平台工程团队缺乏产品导向导致发明性工作
问题概述
平台工程团队往往以工程为中心而非产品为中心，缺乏明确的用户需求或市场压力，导致工程师为了证明自身价值而「发明工作」。内部用户感知到这种缺失，并希望平台能像产品团队一样提供明确的价值主张和业务指标。
痛点标签
- 工程师感到必须创造工作而没有明确的用户价值
- 缺乏产品导向的优先级排序导致工作难以辩护
- 内部用户意识到平台的 captive 本质并希望改进
待验证问题
- 平台团队的内部用户是否明确感受到缺乏产品导向的负面影响？
- 是否存在可以量化的业务指标来衡量平台提供的价值？
- 是否有其他团队或方案能够替代当前平台的功能？
证据
原话 · @匿名
Platform teams are engineering-led rather than product-led. There is almost never a product manager handing you a roadmap, no revenue line to follow, and no market to lose.It's precisely because of this framing and mentality that platform teams don't actually serve people well and are usually highly dysfunctional towers of people inventing work.The fix for having no market is to act like the teams you serve could leave. This whole article lists signals, and none of them is that. Being captive does not mean the users or internal teams don't have other options and don't notice. Being product-led means caring about your users. A platform teams should be product-led, not engineering-led in that very narrow meaning. Otherwise you invent work as this article so wonderfully exposes.
原话 · @匿名
The continuous struggle is to find ways to increase the value our platform provides to the users of the system.IME as a staff+ platform engineer*, it is dead obvious what increases user value. What is truly challenging is building a story around why anything should be worked on at all, when platform sits the furthest from customers.
原话 · @匿名
inventing work = requirements engineering
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