How vì you move faster when adding folks to lớn a project supposedly slows it down? Mailchimp’s CPO takes the reader through some considerations for preserving momentum while scaling up.

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As a hàng hóa leader at a tech company, I am a bottomless pit of need. My job as the Chief Product Officer at Mailchimp is khổng lồ bring the product khổng lồ market that’s going to lớn win in a very competitive sầu space. Mailchimp’s aspirations are high, và to realize them we need khổng lồ deliver a substantial amount of hàng hóa to the market. Oftentimes khổng lồ many at the company, it feels lượt thích we are doing too much. We’re always at the edge of the wheels coming off.

And when you’re doing too much and you decide to lớn vày more than even that, you will inevitably begin khổng lồ hear The Mythical Man-Month referenced. It’s like one of those stress-relief balls where if you squeeze one kết thúc, then out pops the Mythical Man-Month at the other kết thúc.

Published by Frederiông chồng Brooks back in 1975 (you rethành viên 1975, right? When software development 100% resembled software development in 2020?), this book is rather famous amongst software engineers. Specifically, there’s one point in the entire book that’s famous (I’m not convinced people read anything but this point if they’ve read the book at all):

“...adding more men lengthens, not shortens, the schedule.”

Easy fix. I’ll just staff women to lớn projects from now on (see the Return of the King & the fight against the Witch King of Angmar).

But let’s assume that Brooks’ point holds regardless of the gender identification of the software engineers in question. Here’s the point: software is difficult lớn build with lots of complex interdependencies. And everyone needs lớn work together lớn get it done.

As I add people to lớn a team, they need khổng lồ be onboarded & grafted inlớn the project. Someone’s gotta carve off the right work for them. The team has khổng lồ communicate lớn make sure their stuff all works together, and each additional person increases that communication complexity geometrically. And at some point, adding people becomes a burden to lớn the project — not a benefit.

Here’s the graph from the book illustrating that point:

As you add people lớn tasks with complex interdependencies, progress grinds khổng lồ a haltAdd people to go slow (Large preview)

This is absolutely a fair point. That’s why I hear it so much at work. Exhausted individual contributors và exhausted leaders alượt thích will toss it out — we can’t go faster, we can’t do more, stop the hiring, read The Mythical Man-Month và despair! The only solution is apparently to stop growing & kill some projects.

When I as CPO say, “we’re going lớn bởi vì this thing!” the reply then is often, “OK, so then what are we going to lớn kill?” The Mythical Man-Month turns hàng hóa development inkhổng lồ a zero-sum game. If we want one thing, we must stop another. Now, that’s an actual myth, and I Call hogwash.

And taken to lớn its pathologically misinterpreted (we’ll get to lớn this) conclusion, the book apparently says that the fastest tech company is one that employs all of four people — four men, apparently. Anything more just slows it all down. Someone should send Amazon, Apple, và Google copies of the book, so they can fix their obviously bloated orgs.

The only problem with this approach is that in a space where the competition is growing & iterating và executing — merely tamping organizational growth — editing & focusing the workload to match can be a recipe for extinction. You’ll be more sane và less stressed — right until you’re out of a job.

And as the owner of sản phẩm management for my company, I’m not unsympathetic with this need to slow down and focus. We must ruthlessly prioritize! No doubt. But running a product is an exercise in contradiction. I must prioritize what I’ve got while simultaneously scheming khổng lồ get more done. But what am I khổng lồ bởi in the face of the Mythical Man-Month?

Surprisingly, the answer lớn this question comes from Brooks’ same book. Here’s another graph in the same chapter:

Partitionable tasks requiring communication can still add workers và go faster(Large preview)

There is a battle in scaling sản phẩm development. If the work you’re trying khổng lồ accomplish is purely partitionable, then go ahead và add people! If your work is all connected, then at some point adding people is just wrong.

If someone says that I absolutely have to kill a project in order to lớn start another one, that’s just not the case. If the two projects require very little communication & coordination, then we can scale away.

