Organising BlaBlaTech @ Lean IT Summit

Organising BlaBlaTech @ Lean IT Summit

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 distributed and fully agile teams with 30+ people in only two years. Their main responsibility?

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.

A0a57b404c8b009b6f8dff4722063474?s=128

Christian Jennewein

October 08, 2015
Tweet

Transcript

  1. BlaBlaCar BlaBlaTech @ 8 October 2015

  2. Organising BlaBlaTech 8 October 2015 BlaBlaCar

  3. What it’s not about • Not about fundraising • Not

    about going to new markets • Not about the story from the founders
  4. Christian Jennewein Nicolas Tricot @cestcri https://github.com/cestcri @sholine42 https://github.com/sholine

  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
  9. ...in 19 countries

  10. ...with 14 offices

  11. None
  12. Build the biggest international transportation network

  13. From BlaBlaCar to BlaBlaTech

  14. BlaBlaTech missions + Experts...

  15. BlaBlaTech culture

  16. Internal hackathons

  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

  24. None
  25. Warsaw Bucharest Paris People

  26. 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

  30. None
  31. 2012

  32. Hyper-growth at BlaBlaCar

  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…)
  35. None
  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!
  38. Privilege member requests

  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!

  47. None
  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
  51. Fully data driven

  52. PINK DB ADMIN OPS INFRA DEVOPS WHITE DEV ARCHI DATA

    RED BLUE GREEN YELLOW PURPLE ORANGE
  53. 2014

  54. The age of maturity

  55. None
  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
  66. Member voice team

  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?