Have you ever encountered a situation where a mobile app or web service resembles a patchwork quilt? Action buttons jump around the screen, navigation patterns change unexpectedly, and the design of interface elements differs between parts of the project?
Now imagine that you are not just a user, but are directly involved in the creation of digital products as a PO, CPO or CTO. Then you will face not only an inconsistent design, but also an unmanageable backlog (plan vs. reality), delays in the release of new versions and constant reworking of already implemented functionality after it goes into production.
Large digital projects live off page seo service with such problems. But I have good news for you: they can be solved. In this article, I will share my experience of organizing production processes for 100 development teams to organize this chaos.
I have been creating digital services for 19 years, since 2004. I started with my own design studio, was a Product Owner at Yandex and Mail.ru (now VK), was responsible for creating Sberbank's B2B ecosystem from ID and API to launching and monetizing bank-related services, and today I develop digital channels (web, mobile, API) for legal entities at Alfa Bank. It seems I had it all: intuitive development, canonical Waterfall according to PMBok and, of course, Agile.
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Background
100 teams and 1,000 specialists work on developing digital channels for legal entities. They develop 70 banking products and 20 platform services. We implement all the functionality in three channels: web, mobile app and API, and personalize it for our business segment. Roughly, this is 7,000 releases per year.