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GitLab Repositories

GitLab consists of many subprojects. A curated list of GitLab Repositories can be found at the GitLab Engineering Projects page.

When adding a repository please follow these steps:

  1. Ensure that the project is under the gitlab-org namespace for anything related to the application or under the gitlab-com namespace for anything strictly company related.
  2. Add the project to the list of GitLab Repositories
  3. Add an MIT license to the repository. It is easiest to simply copy-paste the MIT License verbatim from the gitlab-ce repo.
  4. Add a section titled "Developer Certificate of Origin and License" to in the repository. It is easiest to simply copy-paste the DCO + License section verbatim from the gitlab-ce repo.
  5. Add any further relevant details to the Contribution Guide. See Contribution Example.
  6. Add a link to from the project's

Engineering Teams

Starting new teams

Our product offering is growing rapidly. Occasionally we start new teams. Backend teams should map to our product categories. Backend teams also map 1:1 to product managers.

A dedicated team needs certain skills and a minimum size to be successful. But that doesn't block us from taking on new work. This is how we iterate our team size and structure as a feature set grows:

  1. Existing Team: The existing PM schedules issues for most appropriate existing engineering team
    • If there is a second PM for this new feature, they work through the first PM to preserve the 1:1 interface
  2. Shared Manager Team: Dedicated engineer(s) are identifed on existing teams and given a specialty
    • The manager must do double-duty
    • Their title can reflect both specialties of their engineers e.g. Engineering Manager, Distribution & Packaging
    • Even if temporary, managing two teams is a valuable career opportunity for a manager looking to develop director-level skills * Each specialty can have its own process, for example: Capitalized team label, Planning meetings, Standups
  3. New Dedicated Team:
    • Engineering Manager
    • Senior/Staff Engineer
    • Two approved fulltime vacancies
    • A dedicated PM


To maintain our rapid cadence of shipping a new release every month, we must keep the barrier low to getting things done. Since our team is distributed around the world and therefore working at different times, we need to work in parallel and asynchronously as much as possible.

That also means that if you are implementing a new feature, you should feel empowered to work on the entire stack if it is most efficient for you to do so.

Code Quality and Standards

We need to maintain code quality and standards. It's very important that you are familiar with the Development Guides in general, and the ones that relates to your group in particular:

It is important to remember that quality is everyone's responsibility. Everything you merge to master should be production ready. Familiarize yourself with the definition of done.

Error Budgets

In Q3 of 2018 we are trying SRE-like error budgets in OKRs to incentivize risk management help and make ready for mission critical customer workloads.

Each backend and frontend development team will be responsible for preserving 100 points (or percent) of their budget this quarter. The severity of issues caused will subtract from their budget accordingly:

The Infrastructure team will perform attribution as part of the post-mortem process and record the results in the OKRs page.

Engineering Led Initiatives

Engineering teams are encouraged to allocate some bandwidth to activities other than new feature development. These items should be considered high priority and Engineering is responsible to work with Product to make sure these aspects of the application don't fall behind.

Please make sure to follow the product team process to prioritize and define capacity for this work.

The following list should provide some guidelines around the initiatives that each engineering team should prioritize during their release planning:


The idea that working software is the primary measure of progress is one of the principles of agile software development. Demoing gets more eyes on the project to uncover bugs and reveal ambiguities in the product requirements. It's also a transparent and lightweight way to provide status to the rest of the organization. Developers should demo at least once a week with product managers present. Demo meetings should be kept to 30 minutes or less. The emphasis should be on the product requirements or acceptance criteria and less on the implementation details.

Canary Testing

GitLab makes use of a 'Canary' environment, a series of servers to test the GitLab code base on prior to production deployment. The Canary environment contains code functional elements like web and git servers while sharing data elements such as sidekiq, database, and file storage with production. This allows UX code and most application logic code to be user tested under real world scenarios before being deployed.

The Canary environment is available for usage by enabling a cookie attribute of gitlab_canary when accessing All engineers are encouraged to enable this flag and perform normal daily activities in order to spot issues and problems before deployment to the production environment. In order to facilitate the enabling of the canary cookie, a short javascript snipped is provided below to bookmark that toggles between states.

javascript:void((function(d){document.cookie='gitlab_canary=' + (document.cookie.indexOf('gitlab_canary=true') >= 0 ?  'false' : 'true') + ';;path=/;expires=' + new Date( + 31536000000).toUTCString(); location.reload();})(document));

Code Reviews

Code reviews are mandatory for every merge request, you should get familiar and follow our Code Review Guidelines.


