In the previous blog entry, I described two specific design artifacts (user types and personas) that can be used to inform an intentional API consumer experience. In this entry, we’ll go one step further into the API ecosystem and map out how the consuming developers (i.e., the direct users of the API) work with other user types to achieve their goals. Understanding how all the players come together to support your API consumers is fundamental to developing the right API product as well as the right set of services and support offerings to make your users successful.
In this episode of APIs Unplugged, Mike and Matt sat down with Twilio’s Director of Software Engineering, Lorinda Brandon. Brandon has extensive experience both as an engineer and a product manager — leading technical and product teams at Twilio, Capital One, SmartBear, EMC, Intuit, Interleaf, and the U.S. Air Force. We wanted to ask her about her current work with Twilio and SendGrid along with her work in product management throughout the evolution of software products from packaged disks to on-demand APIs.
To many people, governance is a four-letter word. As vital as governance is to any organization’s strategy, the mere mention of the word can take the oxygen out of the room. One reason for this is that people often view governance as a burden that slows things down. However, when done effectively, governance can provide clear direction, remove obstacles, and allow different parts of the organization to function independently. The best way to implement this empowering style of governance is to keep strategic goals top of mind,
Like any product, APIs and client apps that use APIs have their own lifecycles. They each experience their own Create, Publish, Realize, Maintain, and Retire phases. When things go well, services will experience important use (and re-use) and grow to maturity to provide significant contributions to your company’s performance. And client apps will use APIs that connect to one or more services and, in their own way, create their own cycle of growth and maturity to increase revenue and/or customer use in ways that also spells success for your organization.
In part 1, I presented how we digitalized and transformed the traditional assisted transport service of an NGO. The transformative change from digitalization to digital transformation is challenging because it requires change. The following image shows the three relevant stages.
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