Matthew Skelton_What is Platform as a Product_ Clues from Team Topologies - DevOps Loop 2022.pdf
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1) A platform as a product approach treats an internal platform like an externally-facing product by carefully designing it, evolving it based on user needs, and using modern product management practices. 2) This reduces cognitive load on internal engineering teams using the platform by simplifying tasks and providing optional, self-service capabilities. 3) Getting started involves assessing user needs, defining the platform, and determining team interaction models for collaboration and service delivery. Case studies demonstrate how platforms can evolve from basic services to sophisticated, widely adopted products.
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Matthew Skelton_What is Platform as a Product_ Clues from Team Topologies - DevOps Loop 2022.pdf
- 1. TeamTopologies.com @TeamTopologies What is Platform as a Product? Clues from Team Topologies Matthew Skelton co-author of Team Topologies DevOps Loop by VMware Tanzu - 22 June 2022 @matthewpskelton
- 2. Matthew Skelton 2 Co-author of the book Team Topologies Founder at Conflux - confluxhq.com Twitter: @matthewpskelton LinkedIn: matthewskelton
- 3. Team Topologies 4 Organizing business and technology teams for fast flow Matthew Skelton & Manuel Pais IT Revolution Press (2019) teamtopologies.com/book
- 4. “innovative tools and concepts for structuring the next generation digital operating model” Charles T. Betz, Principal Analyst, Forrester Research 5
- 5. What is “Platform as a Product” and why should I adopt this approach? 6
- 6. 7 What is a Platform? What really is a Product? Examples: P-as-a-P Getting Started
- 7. What is a Platform? 8
- 8. “A digital platform is a foundation of self-service APIs, tools, services, knowledge and support which are arranged as a compelling internal product.” – Evan Bottcher, 2018 9 Source: https://martinfowler.com/articles/talk-about-platforms.html
- 9. “A digital platform is a foundation of self-service APIs, tools, services knowledge and support which are arranged as a compelling internal product.” – Evan Bottcher, 2018 10
- 10. “A digital platform is a foundation of self-service APIs, tools, services, knowledge and support which are arranged as a compelling internal product.” – Evan Bottcher, 2018 11
- 11. “A digital platform is a foundation of self-service APIs, tools, services, knowledge and support which are arranged as a compelling internal product.” – Evan Bottcher, 2018 12
- 13. 14 Adopt: Applying product management to internal platforms Trial: Platform engineering product teams
- 14. 15 “...we’ve been using the concepts from Team Topologies to split platform teams in our projects into enablement teams, core “platform within a platform” teams and stream-focused teams.” -- ThoughtWorks Tech Radar, Vol.22, p.10
- 16. 17 Adopt: Platform engineering product teams Hold: Layered platform teams [split by technology]
- 17. 18 “We’re still big fans of using concepts from Team Topologies as we think about how best to organize platform teams. We consider platform engineering product teams to be a standard approach and a significant enabler for high-performing IT.” -- ThoughtWorks Tech Radar, Vol.24, p.9
- 18. 19 A platform is a curated experience for engineers (the customers of the platform).
- 19. 20 treat the platform as a product (reliable, usable, fit for purpose) for voluntary internal customers Platform as a Product
- 20. “Create a path of least resistance. Make the right thing the easiest thing to do.” – Evan Bottcher, 2018 21
- 21. 22
- 22. 23
- 23. 24
- 24. 25
- 26. “Cognitive load is the total amount of mental effort being used in the working memory” - John Sweller 27
- 27. Intrinsic (skills) Extraneous (mechanism) Germane (domain focus) 28
- 29. Intrinsic Extraneous Germane 30 “How do I deploy this app, again?”
