کتاب مهندسی پلتفرم

چرا مهندسی پلتفرم در حال تبدیل شدن به یک ضرورت است

Defining “Platform” and Other Important Terms • The Over-General Swamp • How We Got Stuck in the Over-General Swamp • Change #1: Explosion of Choice • Change #2: Higher Operational Needs • Result: Drowning in the Swamp • How Platform Engineering Clears the Swamp • Limiting Primitives While Minimizing Overhead • Reducing Per-Application Glue • Centralizing the Cost of Migrations • Allowing Application Developers to Operate What They Develop • Empowering Teams to Focus on Building Platforms • Wrapping Up

ستون‌های مهندسی پلتفرم

Taking a Curated Product Approach • Developing Software-Based Abstractions • The Major Abstractions: Platform Service and Its APIs • Thick Clients • OSS Customizations • Integrating Metadata Registries • Serving a Broad Base of Application Developers • Operating as Foundations • Responsibility for the Full Platform • Supporting the Platform • Operational Discipline • Wrapping Up

چگونه و چه زمانی شروع کنیم

Fostering Platform Cooperation at Small Scale • Creating the Platform Teams That Replace Cooperation • Are the Benefits of Centralizing Ownership Worth the Costs? • Realize the Collective Dynamic Is Gone • Focus on Solving Problems, Not New Technology or Architecture • Beware of New Engineers Coming from Much Bigger Companies • Be Slow to Hire Product Managers (and Avoid Project Managers) • Bonus Problems for Integration/Shared Services Platforms • Transforming a Traditional Infrastructure Organization • Your Whole Engineering Culture Has to Change • Identify the Most Promising Areas to Start • Recognize That You Can’t Just Rub Product Managers on It and Call It a Day • Change the Way You Support Your Products • Update Your Interview Process • Update Your Systems of Recognition and Reward • Don’t Have Too Many Project Managers • Accept That Your Team Will Spend More Time Talking to Customers and Less Time Writing Code • Do the Necessary Restructuring • Keep It Fun! • Wrapping Up

ساخت تیم‌های پلتفرم عالی

The Risks of Single-Focus Platform Teams • Too Much Systems Focus • Too Much Development Focus • The Different Roles of Platform Engineers • Software Engineers • Systems Engineers • Reliability Engineers • Systems Specialists • Hiring and Recognizing Engineers in All Roles • Allow Role-Specific Titles • Avoid Creating a New Software Engineer Level Matrix • Have, at Most, One Level Matrix for the Systems Roles • If Needed, Create a New Software Engineer Interview Process • Vary the Interview Only Slightly for Systems Roles • Interview for Customer Empathy • What Makes a Great Platform Engineering Manager? • Experience Operating Platforms • Experience on Big, Long-Running Projects • Attention to Detail • Other Roles on a Platform Team • Product Managers • Product Owners • Project Managers/Technical Program Managers • Developer Advocates, Technical Writers, and Support Engineers • Creating a Platform Engineering Team Culture • A Platform Split Between a Development and an SRE Team • Strengths and Weaknesses of the Development Team • Merging the Teams and Adding Product Management • Instilling a Platform Engineering Culture • Wrapping Up

پلتفرم به عنوان یک محصول

Product Culture Focuses on the Customer • Characteristics of Internal Customers • Collaborating with Internal Customers • Empathizing with Customers • Escaping the Feature Shop Trap to Serve Customers More Broadly • Product Discovery and Market Analysis • Identifying Potential Platform Products • Evolving Existing Offerings: Smoothing the Edges or Rethinking the Problem • Market Research: Validating New Investments • Product Metrics • Successful Product Execution: Creating a Product Roadmap • Vision: Long Term • Strategy: Middle Term • Goals and Metrics: This Year • Milestones: Quarterly • The Customer-Facing Roadmap • Specification of Features • Practice Makes Perfect • Product Failure Modes • Underestimating the Migration Cost • Overestimating the Change Budget for Users • Overestimating the Value of New Features When Stability Is Poor • Having Too Many Product Managers for the Size of the Engineering Team • Having Product Managers Doing the Work That Engineering Managers Should Be Doing • Wrapping Up

عملیات پلتفرم‌ها

On-Call Practices • Why 24x7 On-Call Coverage Matters • Why Merged DevOps? • Getting to a Sustainable On-Call Load • Support Practices • Why Platform Engineers Should Do Support Work • Stage 1: Formalize Support Levels • Stage 2: Separate Noncritical Support from On-Call • Stage 3: Hire a Support Specialist • Stage 4: At Scale with an Engineering Support Organization • Operational Feedback Practices • SLOs and SLAs Are Necessary; Error Budgets Are Optional • Change Management • Synthetic Monitoring • Operational Reviews • Wrapping Up

