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Why is the popular framework missing from most of Big Tech, and are there takeaways for companies operating outside this model?
Even within the group of large non-tech companies, some experiment with novel approaches, while others stick to doing the same thing that has been working well enough for years.
Plan, build, ship: common for public and venture-funded tech companies.
Scrum: common for large, non-tech companies, non-venture funded companies and consultancies.
Shape Up: mentioned for a few venture-funded companies.
However, at non-venture funded companies and consultancies, several respondents were very happy with project management, and called out these people as a reason for their satisfaction.
Large, non-tech companies and smaller, non-venture-funded companies were more likely to mandate the same approach for all teams within the company.
For these teams, no change of methodology would help because the issues ran deeper.
In their case, JIRA works well for large-scale coordination, after the organization fully adopted it.
It’s an example of directive leadership and while this approach can work well for roles where there is little creativity needed, it is usually a poor way to build high-performing software engineering teams.
There are no dedicated project managers for team-level projects.
Most of these companies have Technical Program Managers (TPMs) who step in for large projects involving multiple teams, or run across organizations.
For people who have worked in Big Tech, much of this is familiar.
Autonomy for software engineers and teams.
For organizations with a factory worker attitude, this approach will bias towards more heavyweight project management approaches that leave little room for interpretation, on purpose.
In contrast, traditional companies often make it impossible for developers to interact with the rest of the business.
They have a large pool to choose from, as they are known for generous compensation packages, and strong career growth opportunities.
The mission could be “Build a world-class booking experience for seniors” for a product team on a hospitality product, or “Empower teams to integrate rating experiences with close to zero effort” for a product platform team.
It’s finding worthwhile areas to invest in and creating a compelling vision for how we can succeed in this game.
The team is responsible for the execution, and the team lead – usually the Engineering Manager – is responsible for making this happen.
For team-level projects, not having a dedicated project manager ends up simplifying processes, and strengthening personal relationships.
When collaborating with other teams – also without project managers – they will also build relationships for other engineers leading projects, or owning products.
For complex projects that span several teams across different offices and time zones, leading such a project is a full-time job for an engineer.
They are typically tied to external-facing commitments and customers – such as a Program Manager for the Apple partnership – or to long-running initiatives, like a compliance program.
When I joined the Skype for Web team, we initially did two-week sprints, and followed the usual Scrum processes.
In the “old world”, an engineer would finish their work, check into their branch, update a ticket, and let the QA know it’s ready for review.
We made a quiet, unofficial, change where all SDETs built production software as well, and all software engineers became responsible for testing their own code.
Now we no longer had to wait days for feedback before shipping code to production.
Infrastructure and developer tooling removed the need for many Scrum rituals.
Much of Big Tech has recognized how first-class infrastructure and developer tooling make a big difference to the productivity for engineering teams.
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