Keynote at OpenStackSV's inaugural event. Essentially a call to arms to fix the missing "product leadership gap" that is clearly causing drag on the project(s).
"Subclassing and Composition – A Pythonic Tour of Trade-Offs", Hynek Schlawack
The Lie of a Benevolent Dictator; the Truth of a Working Democratic Meritocracy
1. The Lie of The Benevolent
Dictator
The Truth of a Democratic Meritocracy!
Randy Bias, CEO
openstacksv.com SEPTEMBER 2014
2. Do we need a benevolent
dictator?
SEPTEMBER 2014 Page
2
3. OpenStack *has* a leadership,
or at least governance/
management structure
SEPTEMBER 2014 Page
3
4. Plat. Gold Ind. PTLs Ind.
SEPTEMBER 2014 Page 4
Board
Foundation
TC
Developer
Community
ED
Rel Mgr Ind. Corp.
Subcommittees
• legal
• finance
• DefCore
• etc.
User Committee
• nascent
• user survey
RM
volunteer
elected
appointed
hired
Strategic Business Direction Tactical Software Dev Life Cycle
5. But is it the right kind of
leadership?
SEPTEMBER 2014 Page
5
6. Does OpenStack have a
product vision and product
strategy?
SEPTEMBER 2014 Page
6
7. Does OpenStack have a
product vision and product
strategy?
SEPTEMBER 2014 Page NO!
6
8. The Gap
Strategic Business Direction Tactical Software Dev Life Cycle
Strategic Product
Vision &
Direction?
No one owns!!
SEPTEMBER 2014 Page
7
Board TC
17. • OpenStack is NOT a Product, BUT … It Must Be Managed Like One
• Long term vision + long term prioritization & planning
• Corporate independence
• Work for the community: developers, operators, and end-users
• Focus on end-user needs and requirements
• Working with the user committee, obviously…
• Ability to work closely with the Board and the TC
SEPTEMBER 2014 Page
• Priority setting, vision, etc.
• Architectural oversight and leadership
13
Some Product Leadership Requirements
19. • Small architecture review board
• Werner Vogels, James Hamilton, etc.
• Product management function
• Team of product managers per product line
SEPTEMBER 2014 Page
15
What does Amazon do for product leadership?
21. • Arch Review Board (ARB)
• Elected for 2-4 years
• Small # of seats
• Wide set of domain expertise
• Remit is:
• work with TC on BP/Specs
• help PMs validate priority
SEPTEMBER 2014 Page
17
What could we do? (Just a SUGGESTION)
• Product Management (PM)
• Not elected
• 1+ per program
• Specific domain expertise
• Work for the Foundation
• Annual 360° feedback
• Remit is:
• priority setting & negotiation
22. Plat. Gold Ind. PTLs Ind.
SEPTEMBER 2014 Page
Prod. Mgrs
Foundation
18
Board TC
Developer
Community
ED
Rel Mgr
Ind. Corp.
Subcommittees
• legal
• finance
• DefCore
• etc.
User Committee
• nascent
• user survey
volunteer
elected
appointed
hired
Strategic Business Direction Tactical Software Dev Life Cycle
ARB
• Shared
chair?
• Elected PTL
seat?
• Independents
• Long term
Architects
25. Product leadership the issue; NOT dictatorship
Product leadership cannot be emergent
SEPTEMBER 2014 Page
19
26. Product leadership the issue; NOT dictatorship
Product leadership cannot be emergent
Many paths forward; *all* require creating
ownership
SEPTEMBER 2014 Page
19
27. Product leadership the issue; NOT dictatorship
Product leadership cannot be emergent
Many paths forward; *all* require creating
ownership
Collective responsibility to fix this
SEPTEMBER 2014 Page
19
28. Product leadership the issue; NOT dictatorship
Product leadership cannot be emergent
Many paths forward; *all* require creating
ownership
Collective responsibility to fix this
Failure to fix may result in insurmountable
challenges
SEPTEMBER 2014 Page
19