How we went from Slipping to Shipping products
summary
Pagerduty moves from chronic slips to predictable shipping by enforcing a 20% max slip rule, publishing a biweekly status reports Google Doc company-wide, tracking a say do ratio in V2, and starting each quarter with coding not planning. Teams are right-sized to ~7±2 people, use a 75/25 product vs tech-debt starting capacity, and meet weekly in a cross-functional program core team. Outcome: output doubles year-over-year while quality and reliability improve.
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chapters (18)
- 0:00Introduction
- 0:32Agenda
- 1:38About PagerDuty
- 2:35PagerDuty Operations Cloud
- 3:05Status Reports
- 6:10How we transformed Slipping to Shipping
- 7:10Assessing and building trust within our team
- 10:52Setting clear goals
- 11:08Perto principle
- 11:41Mechanism
- 14:02Culture Shift Example
- 14:25Baking Culture Shifts
- 14:47Planning Alignment Framework
- 17:35Wellformed Teams
- 17:55Team Structure
- 19:37Engineering and Product Partnership
- 21:04Top 3 Learnings
- 22:46Questions
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