►
From YouTube: Leap Meeting #38 (Nov 2nd) 2022
Description
This week Stephen Diesel gives an in depth presentation on the ENF public program management system and the Leap working group has a discussion on the importance of having more technical discussions during the weekly meetings.
00:00:00 Start
00:00:58 Software development
00:02:41 Blocks.log
00:03:30 State history
00:05:15 Initiative backlog
00:14:28 Opportunities
00:19:05 Team backlog
00:28:37 Initiative backlog
00:40:49 ENF engineering
00:44:27 ENF road map
00:52:04 Future topic discussions
01:03:07 End
Summary
🟢 In progress action items are on track:
#41
Antelope software updates just released:
Leap 3.1.3 patch release
Leap 3.2.0 RC2
Antelope software updates on the way:
CDT 3.1.0 RC1
System contract updates
Release of DUNE in the next month
Stephen gave a great demo of the ENF's public program management system to provide more transparency into the Antelope development roadmap and give the community an opportunity to influence it.
Watch the recording for the full demo, and dive into the public resources on your own:
ENF Initiative Backlog
ENF Product Repository
ENF Current Development Sprint
ENF Public Roadmap
Next week, we'll be hosting a technical discussion on P2P improvements and Jeff will be giving a demo on the Antelope Coalition Prioritization System
Participants (11)
EOSUSA Michael
Jeff Werner
Kevin Heifner
Max_Cho :: KOREOS Owner-South Korea
Stephen Diesel
Denis Carriere
Daniel Keyes | EOS Nation
Matthew Darwin
Ted Cahall
Ross (EOSphere)
cmadh - Corvin Meyer auf der Heide | liquiid.io (Corvin Meyer auf der Heide)
Leap Upgrade Working Group Github
https://github.com/EOS-Nation/leap/issues/105
The EOS Network Foundation coordinates financial and non-financial support to encourage the growth and development of the EOS Network. We’re harnessing the power of decentralization to chart a coordinated future for the EOS Network as a force for positive global change.
// EOS Network Foundation //
https://www.eosnetwork.com
https://twitter.com/EosNFoundation
https://www.linkedin.com/company/eos-network-foundation
https://t.me/EOSNetworkFoundation
https://discord.gg/eos-network
info@eosnetwork.com
#EOS #EOSIO #ENF
A
All
right
welcome
everybody.
It's
November
2nd!
This
is
week
six
since
EOS
Independence
Day
today
is
another
special
edition.
We've
got
enf
here,
Steven's
gonna
be
giving
us
a
peek
into
the
enf
program
management
system.
Before
we
get
into
that
we'll
do
our
usual
Round
Table
status
updates
towards
the
next
upgrade
I'll
share
my
screen.
We
can
take
a
peek
at
what
we
looked
at
last
week
and
and
then
we
can
get
started.
A
A
C
Yeah,
so
the
latest
update
is
that
we
have
released
that
patch
release.
I
just
dropped
the
link
there,
as
well
as
rc2
for
leap,
I'll
drop
that
link
as
well.
We
knocked
that
out
yesterday
afternoon,
I
think
that
we
may
still
be
on
track
for
that
CDT
release
this
week.
We've
just
had
a
couple
of
capacity
constraints
here
and
there,
but
everything's
moving
pretty
smooth,
like
no
big
hiccups.
C
A
Great
and
then
last
week
we
had
the
technical
discussion
discussing
blocks.log
files,
the
tldr,
for
that
one
is
yes,
block.log
file
splitting
is
needed,
but
no
not
the
way
it
was
done
in
2.1,
so
they
captured
all
the
kind
of
the
high
very
high
level
summary
here,
I
I
think
Steven
probably
took
some
more
detailed
notes
and
added
some
features
on
the
backlog.
Got
it
coming
out
of
this
conversation,
so
I
think
it
was
a
productive
conversation.
A
A
B
Let's
just
talk
a
little
bit
about
it,
I
mean
we
one
thing:
is
it's
not
as
consistent
as
the
block
logs,
so
it
may
not
be
as
open
to
some
of
the
other.
You
know
distribution,
torrent,
type
mechanisms.
You
know
like
that.
That
was
one
you
know
key
of
it
at
the
very
end,
but
the
same
kind
of
mentality
of
it's
monstrous.
B
It
had
a
little
bit
of
trimming
and
pruning
kind
of
built
in
you
know.
Maybe
now
I
don't
know,
but
it
might
be
better,
but
it
also
needs
to
take
into
account.
You
know
all
the
other
there's
so
many
other
features
that
tied
to
it.
The
P2P
protocol.
One
is
maybe
one
of
the
next
Hot
Topics
that
maybe
we
should
all
technically
hash
out
anyway,
sit
back
before
Ross
waxed
me
to
shut
up.
D
C
So
my
plan
for
today
was
I
was
going
to
kind
of
show
the
initiative
backlog
as
a
board
and
like
the
function
and
I'm
happy
to
double
click.
On
a
few
of
those
initiatives
such
as
P2P
I,
I
was
kind
of
flexible
about
that
approach.
But
really
what
I
wanted
to
talk
about
was
the
processes
by
which
the
community
can
engage
by
both
seeing
what
we're
up
to,
but
also
providing
commentary
or
requests
got
it.
A
C
C
C
Some
of
those
bigger
meteor
problems
we
want
to
be
solving.
So
the
first
thing
that
I
wanted
to
walk
everyone
through
today
is
just
how
we
kind
of
talk
about
initiatives
in
their
current
state,
how
we
visualize
them
and
use
this
board.
As
that
communication
Tool,
the
one
thing
that
I'll
really
drive
home
here
to
start
is
that
there's
a
very
top-down
view.
