Aviran Mordo on scaling engineering (WiX Engineering) https://www.youtube.com/watch?v=eG27-f79YX0
1200 people atm ‎· discard the universe
100 people, ~15-20 engineers - functional teams ‎· discard the universe
problem: shifting resources, project starvation ‎· discard the universe
кажется, сейчас нам кратенько перескажут PMBoK ‎· discard the universe
Functional model vs business unit model ‎· discard the universe
"fusion" ‎· discard the universe
1) (~400 people) gangs and guilds. (Essentially, matrix structure) ‎· discard the universe
guild leads, guild masters as dedicated senior devs; guild core teams developing the core infrastructure. ‎· discard the universe
2) (~800 ppl, > 10 projects) guild managers are overloaded, switch to company-in-the-company ‎· discard the universe
CEOs and CTOs and VPs of R&D of "companies", per product. ‎· discard the universe
"companies" assign a board member reporting to the chairman; adding cross-engineering teams. ‎· discard the universe
guilds as meta DMs. ‎· discard the universe
limit your stack, enabling knowledge sharing ‎· discard the universe
~200 microservices, ~100 deployments a day ‎· discard the universe
small microservices == small teams == small rooms. Architecture by office planning ‎· discard the universe
ROQS responsibility/ownership/quality/sharing ‎· discard the universe
developer centric culture, as developers can do QA, DBA, product definition, whatever. After all, startups are normally started by at least 50% (1 of 2) dev team. ‎· discard the universe
20% of "guild time," Thursday is the guild day, for knowledge sharing, relation building, etc. (HOW?) ‎· discard the universe
1h retrospective, "open space"; 30m project spotlight; 1h tech talk/workshop ‎· discard the universe
Post mortems take some space on open space. ‎· discard the universe
Guild week - game of gangs, one week per quarter. Pair programming with someone from a different "company", on a stuff not related to a product, something that causes pain daily. ‎· discard the universe
the goal of the guild week is "to do it the right way," not finishing the task — it's essentially a drill in the best practices. ‎· discard the universe
new teams starts with an "ambassador", at least a few weeks in the company; hiring is done around them ‎· discard the universe
trying not to hire team leads; 3 to 6 months before promotion to TLs to preserve the culture ‎· discard the universe
everyone has a right of veto during the hiring process ‎· discard the universe
"a healthy tension between companies and the guilds" ‎· discard the universe
a q on spotify's guilds: spotify's guilds don't have power, in spotify the guild is merely an interest club ‎· discard the universe
набсовет :) ‎· ממעמקים
a q on the biggest challenges — people management is a pain: the company structure is very vague, the person doesn't know who's the manager after all; people processes tend to take longer. ‎· discard the universe