Timing is something I think people underestimate when you ask me earlier why did that initiative fail. It's still early days in terms of our experience with that but some of the casual feedback, meta feedback I've had about that is, oh my god, this is awesome. Someone actually cares enough to ask me about what are the things that I run into and is interested to do something about it. Like I said, it's a journey and we also need to maybe get a bit better at doing a bit of internal advertising and marketing about our efforts. You concentrate a lot on the technical aspects and you forgot to tell people about, hey, we've got all this cool stuff that actually makes
Thomas Khalil, Head of Platform and SRE at Trivago, describes how the teams reporting into him are structured, the tactics they’re using to increase awareness of their work, and how they demonstrate their impact.
Discussion points:
- (1:17) The pillars of the Central Platform organization
- (2:18) The organization’s focus on time to market and efficiency
- (3:09) The differences in developer experience between teams
- (4:37) Deciding whether to consolidate services
- (5:57) How platform, developer experience, observability, and SRE teams interact
- (8:40) How these problems were being tackled previously
- (10:09) A failed attempt at rolling out Backstage
- (13:48) How SRE squads are organized
- (15:39) How to motivate platform teams
- (17:23) Demonstrating the impact of the organization
- (18:42) How the data is collected
- (22:32) How they’re increasing awareness for their work
- (23:42) The DevEx pillar
- (25:46) How the DevEx roadshow will work
- (27:56) How DORA metrics fit into their measurement program
Mentions and links:
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