►
From YouTube: CI/CD UX Meeting 2019-12-06
Description
By-weekly CI/CD UX Team Meeting to go over important updates, discussion items, feedback, etc.
A
B
C
D
D
I
think
I
still
wanted
to
put
more
stuff,
but
it's
basically,
as
you
guys
know,
there's
like
an
engagement
survey
results
there's
like
some
areas
of
improvement,
so
I
think
the
idea
is
just
to
go
there
and
see
how
we
can
keep
improving
on
top
of
those
things.
Yeah.
If
you
haven't
done
it,
please
do
it.
D
Create
an
issue
creating
retrospective
and
feedback.
Oh
yeah,
this
is
another
one,
so
we
have
been
as
you
guys
know,
we
have
been
doing
the
review
sessions,
which
I
think
are
amazing.
I
mean
they
have
been
super
helpful
for
me.
So
it's
probably
the
same
thing.
It's
basically
the
same
thing
as
the
as
the
other
one,
just
kind
of
like
leaving
some
feedback
on
that
see
how
we
can
improve
that.
So
we
should
go
and
just
jump
in
into
that.
D
D
D
C
Yeah
so
I
dedicated
myself
to
one
issue
and
it
was
back
then
I
hadn't
looked
since
he
had
himself.
It
was
the
only
issue
that
did
not
have
a
dedicated,
sunny
and
I've
been
taking
on
that
issue.
My
intent,
however,
with
that
epic
was
that
I
was
going
to
propose
some
issues
to
it,
but
when
doing
or
at
least
you're
proposing
one
issue,
I
got
the
feedback
inside
of
that
epic,
that
the
scope
was
already
defined
and
preferably
we
should
not
add
new
content
that
is
ideally
would
be
delivered
inside
of
his
ethics.
C
You
know
time
scope,
so
it
is
kind
of
like
that.
The
the
effort
that
has
currently
been
defined
in
epic
is
seen
as
final
as
far
as
I
know,
and
there
should
be
not
be
new
items
and
and
as
all
issues
inside
already
are
either
completed
or
have
somebody
assigned,
there
are
no
new
opportunities
to
you
know.
Add
to
that
yet
and
then
a
big
splash,
no
PR,
yeah.
C
D
Out
of
it
got
it
so
perhaps
what's
going
on
is
that
when
like
when
he
sees
an
issue,
he
believes
he's
still
within
the
scope
of
it,
because
it
happens
all
the
time
like
it
happened
to
me
that
I
fix
something
and
that
Pro
that
broke
something
else,
so
that
becomes
like
a
new
beautifying
issue
that,
like
definitely
you've,
got
a
like
so
but
in
the
context
of
that,
and
perhaps
he's
also
I
like
critical
ones
that
we
missed
so
I
think.
The
conclusion
out
of
this
is
like
the
scope
is
pretty
well
defined.
D
I
have
a
couple
of
items
assigned
and
I
already
have
like
merch
like
five,
so
I
took
a
bunch,
but
maybe
what
Nattie
is
suggesting
here
is
that,
like
more
product,
designers
should
be
involved
on
contributing
and
I,
don't
know
if
there's
gonna
be
space
or
like
opportunities
for
most
for
other
product
designers
to
get
involved,
especially
within
the
current
scope.
So
yeah
I
think
this
is.
D
D
C
I
I
would
have
and
I
will,
but
perhaps
my
my
intention
was
to
perhaps
as
Jackie
as
she
joined
this
meeting
as
we
like
manager
to
see
like
to
give
her
first
opinions
or
expectations.
How
do
you
like
to
be
communicated
towards
in
terms
of
like
capacity?
What
are
your
expectations,
how
much
we
can
take
on
those.
C
All
right,
thank
you
to
facilitate
that
communication.
While
CI
has
been
doing
it's
actually
following
packaged
a
little
bit,
Thank
You
Ian
for
giving
us
the
idea,
so
even
a
set
up-
and
you
can
explain
more
about
it,
but
I
think
big
session
which
focuses
on
you
know
two
milestones
out
and
sort
of
the
current
upcoming
milestone
as
to
communicate
these
kind
of
efforts
and
climb
the
mountain
you
know,
including
whatever
stakeholders
are
necessary,
including
engineering
and
as
a
side
note
to
that.
