2. 1
Intro
> Pivotal Labs in two mins!
GreenïŹeld/Innovation
> Guiding principles
> Build the right product
> Week in the Life
App Transformation
> Why?
> What We See
> Our Approach
2 3
âSecret Sauceâ Talk Overview
4. âPivotalâs cultural and strategic
contributions at Twitter have been quite
meaningful, and much of our software
development process at Square is
modeled on the Pivotal Labs way.â
Jack Dorsey
CEO of Twitter and Square
From Teaching How to Fish... 1
5. âRather than give us a ïŹsh,
Pivotal taught us how to ïŹsh.
They taught us new ways of
doing things for ourselves
and making it our own. And
weâre passing that along to
new talent who want to come
innovate with us.â
- John Swieringa, COO
...to Teaching How to Become Fishing Instructors
âThe impact of the partnership
is far greater than just
shortening the development
life cycle. Theyâve helped us
foster a culture of
organizational product experts,
designers, and engineers
working together.â
- Antonio Melo, Director, Digital Experience Center
1
I Do
We Do
You Do
8. 2Common Soundbites (Sound Familiar?)
âWe built something for our
customers but it doesnât meet
their needs. Users arenât
adopting our product.â
âWe built a product that
works, but it takes a user 30
minutes to complete a task
when it could take 5
minutes.â
âIt takes forever to release new
features. We see opportunities to
sell to new customers, but we
canât respond to change fast
enough.â
"My teams move quickly at ïŹrst, but we
quickly get bogged down as new
requirements come in. I often have to
rewrite systems after they're only a year
or two old."
âWe handed oïŹ the
requirements to IT, but then 6
months later we got a product
that didnât meet our
expectations.â
9. Confidential
Build Balanced Teams
Desirability and
Usability
Speed and
Feasibility
Viability and
Value
Successful
product
User-Centered
Design
âWhat pains exist today for the
user? How might we solve those
pains?â
âAre they able to use the system
eïŹectively? Will they adopt this
product?â
Lean Product
Management
âBy solving these speciïŹc user
problems with these speciïŹc
solutions, are we creating valuable
business outcomes?â
âHow might we measure those
outcomes?â
Extreme
Programming
âWhat are the technical
complexities we need to overcome
to reach our product goals?â
âHow can we build a system
responds well to change and
enables experiments?
2
11. Agile + Lean
Reducing the risk of building the
wrong thing while comfortably
changing direction
â Minimum Viable Product (MVP)
DeïŹnition and Prioritization
â Lean Experiments
â Identify & Test Assumptions
â Data-Driven Decisions
User-Centered Design
Ensuring the product is desirable,
usable, and solves a real problem for
real users
â User Interviews
â Persona DeïŹnition
â Journey Mapping
â Ethnographic Studies
â Prototype creation
Extreme Programming
Building a product at a rapid,
predictable speed and quality in the
face of changing requirements
â Paired Programming
â Test-Driven Development
â Short Iterations
â Continuous Integration /
Continuous Deployment
Engineering Design
Product
Management
PRACTICES PRACTICES PRACTICES
2Inject Best Practices
15. IPM
â The product manager
leads the team through
the backlog for that
week
â The team clariïŹes and
ensures consistency
â Stories are estimated
Daily Standup Iteration
â One-minute meeting to
discuss daily activities
â Team discuss what they
did yesterday, current
blockers, and what
theyâll do today
â Product backlog and
user stories are written
and prioritised daily by
the product manager
â The team sit together,
self-organise, and are
highly collaborative
â Prototypes are built,
tested, and reïŹned by
the designer
â User research eliminates
unnecessary features
â The team meets to
decompress, identify
issues, and discuss
areas for improvement
â Actions are captured for
and reviewed weekly
â Retros allow teams to
continuously improve
and iterate the agile
process
Retrospective
A Week-in-the-Life 2
18. App Transformation
Modifying an applicationâs architecture, its runtime, or infrastructure in
order to achieve business objectives.
i.e.
â Rehosting
â Replatforming
â Modernization (monolith-decomposition)
3
19. App Modernization
Re-architecting applications to take advantage of modern systems and
practices.
In:
â microservices/monolith-decomposition
Out:
â lift-and-shift
â move-and-improve
3
20. Monolith
Large software system requiring a full deployment even when
modiïŹcations to one domain donât aïŹect another domain.
3
22. What We See
âą Complex monolithic systems built over many
years as a web of interdependent parts
âą Poor developer experience and productivity
âą Slow feature delivery and more bugs
âą Tactical treatment of symptoms (ex. latency)
and not core problems (ex. design)
3
23. The Swift Method
Letâs Drill Into These Layers
+ %
- $
MISSION AND
INITIAL OKRs
EVENT STORM
BORIS
SNAP
TACTICAL
PATTERNS
NOTIONAL
ARCHITECTURE
3
24. Objectives and Key Results (OKRs)
Ambitious
Where to?
Objectives
Key Results
+
-increase
decrease%
#
Are we going
the right
way?
AppTx
70 - 80%
3
25. OKR Example
O1: Improve eCommerce revenue in Q3
KR1: Decrease error rate on checkout page from 2.0% to 0.001%
KR2: ...
O2: Improve eCommerce user experience in Q3
KR1: Decrease average page response time from 1100ms to 400ms
3
28. Why
Event Storm
Making Sense of a
Huge Mess
Reveal Bounded
Contexts
Explore Domains
Identify Potential
âSlicesâ
Expose Core
Domains
Identify Potential
Trouble Spots
Enable Cross
Perspective
Conversation
Identify Potential
Starting Points
3
29. Boris Diagramming
Service
Service based on Context
âPolicy Serviceâ
Queue
Message Queue
â...Decisionedâ
UI External
Link to External
System
Service
Service
Service
Service
Service
Ext
Ext
Q
Q
Q
UI
UI
Service
3
30. SNAPe
API Data Source /
Storage
UI Risks
Stories
Rabbit
MQ
REST /
JSON
CICS
GW
Other
Purchase
History
AdminUI
Dependent
On...
GET
/purchasesGET
/purchasesGET
/purchases
3