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BlaBlaCar
BlaBlaTech
@
8 October 2015
Organising
BlaBlaTech
8 October 2015
BlaBlaCar
What it’s not about
Not about fundraising
Not about going to new markets
Not about the story from the founders
Christian
Jennewein
Nicolas Tricot
@cestcri
https://github.com/cestcri
@sholine4
2
https://github.com/sholine
BlaBlaWhat?
30€ 30€
120 €
30€ 30€
30€ 30€
120 €
30€ 30€
20M
15M
10M
5M
2009 2010 2011 2012 2013 2014 2015
20 million
members in 2015
...in 19 countries
...with 14 offices
Build the biggest
international transportation
network
From BlaBlaCar to
BlaBlaTech
BlaBlaTech missions
+ Experts...
BlaBlaTech culture
Internal hackathons
Loving beer
Common set of values
Common set of values
Common set of values
Common set of values
Common set of values
Common set of values
Warsaw
Bucharest
Paris
People
1 in Miami
1 in Singapore
2 datacenters Paris
Servers
Case study
Being Lean by nature!
From the very beginning
Iterative product development
business-hypothesis-driven
validated learning
...
No real idea about lean,
we just did it
2012
Hyper-growth at BlaBlaCar
How to stay efficient?
How to handle a growing team?
Let’s try scrum, it’s cool
(what we did instead: stand-ups only…)
Scrum implementation
Lack of knowledge
Lack of legitimacy
No added value
No leader
Introducing notions of agility
Preparing the next steps
Fail? Learn!
Privilege member requests
2012
2013
Obtain knowledge + legitimacy
had to prepare the transition
met external lean coach with philosophy
but we needed tools & ...
“Brainstormed in June,
applied in July”
Change requires time + preparation
Sell scrum internally
●Break resistance to change
●Define + communicate the new rules
●...
Mr. Scrum, tear down this wall
tech product
Scrum by the book
●Split tasks into small units
●Iterations & feedback loops
○ Sprints of 1 or 2 weeks
●Quick newbie integ...
ScrumGuide says...ScrumGuide says...
TURN LEFT NOW!TURN LEFT NOW!
2013
2014
Integrating remote teams
Faster growth difficult only in Paris
We integrate 5 remote developers
Shift all communication to...
Fully data driven
PINK
DB
ADMIN
OPS
INFRA
DEVOPS
WHITE
DEV
ARCHI
DATA
RED
BLUE
GREEN
YELLOW
PURPLE
ORANGE
2014
The age of maturity
The teams liked it
Worse than before
The management liked it
●Organisation copes with team growth
●Stay productive
●Maintain high visibility
●Allow for respons...
Becoming agile: it works!
● Another good reason to join
● Clarify the roles
● Small and efficient teams
● Self-assigning t...
The dark side
Some problems...
●(too much) focus on tickets, lack of big picture
●One big remote team working together
●Perception of be...
2014
2015
Quarterly roadmap
prioritisation by founders
and monitoring of progress
Kanban without knowing it...
More scrumban than scrum…
Continuous delivery
Limited work in progress
Sprint backlog challen...
Full kanban
“Scrum does not
suit all teams”
More flexibility regarding the backlog
No need for micro-project management
Le...
Member voice team
Going fully international
Our choice Warsaw, Poland
Strong Tech community
Few pure players
Existing BlaBlaOffice
Developer...
It’s time to evolve further
Why?
Founders cannot define whole roadmap
Developers became more executors than actors
How?
As...
Testing a project-oriented team
+ one big feature for one ephemeral team
+ all the required skills inside the team
+ high ...
Testing a goal-oriented team
+ all the required skills inside the team
+ high commitment
+ solution defined by the team
- ...
2015
2016
Future evolutions?
Founders focus on vision, mission & goals
Having more goal-oriented teams
Define & organise skill groups
Build
Measure
Learn
Repeat
Build
Measure
Learn
Repeat
Build
Measure
Learn
Repeat
Build. Measure. Learn. Repeat.
Questions?
Growing the Tech team at ridesharing startup Blablacar by N.Tricot and C.Jennewein
Growing the Tech team at ridesharing startup Blablacar by N.Tricot and C.Jennewein
Growing the Tech team at ridesharing startup Blablacar by N.Tricot and C.Jennewein
Growing the Tech team at ridesharing startup Blablacar by N.Tricot and C.Jennewein
Growing the Tech team at ridesharing startup Blablacar by N.Tricot and C.Jennewein
Growing the Tech team at ridesharing startup Blablacar by N.Tricot and C.Jennewein
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Growing the Tech team at ridesharing startup Blablacar by N.Tricot and C.Jennewein

