Growing the Tech team at ridesharing startup Blablacar by N.Tricot and C.Jennewein
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This is the story of Christian and Nicolas, two Tech Managers at BlaBlaTech, who shaped the engineering team of the highly successful ridesharing startup. The team has grown from one single French five-person team to a dozen distribu¬ted and fully agile teams with 30+ people in only two years. Their main responsi¬bility? Building and scaling the development team by constantly improving engineering processes, integrating and training new talents, and anticipating tomorrow’s organization. Their challenges? Delivering the same level of quality software and services in an ever-growing business where customer feedback is instantaneous and shared all over the web. A presentation from the Lean IT Summit 2015 www.lean-it-summit.com
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Growing the Tech team at ridesharing startup Blablacar by N.Tricot and C.Jennewein
- 3. What it’s not about Not about fundraising Not about going to new markets Not about the story from the founders
- 5. BlaBlaWhat?
- 6. 30€ 30€ 120 € 30€ 30€
- 7. 30€ 30€ 120 € 30€ 30€
- 8. 20M 15M 10M 5M 2009 2010 2011 2012 2013 2014 2015 20 million members in 2015
- 12. Build the biggest international transportation network
- 17. Loving beer
- 18. Common set of values
- 19. Common set of values
- 20. Common set of values
- 21. Common set of values
- 22. Common set of values
- 23. Common set of values
- 26. 1 in Miami 1 in Singapore 2 datacenters Paris Servers
- 27. Case study
- 28. Being Lean by nature! From the very beginning Iterative product development business-hypothesis-driven validated learning True startup spirit Tech & product share one table
- 29. No real idea about lean, we just did it
- 31. 2012
- 33. How to stay efficient?
- 34. How to handle a growing team? Let’s try scrum, it’s cool (what we did instead: stand-ups only…)
- 36. Scrum implementation Lack of knowledge Lack of legitimacy No added value No leader
- 37. Introducing notions of agility Preparing the next steps Fail? Learn!
- 39. 2012
- 40. 2013
- 41. Obtain knowledge + legitimacy had to prepare the transition met external lean coach with philosophy but we needed tools & structure
- 42. “Brainstormed in June, applied in July”
- 43. Change requires time + preparation Sell scrum internally ●Break resistance to change ●Define + communicate the new rules ●Onboard product team
- 44. Mr. Scrum, tear down this wall tech product
- 45. Scrum by the book ●Split tasks into small units ●Iterations & feedback loops ○ Sprints of 1 or 2 weeks ●Quick newbie integration ●Coaching vs. directing
- 46. ScrumGuide says...ScrumGuide says... TURN LEFT NOW!TURN LEFT NOW!
- 48. 2013
- 49. 2014
- 50. Integrating remote teams Faster growth difficult only in Paris We integrate 5 remote developers Shift all communication to English Generate face time Have a dedicated scrum master & PO
- 53. 2014
- 54. The age of maturity
- 56. The teams liked it Worse than before
- 57. The management liked it ●Organisation copes with team growth ●Stay productive ●Maintain high visibility ●Allow for responsibility & commitment
- 58. Becoming agile: it works! ● Another good reason to join ● Clarify the roles ● Small and efficient teams ● Self-assigning tasks
- 59. The dark side
- 60. Some problems... ●(too much) focus on tickets, lack of big picture ●One big remote team working together ●Perception of being controlled by metrics ●Rigid sprints vs. prod issues vs. roadmap
- 61. 2014
- 62. 2015
- 63. Quarterly roadmap prioritisation by founders and monitoring of progress
- 64. Kanban without knowing it... More scrumban than scrum… Continuous delivery Limited work in progress Sprint backlog challenged by new demands
- 65. Full kanban “Scrum does not suit all teams” More flexibility regarding the backlog No need for micro-project management Less time wasted in ceremonies
- 67. Going fully international Our choice Warsaw, Poland Strong Tech community Few pure players Existing BlaBlaOffice Developers integrated in existing teams
- 68. It’s time to evolve further Why? Founders cannot define whole roadmap Developers became more executors than actors How? Assign missions not tasks
- 69. Testing a project-oriented team + one big feature for one ephemeral team + all the required skills inside the team + high commitment - solution not from the team - need for skill group sync
- 70. Testing a goal-oriented team + all the required skills inside the team + high commitment + solution defined by the team - need for skill group sync - ???
- 71. 2015
- 72. 2016
- 73. Future evolutions? Founders focus on vision, mission & goals Having more goal-oriented teams Define & organise skill groups
- 74. Build
- 75. Measure
- 76. Learn
- 77. Repeat
- 78. Build
- 79. Measure
- 80. Learn
- 81. Repeat
- 82. Build
- 83. Measure
- 84. Learn
- 85. Repeat
- 86. Build. Measure. Learn. Repeat. Questions?