Pivotal Labs: How 'Eating Their Own Dog Food' Forged a Legacy in Agile Development

Pivotal Labs, a name that resonates deeply within the agile software development community, built its reputation not just on the tools and services it offered, but on a profound commitment to "eating its own dog food." This wasn't merely a casual adoption of their own products; it was a foundational element of their culture, their development process, and how they engaged with clients. By rigorously using their own flagship tool, Pivotal Tracker, and religiously adhering to the agile and Extreme Programming (XP) practices they championed (like pair programming and Test-Driven Development), Pivotal didn't just build software—they lived their philosophy.

Pivotal Tracker: Built by Pivots, For Pivots (and the World)

At the heart of Pivotal's dogfooding story is Pivotal Tracker. This agile project management tool was conceived and developed within Pivotal Labs to address the real-world needs of their own software development teams. It was designed to facilitate the core tenets of agile: visualizing workflow, breaking down projects into manageable "stories," estimating effort, and enabling teams to maintain a sustainable pace based on their actual velocity.

It's a quintessential example of dogfooding:

Internal Use as Primary Proving Ground: Pivotal's own engineering teams used Pivotal Tracker extensively for managing their internal projects, including the ongoing development and enhancement of Tracker itself. This meant that the primary users, who were also the creators, were constantly experiencing its strengths and identifying areas for improvement.
Refinement Through Real-World Application: Every feature, every UI tweak, and every workflow enhancement in Pivotal Tracker was born out of the needs and experiences of teams practicing agile development at a high level. This direct feedback loop is invaluable, ensuring the tool evolved in a way that genuinely supported agile principles. As FreshBooks notes in its overview of Pivotal Tracker, the software is designed for real-time collaboration and developing realistic plans based on team performance – features undoubtedly honed by Pivotal's own usage.
Client Project Management: When Pivotal Labs engaged with clients to help them adopt agile practices and build software, Pivotal Tracker was the go-to tool for managing those projects. This was dogfooding in action, demonstrating confidence in their product and using it to deliver value directly to customers.

Dogfooding Methodologies: Practicing What They Preached

Beyond the software itself, Pivotal Labs "dogfooded" its agile methodologies with an almost religious fervor. Practices like Extreme Programming, pair programming, and Test-Driven Development were not just concepts they taught; they were the non-negotiable way Pivotal teams built software.

Pair Programming as Standard: As highlighted on resources like the Labs Practices Site and discussed in educational materials referencing Pivotal's methods (like saasbook.info's section on Pair Programming), pair programming was a cornerstone. Two developers working at one machine was the norm. This intensive, collaborative approach was used for all development work, ensuring high code quality, constant knowledge sharing, and intense focus. By using this method internally for all projects, Pivotal could refine its coaching on pair programming, understand its nuances, and authentically advocate for its benefits.
Test-Driven Development (TDD): Writing tests before writing code was another deeply ingrained practice. This ensured that software was built with quality from the ground up and that requirements were clearly understood. Pivotal teams lived by TDD, making them intimately familiar with its challenges and rewards, which in turn made their client coaching more credible and effective.
Sustainable Pace and Iterative Development: The entire Pivotal approach, built around short iterations, continuous feedback, and maintaining a sustainable pace, was something their teams experienced daily. This wasn't just theoretical; it was the operational reality.

This rigorous internal application of their own prescribed methodologies meant that when Pivotal consultants advised clients, they did so from a place of deep, practical experience, not just academic knowledge.

The Impact of Living Their Principles

Pivotal's dedication to dogfooding had a profound impact:

Highly Refined Products and Services: Pivotal Tracker became a beloved tool in the agile community precisely because it was shaped by the needs of expert practitioners. Similarly, Pivotal's consulting and development services were highly regarded because they were based on proven, internally validated practices.
Credibility and Trust: Clients were more likely to trust Pivotal's advice because they knew the company practiced what it preached. Seeing Pivotal teams use Tracker and adhere to XP principles in their shared projects was a powerful testament.
Strong Engineering Culture: The commitment to these practices fostered a strong, disciplined, and collaborative engineering culture. This culture was, in itself, a key selling point and a reason for Pivotal's success.
Continuous Learning and Improvement: By being their own first and most critical users, Pivotal ensured a constant cycle of feedback and improvement for both their tools and their methodologies.

The Legacy of Dogfooding

Pivotal Labs went through significant changes, including acquisitions by VMware and later Broadcom. While company structures evolve, the legacy of Pivotal's intense commitment to dogfooding its tools and, crucially, its way of working remains influential. Many developers and product leaders who passed through Pivotal Labs have carried these principles into other organizations, spreading the ethos of building with quality, discipline, and a deep understanding that comes from truly using what you build.

In essence, Pivotal Labs demonstrated that dogfooding isn't just about testing software; it's about embodying a philosophy, building expertise through experience, and creating a virtuous cycle where internal practice drives external excellence.