- 31. Intrinsic (skills) Extraneous (mechanics) Germane (domain focus) 32
- 33. More: ‘Hacking Your Head’ 37 Jo Pearce (@jdpearce) https://www.slideshare.net/JoPearce5/hacking-your-head-managing-information-overload-extended
- 34. The platform should not *increase* the cognitive load on teams using the platform 38
- 36. 40
- 37. 41 Thinnest Viable Platform smallest set of APIs, documentation, and tools needed to accelerate teams developing modern software services and systems
- 38. “software developers love building platforms and, without strong product management input, will create a bigger platform than needed.” - Allan Kelly 42
- 39. 43 Example: Thinnest Viable Platform A small, curated set of complementary services or patterns to use together to simplify and accelerate delivery. “Use these N services in these ways...” Photo by Jean-Philippe Delberghe on Unsplash
- 40. A good platform is just “big enough” but no bigger 44
- 41. 45 Platform evolution via Team Interaction Modes
- 42. 46
- 43. 47 strong collaboration with stream-aligned teams for any new service or evolution Platform Behaviors
- 44. 48
- 45. 49
- 46. 50 provide support and great documentation for stable services Platform Behaviors
- 47. 51
- 48. Clarify (platform) service boundaries and provide abstractions to reduce the cognitive load on teams. 52
- 49. 53 2019 Addressed critical cross-functional needs (GDPR, security, alerts + SLOs as a service) Adoption by HMRT (Highest Maturity & Revenue Team) 2017 Infra platform started with few services First customer (centralized logging, metrics, auto scaling) 2018 Started using SLAs and SLOs, clarifying reliability/latency/etc Growing traffic in platform vs AWS
- 50. What really is a Product? 54
- 51. “product (...) is anything that can be offered to a market to satisfy the desire or need of a customer” - Wikipedia 55 Source: https://en.wikipedia.org/wiki/Product_(business)
- 52. Product = Holistic User Experience ➔ Functionality ➔ Design ➔ Monetization ➔ Content – Marty Cagan, 2010 56 Source: https://svpg.com/defining-product/
- 53. 57
- 54. 58 A product is optional to use - no-one is forced to use the product
- 55. 59
- 56. 60 A product is carefully designed and curated
- 57. 61
- 58. 62 A product simplifies something for users
- 59. 63
- 60. 64 A product evolves to take advantage of technology changes
- 61. 65 A platform is a curated experience for engineers (the customers of the platform).
- 62. 66 A platform is optional to use - no team is forced to use the platform
- 63. 67 Platforms must advocate for their platform product and “market” it to internal teams
- 64. 68 A platform is carefully designed and curated
- 65. 69 Platforms must be designed with the user in mind (internal teams) - focus on UX and DevEx
- 66. 70 A platform simplifies something for users
- 67. 71 Platforms must help users to achieve goals by understanding user needs and simplifying tasks
- 68. 72 A platform evolves to take advantage of technology changes
- 69. 73 Platforms must evolve the capabilities they offer (adding/removing) with a clear roadmap or trajectory
- 70. 74 A platform uses modern product management (and service management)
- 71. 75
- 72. 76 A platform needs modern product management (and service management) as demonstrated by SaaS companies
- 74. 4 key metrics: ‘Accelerate’ 78 lead time deployment frequency mean time to restore (MTTR) change fail percentage
- 75. 79 product metrics user satisfaction metrics Platform Metrics
- 76. 80
- 77. 81 product metrics user satisfaction metrics adoption & engagement metrics Platform Metrics
- 78. 82
- 79. 83 product metrics user satisfaction metrics adoption & engagement metrics reliability metrics Platform Metrics
- 80. 85 product metrics (Accelerate metrics for platform services) user satisfaction metrics (Accelerate metrics for business services, NPS, etc) adoption & engagement metrics (% teams onboard, per platform and per service) reliability metrics (SLOs, latency, #Incidents, etc) Platform Metrics
- 81. 86 The success of platform teams is the success of stream-aligned teams
- 82. Examples: Platform as a Product 87
- 83. Case Study 88
- 84. 89 Source: https://teamtopologies.com/industry-examples/organizational-evolution-accelerating-delivery-of-comparison-services-uswitch Organizational evolution for accelerating delivery of comparison services at Uswitch
