#GOJEK SINGAPORE DRIVERS#
#GOJEK SINGAPORE DRIVER#
#GOJEK SINGAPORE ANDROID#

#GOJEK SINGAPORE DRIVER#

We also focused on completing the functionality on our driver app and continuing work on the credit card payments for Singapore. We deprioritized promotions and vouchers to focus on fixing the issues we triaged (from both internal Alpha and integration with Gojek systems) as a top priority. Our Alpha++ trials initially included the flows for promotions and vouchers, and also credit card payments. Given that time and cost was fixed, we could only prioritize and vary the scope. This gave us an opportunity to test the famous project management triangle - Scope, Time, Cost. To top it all up, Driver onboarding was already scheduled for November 14 as well. The Diwali holidays in India were coming up immediately after, and engineering bandwidth would be limited until November 14. In addition, the next milestone, Alpha++ launch happening as planned on October 31, 2018, was crucial. Accommodating these changes would require time we did not have. Just as we reached cruising altitude en-route to the next milestone - we received critical feedback from expanded Alpha trials. Hustle, hustle, hustleвЂ¦ The tailwinds helped us take offвЂ¦ straight into turbulence. Our launch Kanban board was continuously reprioritized and teams synced up at engineering coworking sessions.

#GOJEK SINGAPORE ANDROID#

iOS developers picked up work on the Android driver app, backend developers worked on the Android customer app, the Driver Partner Relationship team worked with the Web Development team.

Tactical hustle: The first priority was getting the job done.

This team kept most discussions asynchronous - which optimized coordination across different time zones.

Cross-team working group: We also set up a cross-team working group (modeled on the lines of Scrum of Scrums) to triage issues, surface dependencies, and share news.

This significantly reduced coordination overhead. This was made possible because вЂalignment meetingsвЂ™ are rare at Gojek - teams prioritize work organically.

Loose framework, independent teams: When you have a lot of tasks open across different teams, you can manage using a top-down approach or define loose and evolving working contracts - enabling teams to work independently.

The tailwinds to counter the headwinds were manufactured on a 3-pronged project management approach: If the Internal Alpha launch was a test of our engineering excellence, the next milestones would be a test of project management.

#GOJEK SINGAPORE DRIVERS#

Besides this, we had to navigate headwinds in the form of feedback from customers and drivers from the ongoing Internal Alpha trials. Given this situation, even a well-thought-out plan would be tough to execute. What added to the challenge was that these teams were also distributed across Jakarta, Singapore, and Bangalore. In addition, engineering teams from the OpsTech Platform, Driver Platform, GoPay, and Midtrans (a Gojek company which provides payment gateway solutions in Indonesia and SE Asia) were also contributing to these milestones.Д¬oordination with so many different teams in such a short time window was always going to be challenging. The next milestone would need closer coordination and collaboration across Marketing, Growth, Operations, Marketplace, Customer Care Units, and Driver Partner Relationship managers. Until Alpha launch, GojekвЂ™s Simba team (the Singapore launch Engineering-Product-Design team) had been able to work alone. That was not all, the rest of the timeline looked like this: Driver Onboarding - 5 weeks away. We would also work on polishing the customer experience on promotions, support, and analytics. The next milestone - an Alpha++ launch - would include payment features for our drivers (money withdrawal, payment history, SG timezone and currencies). There was plenty of work to be accomplished (yes, Robert FrostвЂ™s famous poem was cited many a time)! рџ™‚ Internally and externally from early riders and drivers to marketing and executive management, the feedback - most of it good - started to pour in.