C
There
are
details
yet
to
be
filled
in,
but
you
can
see
some
of
the
early
stages
of
how
we're
talking
about
where
work
is
at
how
we're
prioritizing
it
and
when
we're
making
decisions
to
kind
of
take
that
next
step
of
effort
and
either
really
defining
a
possible
solution
or
actually
executing
against
it.
So
from
there
I'll
go
ahead
and
just
start
talking
about
this
board
and
what
you
can
expect
from
it.
So
this
is
our
initiative.
Backlog
and
Initiative
for
us
today
is
really
just
like
a
larger
collection
of
work.
C
It's
not
the
equivalent
of
an
epic
per
se,
but
it's
really
just
like
a
big
meaty
problem
that
we
want
to
solve
the
underlying
hierarchy
that
lives,
underneath
it
we're
still
kind
of
negotiating
and
trying
to
fill
out
the
functionality
for
this
tool
that
we're
using,
but
suffice
it
to
say
that,
like
initiative
is
just
a
really
broad
term
to
talk
about
problems
that
we
want
to
solve.
While
we're
also
looking
at
this
board,
I'll
mention
very
quickly
that
we're
using
GitHub
projects
as
our
primary
tool.
C
We've
made
this
selection
just
because
it
of
course,
is
kind
of
the
most
bare
metal
version
of
planning
that
you
can
find
and
that
we
live
directly
in
GitHub
with
our
engineers,
and
all
of
these
links
that
I'll
be
sharing
today
are
fully
accessible
to
anybody
in
terms
of
at
least
a
read
level
permission
so
moving
on
from
there.
This,
of
course,
is
a
GitHub
projects
board.
C
It's
pretty
typical,
looking
kanban
board,
but
what
you
can
see
is
that
we
have
these
individual
cards
that
move
across
a
number
of
these
statuses,
all
the
way
out
to
closing
out
a
project.
Most
of
what
we'll
focus
on
for
today
is
kind
of
more
what
we'd
consider
the
portfolio
management
side
of
things,
where
it's
really
around
refining,
developing
those
ideas
and
getting
them
in
that
queue
towards
execution,
but
I'll
just
walk
through
these
statuses
right,
quick
and
then
we
can
talk
about
how
other
people
come
into
the
play
here.
So
first
things.
C
C
Maybe
some
investigation
of
other
ways
that
this
problem
has
been
solved
elsewhere,
as
well
as
just
some
of
the
next
steps
that
we
need
to
take
to
further
this
down
that
pipe.
So
an
example
of
that
you
can
see
by
clicking
into
any
of
the
issues
that
have
made
it
to
the
opportunity
review
phase
or
later,
as
of
late.
C
I
say
that,
just
because
this
process
is
quite
new,
so
not
all
issues
further
on
in
these
statuses
have
these
briefs
defined
just
yet,
but
you
can
see
here
that
we're
really
trying
to
flesh
out
why
we're
trying
to
solve
this
problem
some
contexts
around
what
the
current
lay
of
the
land
is
and
then
starting
to
dig
into
the
solution
in
our
assumptions
around
that,
if
we
have
them
at
that
time,
so
you
can
see
here.
You
know
we
find
these
opportunities.
The
way
that
we'll
get
those
inputs
I'll
touch
on
in
just
a
moment.
C
We
choose
to
define
those
opportunities
and
then
put
them
in
a
review
stage
where
we
can
review
internally
with
our
stakeholders
to
actually
decide
to
spend
more
time
and
effort,
AKA
money
on
designing
actual
Solutions.
Here
it's
at
this
time
that
I'll
back
up
and
say
that
I've
been
talking
a
lot
of
about
this.
From
an
internal
process
perspective.
However,
there
are
overlapping
bodies
of
work
that
kind
of
move
through
the
enf
or
the
enf
touches,
and
one
of
those
examples
that
came
up
in
discussion
earlier
even
on
this
call
is
Coalition
priorities.
C
You
can
see
here
that
we
do
have
an
early
version
of
just
labeling
Coalition
priorities
and
identifying
those
that
we
have
rfps
out,
for
these
will
move
through
these
same
statuses.
However,
the
actual
steps
involved
are
a
little
bit
different,
so
instead
of
doing
a
actual
product
brief
in
those
scenarios,
instead,
typically
an
RFP
will
be
authored,
which
is
that
request
for
proposal
that
outside
parties
can
bid
on.
But,
of
course,
you
can
see
some
of
the
parallels
through
these
first
few
stages
so
effectively
speaking.
C
C
This
will
vary
a
great
deal
based
off
again
whether
it's
an
external
project
or
an
internal
one,
since
we
primarily
execute
in
agile
methodologies
internally,
but
Milestone
based
externally
project
development,
of
course,
just
communicates
these
initiatives
that
are
already
in
process
and
then
user
acceptance.
These
are
just
the
things
that
are
going
out
in
3.2
right
now
before
we
actually
transition
in
into
our
internal
team
for
further
monitoring.
C
So
again,
these
further
steps,
I
think,
are
a
little
bit
less
critical
for
this
stage
that
we're
at
in
the
discussion
and
the
purpose
of
today's
meeting,
they're,
of
course,
critical
for
the
enf's
operations
and
actually
validating
that.
You
know
the
things
that
we're
building
are
a
success
and
also
identifying
some
of
those
future
opportunities
to
go
back
into
the
pipe.
So
I'll
pause
here
since
I
just
talked
a
whole
lot
about
a
bunch
of
statuses
and
I
know
boards
aren't
the
most
engaging
thing.
What
kind
of
questions
might
anyone
have
at
this
point.
E
C
That's
an
excellent
question
and
I'm
I'm
happy
to
segue
there
I
I
there's
a
couple
of
different
Avenues
by
which
this
can
take
place.
