|New Vacancy - Matt Nohr (Interim)||Engineering Manager, Monitor:Health|
|Peter Leitzen||Senior Backend Engineer, Monitor:Health|
|Sarah Yasonik||Backend Engineer, Monitor:Health|
|Vitali Tatarintev||Senior Backend Engineer, Monitor:Health|
|Allison Browne||Backend Engineer, Monitor:Health|
|Sean Arnold||Backend Engineer, Monitor:Health|
|Clement Ho||Frontend Engineering Manager, Monitor:Health|
|Tristan Read||Frontend Engineer, Monitor:Health|
|Laura Montemayor||Frontend Engineer, Monitor:Health|
|Olena HK.||Senior Frontend Engineer, Monitor:Health|
|Achilleas Pipinellis||Technical Writer, Create, Package, Monitor, Secure, Defend|
|Amelia Bauerly||Product Designer, Monitor & Package|
|Sofia Vistas||Software Engineer in Test, Monitor|
|Sarah Waldner||Senior Product Manager, Monitor:Health|
|Nadia Sotnikova||Product Designer, Monitor|
|Matthew Nearents||Senior Product Designer, Monitor|
|Kevin Chu||Group Manager, Product, Monitor|
This team maps to the Health Group category and focuses on:
To surface blockers, mention your Engineering Manager in the issues, and then contact them via slack and or 1:1's. Also make sure to raise any blockers in your daily async standup using Geekbot.
The engineering managers want to make unblocking their teams their highest priority. Please don't hesitate to raise blockers
The Product Manager is responsible for scheduling issues in a given milestone. During the backlog grooming portion of our weekly meeting, all parties will make sure that issues are scoped and well-defined enough to implement and whether they need UX involvement and/or technical investigation.
As we approach the start of the milestone, Engineering Managers are responsible for adding the ~deliverable label to communicate which issues we are committing to finish in the given milestone. Generally, the Engineering Manager will use the prioritized order of issues in the milestone to determine which issues to label as ~deliverable. The Product Manager will have follow-up conversations with the Engineering Managers if the deliverables do not meet their expectations or if there are other tradeoffs we should make.
When new bugs are reported, the engineering managers ensure that they have proper Priority and Severity labels. Bugs are discussed during our backlog grooming session and are scheduled according to severity, priority, and the capacity of the teams. Ideally, we should work on a few bugs each release regardless of priority or severity.
Every Friday, each engineer is expected to provide a quick async issue update by commenting on their assigned issues using the following template:
<!--- Please be sure to update the workflow labels of your issue to one of the following (that best describes the status)" - ~"workflow::In dev" - ~"workflow::In review" - ~"workflow::verification" - ~"workflow::blocked" --> ### Async issue update 1. Please provide a quick summary of the current status (one sentence). 1. When do you predict this feature to be ready for maintainer review? 1. Are there any opportunities to further break the issue or merge request into smaller pieces (if applicable)?
We do this to encourage our team to be more async in collaboration and to allow the community and other team members to know the progress of issues that we are actively working on.
Community contributions are encouraged and prioritized at GitLab. Please check out the Contribute page on our website for guidelines on contributing to GitLab overall.
Within the Monitor stage, Product Management will assist a community member with questions regarding priority and scope. If a community member has technical questions on implementation, Engineering Managers will connect them with engineers within the team to collaborate with.
Engineers use spikes to conduct research, prototyping, and investigation to gain knowledge necessary to reduce the risk of a technical approach, better understand a requirement, or increase the reliability of a story estimate (paraphrased from this overview). When we identify the need for a spike for a given issue, we will create a new issue, conduct the spike, and document the findings in the spike issue. We then link to the spike and summarize the key decisions in the original issue.
Engineers should typically ignore the suggestion from Dangerbot's Reviewer Roulette and assign their MRs to be reviewed by a frontend engineer or backend engineer from the Monitor stage. If the MR has domain specific knowledge to another team or a person outside of the Monitor Stage, the author should assign their MR to be reviewed by an appropriate domain expert. The MR author should use the Reviewer Roulette suggestion when assigning the MR to a maintainer.