This is why adding cores to a CPU can increase the experienced tốc độ of your computer or phone up khổng lồ a point — something engineers should know all about. Sure, adding cores won’t help me complete a complex single-threaded computation. But it may help me run a bunch of independent tasks.

The conflict for a hàng hóa executive then between scaling và ruthless prioritization can be managed.

You ruthlessly prioritize in places that are single-threaded (the backlog for a sản phẩm team let’s say).You scale by adding more cores to handle independent work.

Very rarely, however, is anything fully-independent of all else at a company. At the bare minimum, your company is going lớn centralize supporting functions (global IT, legal, HR, etc.) leading lớn bottlenecks.

It’s All About Dependency Management

The job of a sản phẩm executive sầu then becomes not only creating a strategy, but executing in a way that maximizes value for the customer and the business by ensuring throughput và reducing interdependency risk as much as possible. “As much as possible” being key here. That way you can make the company look as much lượt thích the latter graph rather than the former. Interdependency is a disease with no cure, but its symptoms can be managed with many treatments.

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One solution is lớn assemble a strategic direction for the company that minimizes or limits dependency through a carefully-selected portfolio of initiatives. The funny thing here is that many folks will push bachồng on this. Let’s say I have sầu two options, one where I can exedễ thương projects A, B, và C that have very little coordination (let’s say they impact different products), & another option with projects D1, D2, and D3 that have sầu tons of interdependencies (let’s say they all impact the same product). It’s often the case that the Mythical Man-Month will be invoked against the former plan rather than the latter. Because on paper it looks like more.

Indeed, it’s less “focused.” But, it’s actually less difficult from a dependency perspective and hence fairs better with added personnel.

Keep in mind, I’m not saying to lớn choose a bunch of work for the company that’s not related. Mailchimp will not be building a microwave sầu oven anytime soon. All work should drive sầu in the same long-term direction. This approach can increase customer experience risk (which we’ll discuss later) as well as the burden on global functions such as customer research. Keep an eye out for that.

Another treatment is lớn create a product và program management process that facilitates dependency coordination & communication where necessary without over-burdening teams with coordination if not required. Sometimes in attempting to lớn manage coordination so we can vị more we kết thúc up creating such onerous processes that we over up doing less. It’s a balance between doing too little coordination causing the pieces to not inter-operate và doing too much coordination causing the pieces khổng lồ never get built because we’re all in stand-ups for eternity.

The contention in the Mythical Man-Month is that as you add folks khổng lồ a software project, the communication needs khổng lồ increase geometrically. For example, if you have 3 people on the project, that’s 3 lines of communication. But if you have 4, that’s 6 lines of communication. One extra person, in this case, leads to double the communication! Fun. (This is, of course, an over-simplification of communication on software development projects.)

Different people have different roles and hence receive sầu different amounts of autonomy. Perhaps the project manager needs lớn communicate with everyone on the team. But does an engineer working on the API need khổng lồ communicate with the hàng hóa marketer? Or can the marketer just go through the product manager? A good process và meeting cadence can then eliminate unnecessary communication & meetings. The point is that Brooks’ intercommunication formula is an upper bound on coordination, not a death sentence.

Finally, use tools, principles, and frameworks combined with independent work over actual collaboration khổng lồ combat interdependency symptoms. For example, if I can coordinate two teams’ key performance indicators (KPIs, i.e. measurements of success) to lớn incentivize movement in more-or-less the same direction, then their independent work is more likely to kết thúc up “closer together” than if their KPIs incentivize orthogonal movement. This won’t ensure things fit together perfectly, only that the work I need to vì chưng lớn make them fit together in the future is less than it might otherwise be. Other examples might include using “even-over” statements, design systems, & automated testing.

So there’s a start. But interdependencies take on lots of forms beyond code. Let me give an example from Mailchimp.

