Past Meetup

New Date: Meet a Spotify Quality Coach @ Spotify - Davis Square

This Meetup is past

60 people went

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The Ministry of Testing - Boston is invading Spotify's new Davis Square, Somerville office! New Date: Tuesday November 28th, 2017

The main presenter will be Chris Phair, Quality Coach at Spotify.

Chris Phair will also be giving members an inside look on the structure of the Development team copes with the faster pace needed to keep up with a Continuous Integration environment: squads, tribes, and alliances.

What is a Quality Coach?

"The Quality Coach is a quality evangelist and mentor whose goal is to educate and create self sufficient development teams that can deliver high quality features at a high velocity.

"We at Spotify have built the leading platform through which users experience the work of artists, and we’re passionately creating products and services that enable those artists to thrive. We understand the value we get from their work, on all levels, and our team is running and building products that show them just how much. As a member in one of our development teams you understand that testing and improving quality is not just about finding bugs or reporting pass rates for test cases. It is about identifying and communicating risks before Development even begins, outlining strong acceptance criteria with your team, and establishing strong engineering practices which promote fast paced development and allow for working in a CD environment." - From Spotify Jobs (

About Spotify's Davis Square Office:

From Keith Cline's "Spotify Office Tour in Somerville ("

"Spotify (, the ever-popular music streaming service, almost needs no introduction.

"Since the company's founding in 2006, Spotify has 50 million subscribers ( listening to their extensive and continuously growing catalogue.

However, many people don't realize that the company has a local office in Somerville with 90+ employees. Back in 2014, Spotify acquired ( The Echo Nest, a music intelligence and data platform company that was born out of the MIT Media Lab.

"A lot of the consumer facing recommendation and discovery features on Spotify are built out of this office. For example, if you've ever listened Discover Weekly or Your Daily Mix, the team in Somerville powers Spotify's ability to create these personalized playlists based on your listening behavior". [READ MORE. SEE SLIDESHOW (]

Other Links:

Spotify Boston's Facebook Page:

• Check out this site to see what local bands are jamming in their office.

Read About How Spotify Organizes!

From the Harvard Business Review:

"Spotify’s core organizational unit is an autonomous squad of no more than eight people. Each squad is accountable for a discrete aspect of the product, which it owns cradle to grave. Squads have the authority to decide what to build, how to build it, and with whom to work to make the product interoperable. They are organized into a light matrix called a tribe. Tribes comprise several squads linked together through a chapter, which is a horizontal grouping that helps to support specific competencies such as quality assistance, agile coaching, and web development. The chapter’s primary role is to facilitate learning and competency development throughout the squads.

"Leadership within the squad is self-determined, while the chapter leader is a formal manager who focuses on coaching and mentoring. Spotify believes in the player-coach model: Chapter leaders are also squad members. Squad members can switch squads and retain the same formal leader within their chapter. Spotify introduced a third organizational element, known as a guild. Guilds are lightweight communities of interest whose primary purpose is to share knowledge in areas that cut across chapters and squads, such as leadership, continuous delivery, and web delivery.

"This unusual combination of squads, tribes, chapters, and guilds is the organizational infrastructure that underlies Spotify’s operating model. At first reading, it might sound like just another way to define a conventional organizational matrix in Millennial- and digital-friendly terms. But a closer examination reveals just how different the model really is and why it seems to work so well.

"The squad structure achieves autonomy without sacrificing accountability. Every squad owns its features throughout the product’s life cycle, and the squads have full visibility into their features’ successes and failures. There is no single appointed leader of a squad; any such leadership role is emergent and informal. Results are visible both through internal reviews and through customer feedback, and squads are expected to fully understand successes and failures. Squads go through postmortem analyses of failures to ensure learning, and some squad rooms have “fail walls.” Every few weeks, squads conduct retrospectives to evaluate what is going well and what needs to improve".