One
is
honestly
beating
me
over
the
head,
so
I'm
I'm
the
only
product
person
right
now
we
have
product
influences
within
this
org
and
we
will
be
growing
the
team
in
time,
but
you'll
see
that,
for
example,
your
team
has
reminded
me
a
bit
of
KV
updates
and
why
didn't
you
know
we're
finally
getting
into
that
opportunity
definition
to
hopefully
prioritize
and
execute
against
some
of
that
work.
C
I
I
think
other
ways
that
you
can
do.
It
are,
of
course,
providing
input
into
any
of
our
repos
outlining
some
of
the
issues
that
you
may
encounter
at
a
smaller
level.
However,
if
the
recommended
process
right
now
for
how
you
can
actually
submit
proposal,
requests
I'll
transition
to
right
now
so
I'm
delinquent
on
a
little
bit
of
documentation
on
this
front,
for
how
best
to
accomplish
this,
but
but
inside
of
the
EOS
Network
Foundation
product
repository
I'll
go
ahead
and
send
a
link
for
that
as
well.
C
If
I'm
in
the
chat,
what
you
can
see
here
is
there's
basically
just
you
know
a
folder
subdirectory
structure
here,
outlining
much
of
the
taxonomy
in
support
of
leap
and
some
of
the
other
enf
functions
within
each
of
these
spaces.
We've
been
starting
to
define
a
little
bit
of
the
scope
of
existing
work,
but
also
in
subfolders,
starting
to
submit
proposals
and
the
way
that
these
proposals
are
taking
place
right
now
is
still
kind
of
in
process,
but
the
way
that
it
looks
today
is
basically
via
pull
request,
and
you
can
see
here.
C
We
have
a
number
of
outstanding
PRS
that
we
need
to
discuss
with
the
team,
but
the
process
today
is
basically
you
go
into
the
repo
you
assess
whether
or
not
the
existing
taxonomy
supports
where
your
proposal
would
live.
If
not
part
of
your
PR
would
include
that
folder
structure
to
introduce
that
folder
to
submit
your
proposal
ineffectively,
and
then
you
really
just
try
to
best
Define
what
it
is
that
you're
trying
to
request.
C
Try
to
outline
some
kind
of
next
steps
around
this
or
whether
we
decide
to
not
do
it
at
that
time.
It's
still
kind
of
early
days
here,
and
you
can
see
that
there's
a
few
early
symptoms
showing
that
you
know
we
can
stand
to
improve
the
process
just
so
that
some
of
these
submissions
have
taken
a
little
longer
than
we'd
like,
but
that's
all
part
of
the
process
right
we're
starting
to
map
each
of
these
stages
and
assess
whether
things
are
kind
of
sitting.
D
D
C
Exactly
right,
so
I'll
pivot
over
there
right,
quick
and
share
a
couple
more
links.
So,
as
at
least
everyone
on
this
call
is
likely
aware,
the
enf
operates
out
of
two
primary
organizations
right
now.
One
of
those
is
the
EOS
Network
Foundation
Org,
the
other
one
is
the
antelope
IO
org
Antelope.
I
o,
of
course,
is
you
know,
leap,
CDT,
Dune.
C
The
primary
focus
of
EOS
Network
Foundation
from
the
scope
of
this
discussion
today
is
that
product
repo,
as
well
as
the
eosystem
contracts
repo,
just
because
that's
where
it
naturally
belongs
within
how
these
different
bodies
of
work
are
managed,
but
suffice
it
to
say
that
anytime,
somebody
encounters
an
issue.
They
should
feel
empowered
to
basically
just
create
an
issue
for
us.
The
easiest
way
to
do
that,
just
so
that
you
can
see
is
probably
starting
with
whatever
repo
you
believe.
The
issue
to
be
associated
with.
C
We
can
just
start
here
with
a
leap
for
example,
but
it's
as
easy
as
literally
clicking
new
issue
and
submitting
it.
When
this
issue
is
created,
it
gets
moved
into
one
of
our
actual,
like
scrum
team
backlogs,
where
we're
actually
triaging
those
issues.
Prioritizing
them
and
committing
to
them
in
Sprints,
and
that's
where
I'll
transition
from
here,
which
is
I'll
quickly,
show
you
the
EOS
Network
Foundation
one
you
can
see
here,
it's
very
basic
in
that
it's
really
just
Sprint
backlog
and
a
standard
backlog
that
we
move
those
commitments
into.
C
C
So
there's
that
so
one
flaw
right
now
that
we're
working
through
which
isn't
the
end
of
the
world
is
that,
since
we're
split
between
these
two
orgs
we're
balancing
between
two
boards,
obviously
that
that
is
a
minor
challenge,
but
it's
something
that
we're
working
through,
but
I'll
flash
over
to
the
second
board,
which
is
a
little
bit
larger
body
of
work
that
we're
tackling.
Since
it's
a
greater
number
of
repos
and
the
primary
areas
of
where
our
code
base
is
being
updated.
You
can
see
again
that
we
have
our
planned
Sprint.
C
That's
taking
place
right
now
and
wrapping
this
week
and
we'll
be
performing
another
Sprint
planning
ceremony
against
these
triaged
issues,
just
to
kind
of
close
out
the
loop
on
how
that
process
takes
place.
When
an
issue
is
submitted,
we've
developed,
GitHub
actions
that
effectively
move
that
issue
directly
into
this
project
and
it
will
assign
a
triage
label
to
it.
C
We
have
a
few
triage
leads
that
are
technical
subject,
better
experts
that
are
then
assigning
secondary
area
labels
to
it,
such
as
whether
the
issue
is
actionable
requires
discussion,
may
need
more
info,
such
as
a
preliminary
Spike
or
more
info
from
the
requester
and
the
nature
of
the
requests.