All GitLab developers can, and are encouraged to, perform code review on merge requests of colleagues and community contributors. If you want to review merge requests, you can wait until someone assigns you one, but you are also more than welcome to browse the list of open merge requests and leave any feedback or questions you may have.

If you'd like to let other developers know that you are interested in performing code reviews, you can add this to your team page entry by editing data/team.yml.

If you'd like to find someone to review one of your own merge requests, you can find a reviewer on the team page, or on the list of GitLab Engineering Projects, both of which are fed by data/team.yml.

If you'd like to dedicate some of your time specifically to helping community contributors get their merge requests ready, you can choose to become a Merge Request Coach.

Note that while all developers can review all merge requests, the ability to accept merge requests is restricted to maintainers.


Maintainers are GitLab developers who are experts at code review, know the GitLab product and code base very well, and are empowered to accept merge requests in one or several GitLab Engineering Projects. Every project has at least one maintainer, but most have multiple, and some projects (like GitLab CE and GitLab EE) have separate maintainers for frontend and backend.

To find out who your merge request needs to be reviewed, approved, and merged by, check out the relevant section in the Code Review Guidelines. As with regular reviewers, maintainers can be found on the team page, or on the list of GitLab Engineering Projects.

How to become a maintainer

To protect and ensure the quality of the code base and the product as a whole, people are only made maintainers once they have convincingly demonstrated that their reviewing skills are at a comparable level as those of existing maintainers.

Great developers are often also great reviewers, but code review is a skill in and of itself, and not every developer, no matter their seniority, will have had the same opportunities to hone that skill. It's also important to note that a big part of being a good maintainer comes from knowing the existing product and code base extremely well, which lets them spot inconsistencies, edge cases, or non-obvious interactions with other features that would otherwise be missed easily.

As a reviewer, a great way to consciously improve your reviewing skills is to review many MRs, pass them on to maintainers, and then come back to those MRs to see what maintainers spotted that you had missed. If a comment doesn't make sense to you, or if you simply disagree, start the conversation and figure out why they decided to review that way. If you do agree, figure out why you didn't catch it, and note it down (mentally or on paper) so that you will not miss the same (or a similar) issue in your next review.

When a reviewer notices that MRs they've reviewed usually make it through maintainer review without any significant extra comments, they can make the case for their own maintainership. To do so, they are expected to create an MR to add the maintainership to their team page entry, and to explain in the MR body why they are ready to take on that responsibility, using specific examples of recent "maintainer-level" reviews that they have performed. Then, they are to ping all existing maintainers of the relevant product (GitLab CE, GitLab EE, etc) and area (backend, frontend, etc). If none of them have any significant objections, and if at least half of them agree that the reviewer is indeed ready, we've got ourselves a new maintainer! If concerns are raised, with specific examples, the reviewer will know what areas they still need to work on, and the maintainership can be reconsidered whenever the reviewer thinks they've sufficiently addressed the concerns.

If you'd like to work towards becoming a maintainer, discuss it in your regular 1:1 meetings with your manager. They will be able to help you to identify areas to work on before following the process above.

Resources for Development

When using any of the resources listed below, some rules apply:

Google Cloud Platform (GCP)

Every team member has access to a common project on Google Cloud Platform. Please see the secure note with the name "Google Cloud Platform" in the shared vault in 1password for the credentials or further details on how to gain access.

Once in the console, you can spin up VM instances, Kubernetes clusters, etc. Please remove any resources that you are not using, since the company is billed monthly. If you are unable to create a resource due to quota limits, file an issue on the Infrastructure issue tracker.

Digital Ocean (DO)

Every team member has access to the dev-resources project which allows everyone to create and delete machines on demand.

Amazon Web Services (AWS)

In general, most team members do not have access to AWS accounts. In case you need an AWS resource, file an issue on the Infrastructure issue tracker. Please supply the details on what type of access you need.

DevOps Slack Channels

There are primarily two Slack channels which developers may be called upon to assist the production team when something appears to be amiss with

  1. #backend: For backend-related issues (e.g. error 500s, high database load, etc.)
  2. #frontend: For frontend-related issues (e.g. JavaScript errors, buttons not working, etc.)

Treat questions or requests from production team for immediate urgency with high priority.

Reaction Rotation

See the Reaction description.

Release Managers

The release-tools repository contains useful information about the responsibilities and tasks performed by a release manager. Here is the upcoming and current list of release managers.

Because of the volume of work required to get a release out the door, there will be two primary release managers:

  1. One in the America time zones
  2. One in Europe/Middle East/Africa (EMEA) or Asia Pacific (APAC)

Trained release managers, one in Americas and one on EMEA/APAC, will ultimately be in charge of making sure the release candidates (RCs) get created and deployed.