Attract and retain happy customers and make customers successful by products of rich features, high quality, fast performance, trustworthy security, and reliable operation.
The development team strives to deliver product requirements fast, resolve customer issues timely, win with open source community jointly, streamline engineering process for efficiency, and enable data-driven operation and enhance transparency through metrics.
The development team is responsible for developing products in the following categories:
The following people are permanent members of the Development Department:
|Christopher Lefelhocz||Senior Director of Development|
|Stan Hu||Engineering Fellow|
|Tim Zallmann||Director of Engineering, Dev|
|Chun Du||Director of Engineering, Enablement|
|Dalia Havens||Director of Engineering, Ops|
|Bartek Marnane||Director of Engineering, Growth|
|A.K. - Tim Z. (Interim)||Director of Engineering, CI/CD|
|Todd Stadelhofer||Director of Engineering, Secure|
|New Vacancy - Dalia H. (Interim)||Director of Engineering, Defend|
The following members of other functional teams are our stable counterparts:
Welcome to GitLab! We are excited for you to join us. Here are some curated resources to get you started:
Often times, certain issues can be resolved more efficiently through cross functional collaboration. Should such an issue arises, the following lightweight process is followed:
arch reviewto the issue.
Note: once the label is added, the issue will also appear on the development department board to receive appropriate attention.
Development's headcount planning follows the Engineering headcount planning and long term profitability targets. Development headcount is a percentage of overall engineering headcount. For FY20, the headcount size is 271 or ~58% of overall engineering headcount.
In late June 2019, we moved from a monthly release cadence to a more continuous delivery model. This has led to us changing from issues being concentrated during the deployment to a more constant flow. With the adoption of continuous delivery, there is an organizational mismatch in cadence between changes that are regularly introduced in the environment and the monthly development cadence.
To reduce this, infrastructure will engage development via a Infra/Dev Triage which represents critical issues to be addressed in development from infrastructure. Issues on this board are tagged with
infradev labels. A director from development will be assigned to groom the board, triage new issues, work with product/infrastructure to set priority/severity of issues, make sure they are assigned and worked, and escalate where necessary for resolution.
Grooming will happen on a weekly basis and involve a member of infrastructure, product management, and development.
In cases where infrastructure needs a more general resolution to a problem, an issue can be opened for "rapid action" (and labeling them
rapid action). This is typically around a shared infrastructure resource that is running towards capacity (as examples Postgres and Redis). Often in these scenarios we need several teams to dig in and solve smaller pieces of the problem to reduce load. In this situation, open an issue with the title "XXXX rapid action", give a description of the general issue you want to take pressure off of, and label the issue with infra/dev. If you know the section/groups which need to focus, also include that. An example issue to this process is the following: Redis Rapid Action.
Note: This process includes both escalating issues to be addressed immediately as well as deferring issues that are not critical. When an issue is not critical, it may be removed from the board by removing the
rapid action status.
Available email alias (a.k.a. Google group):
Managers, Directors, Sr. Director's teams: each alias includes everyone in the respective organization.
firstname.lastname@example.org, examples below -
Groups roll up by the org chart hierarchy -