Whether
you
know
it's
a
feature
request,
an
enhancement
to
something
that's
already
out
there,
whether
it's
just
a
straight
up,
bug
a
documentation
Gap
and
from
there.
Just
since
I'm,
explaining
everything
about
this
board
that
looks
good
to
me.
C
That
actually
kind
of
brings
us
to
an
even
further
flung
goal
of
ours
in
time,
which
is
that
you
know
further
Community
engagement
as
long
as
you
know,
they're
following
the
same
standards
and
rules
that
our
core
team
does
we
want
to
further
Empower
and
anytime
that
we
identify
work
is
actionable.
We,
of
course,
would
love
to
in
the
future,
entertain
the
opportunity
for
more
engage
engagement
and
contribution
to
the
code
base.
C
This
has
been
a
little
bit
of
something
that's
fallen
on
the
back
burner
since
it's
been
a
little
bit
more
about
stabilizing
the
internal
operations
of
which
we've
been
quite
successful,
but
that's
obviously
like
the
evolution
right
as
we
continue
to
reach
back
out
to
the
community.
It's
the
activation
of
these
requests
ideas,
the
bugs
that
you
run
into,
but
eventually
empowering
the
engineers
to
directly
contribute.
C
So
I
I
hope
that
that
kind
of
paints
a
picture
of
how
we
sort
of
manage
the
work
internally
again,
you
can
click
in
and
see
like
what
we're
tackling
this
Sprint.
You
know
what
we've
already
accomplished
and
we'll
be
planning
again
this
Thursday,
where
you
can
again
see
what
we're
planning
to
do
the
next
two
weeks.
E
C
So
and
only
days
but
yeah,
it's
exciting
stuff
and
I'm
just
really
happy
with
how
the
tools
come
together
and
the
appetite
of
the
team
to
be
flexible.
You
know
it
wouldn't
be
possible
without
the
contributions
of
the
core
engineering
team.
Folks
from
oci,
like
Kevin
who've,
been
just
super
valuable
in
helping
triage
and
tackle
the
bugs
that
come
through
it's
it's
early
days
still,
but
you
know
we
want
to
show
this
progress
to
you
guys
and
we
want
to
get
you
guys
engaged
providing
feedback
so
that
we
can
continue
to.
E
So
Stephen
I
have
a
question
and
I
totally
don't
want
to
put
you
on
the
spot.
I
mean
this
is
obviously
agile
kind
of
based
once
once
the
rubber
hits
the
road.
You
know
we
we
progress
through
doing
a
Sprint,
delivering
on
some
kind
of
short-term
outcome.
How
how
are
we
checked,
tracking
the
costs
associated
with
each
one
of
those
Sprints
to
like
an
outcome?
I
mean
at
the
beginning.
E
You
were
saying
that
it's
more
like
a
sort
of
Milestone
based
I'm,
assuming
it
would
have
been
a
fixed
cost
Associated
to
each
one
of
those
milestones.
How
are
you
actually
manage
against
it?
I
mean
from
for
myself.
You
know
coming
into
a
developer
world
in
the
last
six
years,
or
so
it's
one
thing.
I
did
notice
that
quickly
spirals.
You
know
when
the
developers
run
them
up,
you
know
just
doing
extra
features
and
how
they
see
they
want
to
do
things.
Yeah.
C
One
such
example
is
that
a
next
evolutionary
step
that
I'd
like
to
introduce
for
too
long
is
a
story
pointing
convention
right
now,
it's
much
more
gut
feeling
around
what
we
feel
we
can
tackle
and
we've
been
quite
successful.
But
again
it's
just
those
baby
steps
to
rash
it
on
each
piece
of
the
process
along
the
way,
and
that's
a
very
natural
next
Evolution
here
and
kind
of
meeting
from
the
other
side.
D
The
the
other
thing
is
coming
from
Jeff's
side
of
the
house.
We
need
to
do
a
longer
range
planning,
so
we
plan
on
generally
having
a
March
April
release
and
in
August
September
release
each
year
and
so
getting
the
things
that
are
going
to
be
in
that
March
April
release
require
us
to
do
long.
You
know
a
little
bit
long-range
planning.
Will
this
item
fit
in
that
release
or
not,
and
we
have
to
get
those
features
prioritized
into
the
release
first,
and
that
leaves
a
lot
of
this.
D
E
F
We
need
our
Executives
to
be
steering
like
everything
that
we
do
and
we're
going
to
we're
already
quite
frankly
past
the
point
where
Eve
can
see
like
every
little
thing
we're
going
to
quickly
get
to
the
point
where
we
need
to
be
packaging.
All
these
requests
in
a
way
that
Ted
and
even
others
can
digest
them
much
more
quickly
and
then
tell
us.
Okay,
go
and
do
a
real
estimate
on
this,
because
you.
F
Costs
a
lot
of
money
right,
that's
a
lot
of
time
to
come
up
with
like
a
detail
like.
Oh,
this
will
take
us
like
X
number
of
weeks,
and
we
don't
want
to
do
that
for
everything
we
only
want
to
do
that
for
the
stuff
the
executives
say
yep.
We
think
this
aligns
with
you
know
our
strategic
plan,
and
so
there's
a
couple
things
in
here
that
we've
added
in
complexity
where
the
opportunity
is
getting
to
that
kind
of
one
page.
We
call
it
a
a
ROM.
F
It's
a
rough
order
of
magnitude
estimate
where
we're
saying
look.
This
could
be
plus
or
20
plus
or
minus
25.
That's
a
horrible
estimate
to
like
buy
something,
but
it's
at
least
good
enough
for
our
Executives
to
go
all
right.
It's
this
size
of
box.
If
they
say
move
forward,
then
the
next
group
is
for
us
to
take
just
the
approved
ones,
to
the
point
where
we
can
say
all
right
who's
going
to
build
it.