برنامه‌ریزی و تحویل

Planning Long-Running Projects • Clarifying Goals and Requirements in a Proposal Document • Going from Proposal to Action Plan • Avoiding the Long Slog • Bottom-Up Roadmap Planning • “Keep the Lights On” Work • Mandates • System Improvements • Bringing It All Together • Communicating Status with Biweekly Wins and Challenges • The Basics • Why: What’s the Value? • What: Structuring Wins and Challenges Updates • Don’t Forget the Challenges! • Getting Your Team to Write Wins and Challenges • Wrapping Up

بازمعماری پلتفرم‌ها

Why Rearchitecting Is Preferred to Building a v2 • Different Engineering Mindsets • Architectural Needs Drive Mindset Demands • Why It Is Hard to Build v2 Platforms, but Possible to Rearchitect • Addressing Security with Architecture • Guardrails for Rearchitectures • Compatibility • Testing • Lower Environments • Tranches, Slow Rollouts, and Staying a Version Behind • Planning for Rearchitectures • Step 1: Think Big on Final Rearchitecture Goals • Step 2: Factor in Migration Costs • Step 3: Determine Major 12-Month Wins • Step 4: Get Leadership Buy-in, and Be Prepared to Wait • Wrapping Up

مهاجرت‌ها و از رده خارج کردن پلتفرم‌ها

Migration Antipatterns • Engineering Easier Migrations • Use Product Abstractions That Minimize Glue and Limit Variation • Architect for Transparent Migrations • Track Usage Metadata • Develop Automation to Avoid Clipboards • Document On-Ramps and Off-Ramps • Coordinating Smoother Migrations • Scope, Limit, and Prioritize Planned Changes • Communicate Early and Publicly • Push Through the Final 20% • Use Mandates Sparingly • Sunsetting Platforms • Deciding When to Sunset • Coordinating the Sunsetting • Don’t Be Afraid to Sunset When It Makes Sense • Wrapping Up

مدیریت روابط ذینفعان

Stakeholder Mapping: The Power-Interest Grid • Communicating with the Right Transparency • Beware of Oversharing Detail • Use Regular 1:1s Judiciously • Track Expectations and Commitments • Scale Up with Interlock Meetings and Customer Advisory Boards • Increase Communication During Rough Patches • Finding Acceptable Compromises • Be Clear About the Business Impact • Sometimes Say “Yes, with Compromises” • Saying “No” Without Ruining the Relationship • Compromising on Shadow Platforms • Money Troubles: Cost and Budget Management • Step 1: Figure Out Who Will Benefit Tomorrow • Step 2: Group the Work into Teams (Don’t Go Person-by-Person) • Step 3: Come with Suggestions of What to Cut and Strong Opinions About What to Keep • Wrapping Up

پلتفرم‌های شما هم‌راستا هستند

Alignment to Purpose • Align Teams to Purpose with the Right Mix of People • Align Culture to Purpose with Common Practices • Align Culture to Purpose by Having Teams Collaborate • Alignment of Product Strategy • Foster Cross-Platform Thinking with Independent Product Management • Foster Cross-Platform Architecture with Independent Lead ICs • Seek Feedback from Comments in Platform-wide Customer Surveys • Judiciously Resolve Misalignment with Restructuring • Alignment of Plans • Align Only on Larger Projects, Not on Every Detail • Be Forthright in Confronting Misalignment • Final Alignment Comes from Principled Leadership • Tying It Together: Getting an Organization to Alignment • Wrapping Up

پلتفرم‌های شما قابل اعتماد هستند

Trust in How You Operate • Accelerate Trust by Empowering Experienced Leaders • Optimize Growth in Trust by Ordering Use Cases • Trust in Your Big Investments • Seek Technical Stakeholder Buy-in for Trust of Rearchitectures • Seek Executive Sponsorship for Trust of New Products • Maintain Old Systems to Retain Trust • Gaining Trust Requires Flexibility on What Is “Right” • Trust to Prioritize Delivery • Create a Culture of Velocity • Prioritize Projects to Free Up Team Capacity • Challenge Assumptions About Product Scope • Tying It Together: The Case of the Overcoupled Platform • Wrapping Up

پلتفرم‌های شما پیچیدگی را مدیریت می‌کنند

Managing the Accidental Complexity of Human Coordination • Managing the Complexity of Shadow Platforms • Managing Complexity by Controlling Growth • Managing Complexity Through Product Discovery • Tying It Together: Balancing Internal and External Complexity • Burning Out on OSS Operations • Trying (and Failing) to Change the Game • Shadow Platforms Force a Reset • Executing on the Reset • Wrapping Up

پلتفرم‌های شما محبوب هستند

Love Just Works • Love Can Look Like a Hack • Love Can Be Obvious • Tying It Together: Love Makes Your Users Awesome • Wrapping Up: What Is Love? Baby Don’t Hurt Me