Customer Experience Risk: The Hidden (But Acceptable?) Cost Of Firewalling Work

Since Mailchimp’s customer is often a small business owner who’s a sale novice (and there are millions of small business owners turned marketers worldwide), we must deliver an experience that is seamless và immediately understandable end-to-end. We’re not afforded the luxury of assembling a Frankenstein’s trùm cuối of clouds via acquisition the way that enterprise players can. We can’t paper over poorly-integrated software with consultants and tài khoản managers.

As a consumer product (think Instagram or a Nintenvày Switch or a Roomba), we have sầu to be usable out of the box. For an all-in-one marketing platsize meant lớn power your business, that’s hard! And that means each thing Mailchimp builds must be seamlessly connected from an experience perspective.

But, perfectly partitioning projects then introduces experience risk. It’s not that the code can’t be written independently. That can be achieved, but there’s still a risk that the products will look lượt thích they’ve sầu been built by different teams, and that experience can be really damn confusing for the user. We bump up against Conway’s law — our customers can tell where one team’s work ends và the other team’s work begins.

So you try to lớn connect everyone’s work together — not just on the back-kết thúc but on the front-end, too. In the ecosystem era, dominated by CX excellence from players like Apple, this has become almost table stakes in the consumer space. But this is a Mythical Man-Month nightmare, though not from an engineering perspective sầu this time. It’s from a service design perspective sầu. As we add more people khổng lồ all of this “end-to-end” connected work, everything slows khổng lồ a collaborative sầu crawl.

Other than the third fix I noted above, using tools và frameworks rather than over-watchers & stage-gates, there is another release valve: make some deliberate customer experience trade-offs. Specifically, where are we comfortable releasing an experience that’s disconnected from the rest (i.e. that’s sub-par)? Accepting risk & moving forward is the product leader’s job. And so you use some criteria khổng lồ sort it out (perhaps it’s not holding new, low-traffic areas of the phầm mềm to lớn the same experience standards as your “cash cows”), và make a decision (e.g. iteration & learning over polish on adjacent innovations). This, of course, extends beyond design.

You can always short-circuit Brooks’ law by choosing to lớn firewall efforts, including efforts that, in a perfect world, shouldn’t be firewalled!

I’ll caveat this by saying the software I build doesn’t kill anyone. I wouldn’t advocate this approach if I were building a medical device. But at a sale software company, I can deliberately isolate teams knowing that I’ve sầu increased the odds of incompatibility as a trade-off for scaling up personnel & moving faster.

I’m sad to lớn admit that the Mythical Man-Month is a reality at my company, và I suspect at yours as well. But it’s manageable — that’s the bottom line. Parallelization and dependency mitigation offer us a way out that limits the near-mythical status of the Mythical Man-Month. So the next time the stark dichotomy is raised at your company (scale to lớn go slower or give sầu up your aspirations) remember that if you’re smart about how you line up the work, you can still grow big.

Don’t Forget About The Softer Side Of Scaling

Keep in mind that managing the Mythical Man-Month will not stop engineers from invoking it like dark magic. They’re invoking the principle not only because there’s some truth in it, but because scaling just sucks (always) from an emotional and cognitive perspective. If I think I’m paid to write code và solve sầu customer problems, the last thing I wanmãng cầu bởi is change up my routine and figure out how khổng lồ work with new people and a larger team.

As you scale your company, remember to empathize with the pain of scaling and change. A team that adds even a single member becomes a whole new team from a trust and cultural perspective sầu. People are tired of this change. That means that while you go about managing & mitigating the Mythical Man-Month, you’ll need khổng lồ manage the emotions surrounding growth. That’s perhaps the most critical task of all.

Svào belief in the Mythical Man-Month by a team in và of itself can bring its conclusions inkhổng lồ reality. It’s basically the equivalent of the belief in flying in Peter Pan. If the team believes that scaling will slow them and they don’t buy into lớn the change, they will indeed slow down.

So as you work to lớn manage dependencies and introduce tools lớn help scale, make sure you clearly communicate the why behind the practices. Get folks involved in selecting the work and processes that mitigate man-month issues, because when they’re part of the change and their outlook changes, suddenly scaling becomes at least culturally possible.

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