Scaling Engineering Teams for Growth
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This document discusses scaling an engineering team from 50 to 250 people to support rapid growth. It outlines transitioning from 1 feature team and code base to 7 feature teams and multiple code bases. The key aspects covered are culture, people, structure, process and architecture. Some of the changes discussed are moving from monthly to daily deployments, from one big yearly release to multiple smaller monthly releases, and transforming over a 16 month period. The document emphasizes that culture, selecting the right people and giving teams autonomy are critical to successfully scaling the engineering organization.
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Scaling Engineering Teams for Growth
- 1. Scaling Engineering Teams for Growth Herry Wiputra Chief Technical Officer
- 3. Successful email newsletter SaaS company
- 4. $250 million USD VC Fund Australian Record — April 2014
- 6. 50 people to 250 people
- 7. 20 engineers to 70 engineers
- 8. 1 feature team to 7 feature teams
- 9. 1 code base to many code bases
- 10. 1 deployment per month to many deployments per day
- 11. 1 big product release in a year to multiple small releases in a month
- 12. 16 month transformational journey
- 13. It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change “ Charles Darwin
- 15. “Hierarchical Structure” “Value Structure”
- 18. Culture People Structure Process Architecture
- 19. Culture
- 20. Before cars, make people “ Eiji Toyoda Culture People Structure Process Architecture
- 21. Culture People Structure Process Architecture Build Learn Measure
- 22. If your actions inspire others to dream more, learn more, do more, and become more, you are a leader “ John Quincy Adams Culture People Structure Process Architecture
- 23. People
- 24. Attitude, not aptitude, determines altitude “ Zig Ziglar Culture People Structure Process Architecture
- 25. Boundary crossing competencies Depthinatleastonesystemordiscipline Culture People Structure Process Architecture
- 26. Structure
- 27. DESIGNERS DEVELOPERS QA’S PM’S CROSS FUNCTIONAL TEAM Culture People Structure Process Architecture
- 28. Autonomy The desire to direct our own lives Mastery The urge to make progress and get better in something that matters Purpose The yearning to do what we do in the service of something larger than ourselves Culture People Structure Process Architecture
- 29. Product Manager Purpose Delivery Lead Autonomy Technical Lead Mastery Culture People Structure Process Architecture
- 31. Process
- 32. Culture People Structure Process Architecture make the work visible READY 4 IN PROGRESS REVIEW DEPLOYED 2 2
- 33. Objective Build the best email builder in the market Key Results 1. Increase adoption of new active customers by x% 2. Add y new templates every quarter 3. Add mobile first template by quarter z Culture People Structure Process Architecture
- 34. Dual Track Agile Culture People Structure Process Architecture
- 35. Architecture
- 36. Any organisation that designs a system will inevitably produce a design whose structure is a copy of the organisation's communication structure “ Conway’s Law Culture People Structure Process Architecture
- 37. Culture People Structure Process Architecture UI DATABASE DATABASE DATABASE DATABASE DATABASE UI
- 38. A self organising team is… a cross-functional team with t-shaped members who have a great attitude and a desire to learn, are motivated by a strong purpose that is aligned to the company’s goals, with full autonomy to reach those, and are coached and supported by servant leaders
- 39. Thank you