Advantages of keeping most MR reviews inside the Monitor Stage include:
Product designers generally try to work one milestone ahead of the engineers, to ensure scope is defined and agreed upon before engineering starts work. So, for example, if engineering is planning on getting started on an issue in 12.2, designers will assign themselves the appropriate issues during 12.1, making sure everything is ready to go before 12.2 starts.
To make sure this happens, early planning is necessary. In the example above, for instance, we'd need to know by the end of 12.0 what will be needed for 12.2 so that we can work on it during 12.1. This takes a lot of coordination between UX and the PMs. We can (and often do) try to pick up smaller things as they come up and in cases where priorities change. But, generally, we have a set of assigned tasks for each milestone in place by the time the milestone starts so anything we take on will be in addition to those existing tasks and dependent on additional capacity.
The current workflow:
Though Product Designers make an effort to keep an eye on all issues being worked on, PMs add the UX label to specific issues needing UX input for upcoming milestones.
The week before the milestone starts, the Product Designers divide up issues depending on interest, expertise and capacity.
Product Designers start work on assigned issues when the milestone starts. We make an effort to start conversations early and to have them often. We collaborate closely with PMs and engineers to make sure that the proposed designs are feasible.
In terms of what we deliver: we will provide what's needed to move forward, which may or may not include a high-fidelity design spec. Depending on requirements, a text summary of the expected scope, a balsamiq sketch, a screengrab or a higher fidelity measure spec may be provided.
When we feel like we've achieved a 70% level of confidence that we're aligned on the way forward, we change the label to ~'workflow::ready for development' as a sign that the issue is appropriately scoped and ready for engineering.
We usually stay assigned to issues after they are ~'workflow::ready for development' to continue to answer questions while the development process is taking place.
Finally, when development is complete, we conduct UX Reviews on the MRs to ensure that what's been implemented matches the spec.
In order to develop and test Zoom features for the integration with GitLab we now have our own Zoom sandbox account.
To request access to this Zoom sandbox account please open an issue providing your non-GitLab email address (which can already be associated an existing non-GitLab Zoom account).
The following people are owners of this account and can grant access to other GitLabbers:
User Type- most likely
Add- the users receive invitations via email
The purpose of our async standups is to allow every team member to have insight into what everyone else is doing and whether anyone is blocked and could use help. This should not be an exhaustive list of all of your tasks for the day, but rather a summary of the major deliverable you are hoping to achieve. All question prompts are optional. We use the geekbot slack plugin to automate our async standup in the #g_monitor_standup_health channel. Every team member should be added to the async standup by their manager.
While we try to keep our process pretty light on meetings, we do hold a Monitor Health Backlog Grooming meeting weekly to triage and prioritize new issues, discuss our upcoming issues, and uncover any unknowns.
In our group, the (frontend + backend) engineering managers are responsible for adding the
~deliverable label to any issues that the team is publicly stating that to the best of their ability, they expect that issue to be completed in that milestone. We are not perfect but our goal is that 100% of the issues with that label do ship in the release that they are scheduled in. This allows engineering to share what issues they commit to and helps set expectations for the product manager and for the community.
Our goal is to move towards a continuous delivery model such that the team completes tasks on a weekly basis. In our weekly meetings, we prioritize grooming our backlog to prioritize specific issues that are ready for development. Every release, the product manager will collaborate with the team to identify notable features that we want implemented. These issues will be shared in the product kickoff call and will have a frontend engineer assigned to them before the development milestone starts.
The development of these assigned issues should not typically last the entire release cycle. Once frontend engineers have completed their assigned issue, they are expected to go to the Health issue board and assign themselves to the next unassigned issue in the list that has the
workflow:ready for development labels. The issues in the board are prioritized based on importance (the lower they are on the list, the lower the priority). In the event that all issues are assigned for that milestone, frontend engineers are expected to assign themselves to issues on the next milestone on the issue board list.
Just like the rest of the company, we use PTO Ninja to track when team members are traveling, attending conferences, and taking time off. The easiest way to see who has upcoming PTO is to run the
/ninja whosout command in the
#g_monitor_standup slack channel. This will show you the upcoming PTO for everyone in that channel.