- 86. 91 Low-level AWS service calls (EC2, IAM, STS, Autoscaling, etc.) from January 2015 to January 2017
- 87. “We didn’t change our organization because we wanted to use Kubernetes, we used Kubernetes because we wanted to change our organization.” - Paul Ingles 92
- 88. 93 Low-level AWS service calls since Kubernetes adoption in January 2017
- 89. 95 enable stream-aligned teams to deliver work autonomously with self-service capabilities ... Platform Purpose
- 90. 96 … in order to reduce extraneous cognitive load on stream-aligned teams Platform Purpose
- 91. “We wanted to scale our teams but maintain the principles of what helped us move fast: autonomy, work with minimal coordination, self-service infrastructure.” - Paul Ingles 98
- 92. Treat the platform as a product 99
- 93. Reliable Fit for Purpose Focused on DevEx 100
- 94. “Kubernetes helps us in a few ways: - Application-focused abstractions - Operate and configure clusters to minimise coordination ” - Paul Ingles 104
- 95. 108 2018 Infra platform started with few services First customer (centralized logging, metrics, auto scaling)
- 96. 109 2018 Infra platform started with few services First customer (centralized logging, metrics, auto scaling) 2019 Started using SLAs and SLOs, clarifying reliability/latency/etc Growing traffic in platform vs AWS
- 97. 110 ... Addressed critical cross-functional needs (GDPR, security, alerts + SLOs as a service) Adoption by HMMT (Highest Money Making Team) 2018 Infra platform started with few services First customer (centralized logging, metrics, auto scaling) 2019 Started using SLAs and SLOs, clarifying reliability/latency/etc Growing traffic in platform vs AWS
- 98. 111 2019 Addressed critical cross-functional needs (GDPR, security, alerts + SLOs as a service) Adoption by HMRT (Highest Maturity & Revenue Team) 2017 Infra platform started with few services First customer (centralized logging, metrics, auto scaling) 2018 Started using SLAs and SLOs, clarifying reliability/latency/etc Growing traffic in platform vs AWS
- 100. Case Study 113
- 104. What is “Platform as a Product” and why should I adopt this approach? 117
- 105. 118 A platform is optional to use - no team is forced to use the platform
- 106. 119 A platform is carefully designed and curated
- 107. 120 A platform simplifies something for users
- 108. 121 A platform evolves to take advantage of technology changes
- 109. 122 A platform uses modern product management (and service management)
- 110. 123 Happier users (engineers) No technology bloat Designed to evolve
- 111. Getting Started with Platform as a Product 124
- 112. How well can the team understand the platform abstractions they need to use on a regular basis? 1 - Assess cognitive load 125 github.com/TeamTopologies/Team-Cognitive-Load-Assessment
- 113. What does your platform actually do? Is this what users need? What is the UX/DevEx of using the platform? What should it be? 2 - Define your platform 126
- 114. Who is responsible for what? Who is impacted? How do you collaborate on new platform internal services? Collaboration vs X-as-a-Service 3 - Team Interactions 127
- 115. Zalando Kubernetes at Zalando Mercedes DevOps Adoption at Mercedes-Benz.io Twilio Platforms at Twilio: Unlocking Developer Effectiveness Adidas Where Cloud Native Meets the Sporting Goods Industry ITV ITV's Common Platform v2 Better, Faster, Cheaper, Happier MAN Truck & Bus How to Manage Cloud Infrastructure at MAN Truck & Bus Farfetch UX I DevOps - The Trojan Horse for Implementing a DevOps Culture More platform examples 128
- 116. What’s next? 129
- 117. Platform as a Product - online learning 130 academy.teamtopologies.com
- 118. Remote Team Interactions Workbook Using Team Topologies Patterns for Remote Working Matthew Skelton and Manuel Pais IT Revolution, January 2022 131 Resources: teamtopologies.com/workbook
- 119. Infographics ● Getting Started ● In a Nutshell 132 teamtopologies.com/infographics
- 120. Resources 133 teamtopologies.com/resources (links, slides, video) teamtopologies.com/tools (templates, assessments, etc)
- 123. 136 Copyright © Team Topologies Ltd 2022. All rights reserved. teamtopologies.com