F
E
Need
help
I
didn't
think
that
at
all
I
thought
it
was
very,
very
structured
and
very
organized
and
I
appreciated
that
it
was
more
like
I
didn't
want
to
put
anyone
on
a
spot.
It's
one
of
a
good
question.
It's
just
like
Hey
we're
gonna
run
some
agile.
We're
going
to
do
we're
going
to
be
we're
going
to
be
super
maneuverable
to
better
add
features
and
do
stuff.
But
you
know
how
are
we
going
to
track
that
against
ultimate
goals
and
quests
and
I.
D
Get
it
it
won't
be
agile,
purely
agile,
for
the
way
we
do
our
major
releases.
You
know
our
biannual
major
releases,
those
will
be
planned
events
and
we
may
run
weekly
updates
and
statuses
and
all
that,
but
we'll
have
front
end
loaded.
The
the
major
features
in
the
release
and
the
agile
stuff
will
be
mostly
the
cleanup
of
stuff.
That's
fluxing
through
at
a
predetermined
budget
level,.
C
Yeah,
let
me
share
one
other
thing
about
this
initiative:
backlog
and
really
just
keep
thinking
in.
In
your
mind,
everybody
about
how
this
can
be
a
clearer
and
more
helpful
communication
tool
for
you,
of
course,
considering
the
the
feature
limitations
within
GitHub
projects,
but
there's
a
there's
a
couple.
Other
dimensions
I've
been
trying
to
play
with
here
to
talk
about
what
we're
doing
and
when
and
one
example
of
this
is
the
field
of
Milestone.
Keep
in
mind
that
this
is
again
the
product
repo
for
the
EOS
Network
Foundation.
C
So
this
isn't
an
actual
leap
Milestone,
but
we
have
these
kind
of
abstracted
values
that
are
meant
to
just
kind
of
be
at
parity
with
what
you'd
understand
the
leap
Milestones
to
be,
as
well
as
this
kind
of
independent
concept,
which
is
meant
to
communicate.
This
is
something
that
we
estimate
happening
along
this
timeline,
but
not
dependent
upon
those
3.2,
repos
again
kind
of
top
down.
This
is
meant
to
communicate
it's
not
something
that
we're
writing
scripts
against
or
anything.
C
C
Independent
of
this
that's
kind
of
dropping
at
similar
timelines
and,
of
course,
there's
still
flaws
in
this,
like
obviously,
IBC
needs
to
be
broken
down
into
more
Milestones
here
to
better
communicate
the
accuracy
there,
but
you
get
some
of
the
idea
of
what's
going
on
here.
If
you
want
to
see,
what's
on
our
mind
or
things
that
we
haven't
really
chosen
to
assign
a
milestone.
Yet
these
are
all
ways
to
start
looking
at
what
we're
thinking.
C
The
other
thing
that
I'll
share
right,
quick,
which
is
an
even
further
abstraction,
but
since
I'm
the
product
person,
I'll,
do
my
product
thing
and
say
we
also
have
a
now
next
later
way
that
I'm
trying
to
start
talking
about
things
and
my
nails
are
things
that
may
not
even
be
things
that
we've
gotten
very
far
along
the
pipe.
You
know
there's
a
lot
of
stuff.
That's
in
now.
That's
in
development.
C
C
F
Because
you
can
see
like
even
this
view
right
here,
where
he's
got
the
Coalition
tag,
what
what
antelope's
doing
right?
That's
the
priority
for
all
of
the
chains
which
we
influence,
but
that
doesn't
lock
us
into
you
know
Stone.
We
just
we
want
to
try
to
keep
in
line
with
it.
So
in
some
cases,
if
our
resources
are
the
ones
that
are
working
on
it,
you
know
our
egg
on
instant
finality
is
a
good
example
of
that.
F
Stephen
has
pulled
those
items
into
our
organization's
backlog,
so
we
kind
of
considered
this.
What
we're
looking
at,
like
our
source
of
truth
and
the
Coalition
backlog,
heavily
influences
it.
But
then,
when
we
get
to
the
resourcing
step,
like
you
saw
the
number
of
phases
there
is
one
later
like
this
is
after
Eve
and
Ted
and
the
executives
approve
something
meaning.
It's
got
enough
detail
we're
willing
to
spend
money
on
it,
like
you
know,
more
significant
money,
that's
when
we
then
start
the
question
of
okay.
Who
can
do
this?
In
some
cases?
F
It's
going
to
be
like
an
external
party
and
it's
not
even
enf
right,
in
which
case
we
know
no
longer
care.
We
treat
like
a
third
party.
You
know,
like
you,
get
what
I'm
saying
there,
but
if
it
is
internal,
that's
when
we
have
to
now
start
adjusting
okay,
if
this,
like
instant
finality,
is
a
predictive,
slash,
waterfall
type
project,
because
it's
built
on
Milestones,
right
and
agile
doesn't
play
nicely
with
fixed
Milestone
dates.
F
What
we
do
is
we
reduce
the
capacity
or
the
velocity,
you
would
say
an
agile
for
all
of
the
people
being
pulled
off
of
our
normal.
You
know
agile,
Sprints,
saying,
okay,
arig
is
going
to
spend
X
percent
of
time
on
these
waterfall
projects,
so
you
know
otherwise
he's
the
rest
of
his
time
is
in
the
agile
methodology.
Is
that
clear
clears
mud?
Well.
C
I
I
think
you,
you
answered
parts
of
the
question
and
I
think
that
part
of
it
was
because
of
the
terminology
of
GitHub
org
versus
Antelope,
Coalition
versus
enforg,
so
I
think
absolutely
like
the
capacity
calculation
is.