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

  1. 1. BlaBlaCar BlaBlaTech @ 8 October 2015
  2. 2. Organising BlaBlaTech 8 October 2015 BlaBlaCar
  3. 3. What it’s not about Not about fundraising Not about going to new markets Not about the story from the founders
  4. 4. Christian Jennewein Nicolas Tricot @cestcri https://github.com/cestcri @sholine4 2 https://github.com/sholine
  5. 5. BlaBlaWhat?
  6. 6. 30€ 30€ 120 € 30€ 30€
  7. 7. 30€ 30€ 120 € 30€ 30€
  8. 8. 20M 15M 10M 5M 2009 2010 2011 2012 2013 2014 2015 20 million members in 2015
  9. 9. ...in 19 countries
  10. 10. ...with 14 offices
  11. 11. Build the biggest international transportation network
  12. 12. From BlaBlaCar to BlaBlaTech
  13. 13. BlaBlaTech missions + Experts...
  14. 14. BlaBlaTech culture
  15. 15. Internal hackathons
  16. 16. Loving beer
  17. 17. Common set of values
  18. 18. Common set of values
  19. 19. Common set of values
  20. 20. Common set of values
  21. 21. Common set of values
  22. 22. Common set of values
  23. 23. Warsaw Bucharest Paris People
  24. 24. 1 in Miami 1 in Singapore 2 datacenters Paris Servers
  25. 25. Case study
  26. 26. Being Lean by nature! From the very beginning Iterative product development business-hypothesis-driven validated learning True startup spirit Tech & product share one table
  27. 27. No real idea about lean, we just did it
  28. 28. 2012
  29. 29. Hyper-growth at BlaBlaCar
  30. 30. How to stay efficient?
  31. 31. How to handle a growing team? Let’s try scrum, it’s cool (what we did instead: stand-ups only…)
  32. 32. Scrum implementation Lack of knowledge Lack of legitimacy No added value No leader
  33. 33. Introducing notions of agility Preparing the next steps Fail? Learn!
  34. 34. Privilege member requests
  35. 35. 2012
  36. 36. 2013
  37. 37. Obtain knowledge + legitimacy had to prepare the transition met external lean coach with philosophy but we needed tools & structure
  38. 38. “Brainstormed in June, applied in July”
  39. 39. Change requires time + preparation Sell scrum internally ●Break resistance to change ●Define + communicate the new rules ●Onboard product team
  40. 40. Mr. Scrum, tear down this wall tech product
  41. 41. Scrum by the book ●Split tasks into small units ●Iterations & feedback loops ○ Sprints of 1 or 2 weeks ●Quick newbie integration ●Coaching vs. directing
  42. 42. ScrumGuide says...ScrumGuide says... TURN LEFT NOW!TURN LEFT NOW!
  43. 43. 2013
  44. 44. 2014
  45. 45. 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
  46. 46. Fully data driven
  47. 47. PINK DB ADMIN OPS INFRA DEVOPS WHITE DEV ARCHI DATA RED BLUE GREEN YELLOW PURPLE ORANGE
  48. 48. 2014
  49. 49. The age of maturity
  50. 50. The teams liked it Worse than before
  51. 51. The management liked it ●Organisation copes with team growth ●Stay productive ●Maintain high visibility ●Allow for responsibility & commitment
  52. 52. Becoming agile: it works! ● Another good reason to join ● Clarify the roles ● Small and efficient teams ● Self-assigning tasks
  53. 53. The dark side
  54. 54. 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
  55. 55. 2014
  56. 56. 2015
  57. 57. Quarterly roadmap prioritisation by founders and monitoring of progress
  58. 58. Kanban without knowing it... More scrumban than scrum… Continuous delivery Limited work in progress Sprint backlog challenged by new demands
  59. 59. Full kanban “Scrum does not suit all teams” More flexibility regarding the backlog No need for micro-project management Less time wasted in ceremonies
  60. 60. Member voice team
  61. 61. Going fully international Our choice Warsaw, Poland Strong Tech community Few pure players Existing BlaBlaOffice Developers integrated in existing teams
  62. 62. It’s time to evolve further Why? Founders cannot define whole roadmap Developers became more executors than actors How? Assign missions not tasks
  63. 63. 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
  64. 64. Testing a goal-oriented team + all the required skills inside the team + high commitment + solution defined by the team - need for skill group sync - ???
  65. 65. 2015
  66. 66. 2016
  67. 67. Future evolutions? Founders focus on vision, mission & goals Having more goal-oriented teams Define & organise skill groups
  68. 68. Build
  69. 69. Measure
  70. 70. Learn
  71. 71. Repeat
  72. 72. Build
  73. 73. Measure
  74. 74. Learn
  75. 75. Repeat
  76. 76. Build
  77. 77. Measure
  78. 78. Learn
  79. 79. Repeat
  80. 80. Build. Measure. Learn. Repeat. Questions?

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