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Scaling Your Product Team While Staying Agile

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Veröffentlicht am

SpringOne Platform 2016
Speaker: Dan Podsedly; VP & GM, Pivotal Tracker.

Software companies large and small need to move fast, and that typically requires growing your product teams beyond the proverbial “two pizza” rule.

Finding and keeping great people is tougher than ever these days, but there is much more to scaling a product organization than just hiring! In this talk, Dan will walk through the challenges and opportunities encountered as product organizations grow from beyond the single agile team, based on real world experiences of Pivotal Tracker, a popular agile project management tool that’s been around for 10 years, as well as other fast growing product teams at Pivotal.

Topics discussed will include the importance of a strong culture, pair programming as a growth strategy, vertical vs horizontal team organization, the product manager role, how design fits into a product team at scale, and much more.

Veröffentlicht in: Technologie

Scaling Your Product Team While Staying Agile

  1. 1. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Scaling Your Product Team While Staying Agile SpringOne Platform, 2016
  2. 2. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Terms Matter: Project vs. Product 2
  3. 3. 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. 3
  4. 4. 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. 4
  5. 5. 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
  6. 6. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Let’s talk products! 6
  7. 7. 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.) 7
  8. 8. 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 8
  9. 9. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Growing product = more people, more complexity How do we organize for sustainable growth?
  10. 10. 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
  11. 11. 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
  12. 12. 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 12
  13. 13. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 “Software development is an intense exercise in collaboration.” —Martin Fowler 13
  14. 14. 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 14
  15. 15. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Roles: The Product Manager 15 ● Communicator, emphasizer, and motivator-in-chief ● Big picture vision, hands on fine-grained stories ● Learns, defines, and prioritizes ● Drives consensus but decides
  16. 16. 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 16
  17. 17. 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 17
  18. 18. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Team Size: Optimizing for Communication 18
  19. 19. 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 19
  20. 20. 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 20 https://commons.wikimedia.org/wiki/File:Pizza-2.jpg
  21. 21. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 How Many Pair-Brain Perspectives? 21
  22. 22. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 How Many Pair-Brain Perspectives? 22
  23. 23. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 How Many Pair-Brain Perspectives? 23
  24. 24. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Moving to Multiple Teams 24
  25. 25. 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. 25
  26. 26. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Tracker Support Says. . . From: Pivotal Tracker Support To: Giantic Games Subject: 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! 26
  27. 27. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Multiple Teams, Organized Around Platforms 27 iOS Team Evolve the app, deal with iOS changes, in-app purchases Web Front-End Team Sponsored in-app content, leaderboards, game tutorials Android Team Launch Version 1.0, in-app purchases Platform Team Serve all the apps, scale up, reduce the outages
  28. 28. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 A Few Months Later. . . From: Giantic Games To: Pivotal Tracker Support Subject: 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! 28
  29. 29. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Symptoms of Poorly Aligned Teams Products 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 29
  30. 30. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Tracker Support Says. . . 30
  31. 31. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Go Vertical! 31
  32. 32. 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? 32
  33. 33. 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 33
  34. 34. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Giantic Teams, Reorganized FTW 34 Core Game Play Team Increase engagement, reduce churn Scaling Team Enough with the outages! i18n Team Launch in every continent Monetization Team In-app purchases—show us the money!
  35. 35. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 35
  36. 36. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 A Real Example: Pivotal Tracker 36
  37. 37. 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 37 Platform Team (6 developers) All Rails and API work, DevOps Front-End Team (6 developers) Web single-page app Mobile Team (4) iOS, Android
  38. 38. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Toward Product-Oriented “Pods” 38 Story MGMT Pod Increase engagement (web and mobile), story-to-code workflow USS Enterprise Pod New enterprise offering, increase retention at large companies Infrastructure Pod Scaling, stability, DevOps, special projects (any part of product) Onboarding & Growth Pod Increase sign-up conversions, engaged user activations
  39. 39. 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! 39
  40. 40. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Code and Vertical Slicing 40 ● 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 https://www.flickr.com/photos/29233640@N07/9585503388
  41. 41. 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 41
  42. 42. 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! 42
  43. 43. 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? 43
  44. 44. 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 44
  45. 45. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 The Next Level: From 5 to 50 Teams* 45 *work in progress
  46. 46. 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 46
  47. 47. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Pivotal Cloud Foundry (c. 2012) 47
  48. 48. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Pivotal Cloud Foundry (c. 2013) 48
  49. 49. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Pivotal Cloud Foundry (c. 2014) 49
  50. 50. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Pivotal Cloud Foundry (c. 2015) 50
  51. 51. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Growth Challenges ● Many components, dependencies ● Some teams too large (15 pairs!) ● Cross-team communication issues 51
  52. 52. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Breaking Down a Large Team 52 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
  53. 53. 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 53
  54. 54. 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
  55. 55. 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! 55
  56. 56. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Product Org at Scale 56 PM Lead PM VP Product Engineers Eng Director
  57. 57. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 57 Next-Level Skill: Weekly Allocation with 300 Developers
  58. 58. 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 58
  59. 59. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 The Visible Forest 59
  60. 60. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Recap: Sustainable Growth in 4 Easy Steps 60
  61. 61. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Sustainable Growth in 4 Easy Steps 1. 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! 61
  62. 62. Dan Podsedly, SpringOne Platform, 2016Dan Podsedly, SpringOne Platform, 2016 Thank you! @danpodsedly dpodsedly@pivotal.io 62

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