How
we'll
do
this
and
Jeff
is
100
correct
about
that
the
Coalition
priorities,
kind
of
influence
and
play
into
the
initiative,
backlog,
I.
Think
Daniel's
question
was
more
specifically
about
the
split
between
what
we're
calling
our
team
backlog
versus
the
enf
engineering
backlog.
C
C
C
Having
like
the
critical
mass,
largely
living
inside
of
this
backlog,
it's
absolutely
imperfect,
still
and
I
think
a
future
goal
of
mine
is
kind
of
taking
it
full
circle
to
Jeff's
statement
is
leveraging
GitHub
apis
in
these
estimates
to
actually
just
cumulatively
sum,
the
level
of
effort
being
expelled
across
those
two
items,
but
we're
actually
doing
like
Sprint
planning
commitments
to
both
of
these
backlogs
simultaneously
in
the
same
meeting.
So
at
least
like
that
key
decision
of
the
commitment
that
prioritization
is
being
kept
in
check,
basically
by
like
us
as
a
team.
A
Yeah
Zen
Hub
gives
you
that
shared
backlog,
but
but
I
think
where
what
you
guys
are
doing
doesn't
make
sense,
because
it's
public
and
and
there's
a
lot
there's
a
lot
of
trade-offs
between
switching
to
Zen
Hub
and
something
like
this
I'm
looking
for
opportunities
to
actually
move
back.
That's
why
I
asked
the
question
yeah.
D
The
things
we've
found
is
that
you
know
all
the
Coalition
members
are
on
GitHub
and
they're,
using
GitHub
for
all
of
their
internal
work
for
their
chains,
and
this
was
the
one
public
tool
that
they
all
knew
and
that
they
all
didn't
have
to
buy.
You
know
another
subscription
Etc
and
they
needed
access
to
it
anyway,
because
they
need
access
to
you
know
the
source
code
or
the
documentation
repos
Etc.
D
You
know
have
a
better
dialogue
with
them
and
I
think
that
that
was
kind
of
the
main
goal
we
had
to
be
public
because
we're
crossing
four
different
chains
across
the
Coalition
and
we
wanted
to
keep
you
know
the
engineers
deeply
engaged
in
the
program
and
product
management
works.
You
know
life
cycle
and
workflow.
C
C
Okey
dokey
well,
I
will
start
working
on
a
few
things
that
are
in
support
of
this
from
a
documentation.
Perspective
and
I
may
just
filter
that
through
some
of
the
existing
channels,
but
thanks
again
everybody
for
your
time
and
I
guess:
I'll
stop
sharing
my
screen
for
now.
Actually
one
other
thing
that
just
since
I've
I've
got
a
talking
point
here,
one
other
place
where
you
can
see
what
we're
up
to
that's
meant
to
kind
of
communicate
the
same
things
as
what's
going
on
here,
but
at
a
different
level
of
fidelity.
C
Is
our
roadmap
artifact.
So
this
is
something
that's
updated
every
month.
This
one
is
going
to
be
updated
by
the
end
of
this
week
for
this
month,
but
you
can
see
inside
of
the
eosnetwork.com
technology
page.
It's
a
bit
varied
right
now
and
I
think
that
I
will
be
kind
of
reinvestigating.
How
we
can
better
provide
visibility
here,
but
really
interested
in
feedback
around.
C
Whether
people
will
have
clear
understandings
about
where
we're
headed
and
what
we're
up
to,
because
we're
doing
a
whole
lot
of
stuff,
and
we
want
to
make
sure
that
people
are
really
easily
connected
and
plugged
into
what
we're
doing
so
that
they
want
to
engage
with
us
that
they
want
to
ask
questions
or
ask
for
the
things
that
have
been
problems
for
them
in
the
past.
So.
C
Yeah
feel
free
I
noticed
that
the
text
replace,
of
course,
introduced
a
typo
while
I'm
here
on
the
call
which
is
frustrating,
but
that's
supposed
to
just
be
Consolidated
to
RC,
so
it
doesn't
run
over,
but
yeah
eyeballs
on
this
is
great
it'll,
be
updated
again
by
the
end
of
this
week.
It's
just
a
few
more
pixel,
nudges
away
and
I
could
probably
even
share
the
link
for
for
that
inside
of
figma.
If
you
guys
want
it,
but
I,
don't
assume
you
guys
want
to
live
inside.
D
Yeah
this
is
this
is
the
goal
of
this
item
is
to
be
updated
every
month
and
we
actually
started
this
the
month
I
started
so
we
actually
started
drawing
this
and
updating
it
Steven's
taking
it
over
right
after
he
came
on
board
and
improved
it
into
figma,
it's
also
in
Korean
and
Chinese.
If
you
flip
to
the
Korean
or
Chinese
Pages
Stephen
has
pioneered
an
automated
translation
to
those
languages,
which
is
pretty
phenomenal
phenomenal
and
that's
why
you
saw
the
little
hiccup
you
had
there.
D
Explain
all
of
that
to
all
of
you,
but
I
think
Jeff
will
have
a
I
think
will
be
a
very
interesting
presentation,
probably
quite
a
bit
shorter
than
Stevens,
because
there's
not
as
much
data
from
the
Coalition.
But
the
goal
of
the
Coalition
is
to
be
as
transparent
as
possible
as
to
what
they're
doing
what
their
priorities
are
and
Jeff
runs
that
on
a
weekly
basis,
and-
and
you
know,
if
you
guys-
are
open
to
it
and
Jeff
has
the
time
I
think
it
would
be
good
for
him.
D
C
One
more
fun
thing
just
Just
for
Laughs
or
maybe
pulling
some
heartstrings
of
the
internal
people
just
wanted
to
show
you
guys,
a
quick
progression
of
where
we've
gone
with
the
development
of
our
roadmap.
