show● One uber PM, multiple pod-level PMs
● One visible, shared roadmap
● New product communication structure
○ daily product standups
○ weekly roadmap sync
○ product and design retrospectives
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Collaborative Design● New role: Design Lead to own design vision and consistency
● The product roadmap as the collective design backlog
● Weekly design critiques and feedback sessions
● Designer rotation. . .it’s complicated!
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Bugs, Testing, and Support (featuring Mr. Pierre)● Who fixes bugs?
● New role: Exploratory Tester
○ Charter-based testing
○ Rotates but worries about product as a whole
○ Proxy for the customer
● Who helps with support?
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Staying Connected● All-hands meetings, whole-team retros
● Animated cat GIFs on Slack
● Wine and cheese, happy hour, summer picnic
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
The Next Level: From 5 to 50 Teams*
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*work in progress
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Paving the Way: Pivotal Cloud Foundry● From OSS project at VMware to 300+
people at Pivotal
● 30+ teams, Pivotal Labs practices
● Major new version every three months
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Pivotal Cloud Foundry (c. 2012)
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Pivotal Cloud Foundry (c. 2013)
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Pivotal Cloud Foundry (c. 2014)
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Pivotal Cloud Foundry (c. 2015)
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Growth Challenges● Many components, dependencies
● Some teams too large (15 pairs!)
● Cross-team communication issues
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Breaking Down a Large Team
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TCP Router
HTTP Router
CF API Server
Services API
Identity Server
Container Library
Release Mgmt
Droplet Executor
Health Manager
Runtime Team
TCP Router
HTTP Router
CF API Server
Services API
Container Library
Droplet Executor
Health Manager
Release Mgmt
Identity Server
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Conway’s Law, Revisited● Collection of services is the product
● Scalable architecture with small teams and independent microservices
● Versioned, backward-compatible APIs
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
● Priorities have to align
● Product has to integrate
● Releases have to be stable and coherent
The Biggest Challenge: PM Alignment
54https://en.wikipedia.org/wiki/2012_phenomenon#/media/File:Milkyway_Swan_Panorama.jpg
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
30 Teams, 30 Product Managers● One PM, one team, one backlog
● PMs monitor upstream and downstream dependencies
● Product Leads for cross-PM coordination
● PMs have to communicate!
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Product Org at Scale
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PM Lead
PM
VP Product
Engi
neer
s
Eng Director
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 57
Next-Level Skill: Weekly Allocation with 300 Developers
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Testing and Integration● Automation with selective test exploration
● System-level test suites that ensure product works cohesively
● Comprehensive CI pipelines with dependencies and artifacts
● Automated, on-demand acceptance environments on PaaS
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
The Visible Forest
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Recap: Sustainable Growth in 4 Easy Steps
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Sustainable Growth in 4 Easy Steps1. Build small, cross-functional teams
2. Organize these teams around product lines
3. Equip with process and tools that support shared ownership
4. Refactor and evolve!
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Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016
Thank you!@danpodsedly
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