Just
in
these
last,
you
know
six
seven
months,
just
the
level
of
Integrity
that
we've
been
able
to
kind
of
scale
up
towards.
Of
course,
the
zoom
view
here
I
broke,
but
you
can
see,
like
you
know,
pretty
cool
just
to
see
it
live
in.
D
Go
back
to
the
start
of
that
Stephen
go
back
to
the
very
beginning,
oh
sure,
so
the
when
you
go
right
to
these
first
ones.
These
were
being
done
in
Google
Slides.
This
has
probably
even
missing,
because
I
pretty
soon
had
a
date
in
the
lower
right
corner.
This
was
the
beginning
of
it.
Yeah.
You
can
see.
Look
here
as
of
February
22nd
I
started
on
January
31st,
so
basically
started
in
February.
We
started
publishing
these,
but
we
didn't
have
the
website.
D
Yet
we
didn't
even
have
a
website
to
push
these
two,
because
the
website
hadn't
actually
been
developed
correctly.
So
we
were
internally
doing
this
as
soon
as
I
hired
Steven.
He
kind
of
took
it
over.
So
these
were
all
drawn
by
hand
by
me
one
of
my
earliest
incarnations
of
my
job,
and
you
know
it's.
While
the
format
is
improved
dramatically.
When
it
went
to
figma,
we
had
a
Professional
Organization,
do
it
and
then
Stephen
even
took
the
figma
to
a
much
further
level.
I
think
there's
this
isn't.
C
Right
yeah,
so
this
is
the
first
iteration
of
figma
that
that
agency
did
and
then
you
know
you
can
just
see
kind
of
making
a
little
bit
more
legible,
introducing
a
different
Legend
Style
again
the
zoom's
broken
on
this
view,
for
whatever
reason,
but
then
eventually
just
building
up
the
legibility
for
the
most
part.
But.
F
I
will
tell
you
what
I
think
is
the
most
important
thing
to
come
of
this
little
exercise.
Isn't
the
formatting
you
are
you
can
witness?
The
throughput
of
the
community
is
like
exploding
and
that's
really
what
we
want
right.
I
mean
if
we're
gonna
like
start
grabbing
market
share
from
competing.
You
know
blockchain
communities
we
all
collectively
need
to
be
able
to.
You
know,
walk
and
chew
gum
at
the
same
time.
F
So
that's
what
I
see
when
I
when
I
watch
that
Stephen
is
wow,
like
you
know,
because
this
isn't
just
enough
like
most,
if
not
all
of
you
you're
all
embedded
in
different
line
items
here,
right,
I
mean
I,
know
like
Denise,
you
and
I
worked
a
lot
on
yield
plus
and
others.
You
know,
and
their
smart
contracts,
yep
there's
more
contracts.
F
D
Agree
and
transparency
I
mean
that's
the
goal,
and
so,
when
Jeff
presents
in
a
week
or
two
you'll
see
even
further
transparency
of
what's
going
on
at
the
at
the
really
lowest
levels
of
the
Coalition,
the
Coalition
publishes
all
of
their
weekly
calls
not
that
everyone
wants
to
watch
another
video.
Some
people
do
watch
those
videos,
but
you
know
so.
You
can
watch
what
they're
deciding
and
how
they
have
their
conversations
and
soon
all
those
program
board
project
boards
will
be
live
as
well
and
and
I
think
those
are
are
done
tremendously.
D
Jeff
started
out
with
he
inherited
a
mirror
board
and
he's
put
them
into
GitHub
projects
as
well
and
I.
Just
think,
they're
a
lot
easier
to
view
and
look
at
and
they'll
and
we'll
we'll
show
you
that
in
a
week
or
two,
whenever
Jeff's
available
and
Jeff
and
Daniel,
if
you
two
can
arrange
that
that
would
be
great
again
it'll
be
five
minutes.
It
will
be.
You
know
a
good
45
minute
presentation,
it's
it's
five
minutes,
yeah.
A
Happy
to
add
that
to
the
agenda
I
found
today's
super
super
valuable.
Thank
you,
Stephen
for
sharing
and
and
yeah
looking
forward
to
seeing
more
more
of
this
type
of
things
things
so
yeah
I
mean
add
to
the
agenda
speaking
of
the
agenda,
anything
that
we
want
anything
special
for
next
week
or
are
we
gonna?
Should
we
go
go
back
to
our
shorter,
regular
update
or
is
there
anything
in
particular
that
you
guys
are
looking
for
feedback
on
that?
We
want
to
dig
into
do.
C
I
I
don't
think
specifically
for
this
group.
We
will
be
scheduling
some
meetings
around
some
of
those
PRS
that
that
I
mentioned
inside
of
the
product,
repo,
so
I
guess
for
those
who
are
interested,
you
can
take
a
look
at
those
PRS
and
if
you
do
find
yourself
invested
in
that
topic,
I'm
I'm
happy
to
send
you
an
optional
invite
to
perhaps
join
in
on
the
conversation.
D
B
I
would
say
that
it'd
be
nice
to
have
a
slot
to
discuss
some
of
the.
You
know
in-depth
technical
nature
of
of
some
of
those
topics.
I
know
you
said
individual
PR's
and
they
spin-off
or
whatever,
but
like,
for
instance,
the
P2P
rewrite
RFP
and
all
of
that
I
know.
Matthew
responded
to
it
in
some
of
the
channels
as
well,
but
it's
a
great
piece,
but
it's
not
what
the
people
on
this
phone
call
are
really
talking
about
as
part
of
it,
but
it's
different.
D
D
Kevin
Hefner
knows
the
P2P
piece
very
well:
they've
helped
us
write
the
RFP,
Stephen
and
Jeff
know
it
very
well
I'm
reasonably
knowledgeable
of
it
myself.
So
you
know
I
think
you
just
this.
The
people
on
this
call
could
have
a
very
good
discussion.
I
think
you'd
be
pretty
happy
with
the
outcome
of
that
we'd
I
mean
Kevin.
If
Jonathan
jessack
would
be
willing,
it
would
be
nice
if
he
might
be
willing
to
join
for
the
day.
That
hits
the
agenda.
D
D
B
D
B
I'm
gonna
keep
pushing
to
kind
of
have
this
Collective
love
it.
You
know
technical
I
mean
a
lot.
It's
awesome
to
have
great
processes
and
submissions,
and
all
of
that-
and
obviously
you
can't
fix
what
isn't
you
know
properly
in
the
pipeline,
but
so
much
gets
lost.
You
know
once
it
goes
through
all
of
that,
like
yeah,
that
that
peer-to-peer
RFP
that
was
an
interesting
all
of
us,
read
it
and
we're
like
oh
yeah,
that's
part
of
it,
but
not
at
all.
What
we
were
talking
about.
B
B
D
B
D
D
Be
great,
so
let
me
take
that
one
step
further.
Please
Michael!
Please
look
at
that
backlog
of
ideas
that
you
know
the
PRS
that
are
being
reviewed,
that
Stephen
talked
about
and
if
there's
one
you
have,
you
know
more
interest
than
the
other,
maybe
the
following
week
we
decide
we'll
have
a
discussion
on
that
or
something
and
we
can
always
we
won't.
D
And
you
know
this
is
a
really
good
engagement
portion
of
the
community,
so
we
can
have
some
of
those
discussions,
so
you
you
know
and
then
the
more
you
do
that
maybe
more
people
will
start
to
join.
It's
interesting.
You
know
I'm
glad
to
see
it
awesome
I've
been
here,
maybe
last
week's
call
made
them
feel
left
out
or
something
and
they.
E
D
This
this
will
keep
growing
more
people
saying
I
want
to
be
on
that
call
as
well,
because
there's
something
in
there
that
I
might
be
able
to
contribute
Theodore
or
you
know
at
least
get
my
stake
heard.
So
please,
please
do
read
through
those
PR's
and
see
if
there's
a
an
agenda
item
for
the
even
the
next
week,
afterwards,
yeah.
B
B
Say,
oh
I
was
gonna,
say
wax
puts
it
out
there.
You
know
because
I
mean
their
opinion
is
I,
don't
know
what
we
have
our
few
things
that
they
have.
But
then
the
BPS
are
the
ones
that
are
screaming
and
of
course,
wax
is
the
one
that
stresses
things
pretty
heavily.
So
it's
the
same
opinions
and
the
same.
You
know
you
know
coming
in
from
multiple
angles,
but
it's
it's
all
I
mean
these
are
yeah.
B
D
E
B
B
We
went
through
and
it
was
like
55
60
different
initiatives,
many
of
which
are
Way
Beyond,
my
pleb
status,
you
know
but
I.
You
know
we
commented
on
a
few
and
you
know
the
technical
side.
Obviously,
but
it's
a
your
diagram
did
a
great
job.
Those
lines
keep
going
and
going
and
spreading
out
and
multiplying.
C
E
Off
the
back
of
that,
it's
just
one
thing
I
want
to
mention.
That's
cool
I
was
I,
had
never
seen
this
chart
that
you
made
this
real-time
chart,
Stephen
and
I.
Think
that
you
put
it
in
a
way
that
it's
consumable
for
more
than
just
somebody,
that's
involved
in
the
project
and
I'm
sure
somebody
might
have
already
spoken
to
marketing,
but
we
need
to
get
this
kind
of
information
in
front
of
marketing.
So
you.
B
B
D
Bad,
no
I
think
that's
that's
a
good
point.
The
issue
is
from
the
day
we
launched
the
website.
It's
been
on
the
now
the
thing
that
I'm
not
completely
in
love
with
and
again
I,
don't
completely
I,
don't
own.
The
website
I
did
help
get
it
launched,
but
it's
the
very
bottom
of
the
technology
page
and
getting
to
the
technology
page.
D
You
have
to
click
on
the
core
pillars:
to
get
the
technology
drop
down
to
get
the
technology
page
in
which
you
have
to
scroll
all
the
way
to
the
bottom
to
see
the
roadmap,
and
you
know
if
I
were
the
king
and
I'm
not,
and
it's
not
that
Eve
didn't
want.
This
I
would
have
made
a
road
map.
You
know
you
know
button
right
in
the
now
have
so
you
can
go
click
roadmap
and
see
it
right
for
all
of
you
for
our
Tech
audience.
You
guys
love
that
you're,
like
yeah
roadmap.
E
I
want
to
go
to
the
next
level,
the
fact
that
you
go
to
a
website
and
have
to
go
to
a
page
and
scroll
anyway
and
click
any
button
I'm
talking
about
having
this
in
part
of
the
tweets
they're
having
it
as
part
of
the
conversations
you
know
and
like
I
said
Stephen,
it's
very
it's
very
consumable.
Now
you
can
see
it.
It's
not
just
like
a
it's.
Just
like
a
kanman
thing.
You.
D
A
B
E
C
E
D
Of
building
shows
throughput
and
it
shows
the
energy
I
mean
in
the
beginning,
we're
making
that
road
map
and
there
were
no
Engineers
on
the
team.
Believe
it
or
not.
I
just
wrote
about
it.
The
team
was
me
and
Eve
and
Zach
and
Brandon.
That
was
it
when
I
made
the
first
roadmap-
and
you
know
then
Jeff
and
then
eventually
Engineers
so
I
mean
there
were.
We
were
like
a
cat
with
a
very
fat
tail
in
the
beginning.