E
C
Forgive
me
if
I,
don't
repeat
correctly,
there
is
an
opportunity
to
push
it
towards
mark
one
milestone,
but
it
is
quite
kind
of
hard
right
like
it
like
you,
you're
living
at
ourselves
and
is
but
I
do
feel
that
the
cadence
of
products
and
development
kind
of
this,
like
there's
a
dissonance
between
those
two
phases.
If
your
research
phase
takes
one
and
a
half
months,
but
a
product
phase
takes
either
one
month
two
months
whatever
it
like
it,
it
is
per
month,
let's
let's
say
that
it's
simplified
to
that
so
like
it
would
be
ideal.
F
And
and
I
would
say,
since
everybody
still
is
getting
their
feet
under
them
for
research,
you
would
be
safe
to
say
that
the
designer
is
gonna.
Take
research
on
it
will
probably
take
them
two
months,
because
it's
not
your
only
job
and
you
have
to
have
time
to
plan,
recruit
refine
the
plan
to
do
the
testing,
then
look
at
the
data
and
say
what
did
I
learn
and
that
takes
a
long
time
when
it's
not
the
only
thing.
That's
on
your
plate
to
do
so.
F
If
we're
looking
to
try
to
I
mean
they're
still
at
the
same
cadence,
but
at
least
it's
two
to
one
instead
of
like
one
and
a
half
to
one
so
that
that's
something
to
keep
in
mind
in
I
know,
everybody
on
this
call
has
been
working
very,
very
hard
to
align
their
activities
with
the
rest
of
the
organization,
but
research.
Just
it's
it
just
takes
time.
F
You
know,
and
you
can
do
it
in
a
month,
but
you
have
to
be
like
precision
almost
like
a
robot
to
be
like
I
know
exactly
who
I
mean
I
know
exactly
what
I
need
to
talk
about?
What
the
questions
are,
how
to
word
them
when
I'm
gonna
do
this
I'm
gonna
do
them
all
in
like
three
days
and
then
I'm
gonna,
look
at
all
the
data
in
a
week
and
and
come
up
with
a
report,
it's
hard
to
do
that
when
you
also
have
other
activities
to
do
yeah.
D
The
research
plan,
like
you
know
like
even
like
when
you're
interacting
with
your
p.m.
I,
mean
like
I,
know
that
my
p.m.
sometimes
like
suggest
like.
Why?
Don't
we
do
a
survey?
Why
don't
we
try
to
do?
Let's
just
keep
this
solution,
validation
and
then
I
just
ride
this
thing
you
know
so
and
I
think
I'm
your
Apple,
your
mileage,
very
think
that
sense,
so
I
think
I
think
it's
interesting
because
I
think
I
can
scope
and
I
can
like
make
sure
pretty.
Well.
D
So
I
don't
know
like
what
I
have
been
doing
with
my
PMS.
Is
that
I
meet
with
them
and
then
like
we
go
actually
Lori
and
I.
We
just
came
from
that
meeting,
so
we
go
through
what
we
testing
am
I
and
James
p.m.
for
testing.
So
we
go
through
all
the
now
I
work,
full
items.
So
what's
on
solution,
watching
problem
validation,
Watson
solution,
validation,
what's
on
design
and
then
that
basically
Cadillac
allows
us
to
see
like
where
we
stand
in
terms
of
milestones
like
what
we're
working
currently
on
12
seats.
D
What's
gonna
happen
on
12
7,
what's
gonna
happen
on
12
8
I'm,
not
sure
that
that's
still
solving
the
problem
of
like
communicating
capacity,
which
is
what
I
think
that
is
trying
to
like
salt
here
but
yeah
I
think
I.
Think
from
what
I
heard
like
we
should
come
up
with
showing
baselines.
So
you
know
if
there's
not
a
full
research
expect,
at
least
at
least
one
and
a
half
miles
I'm
gonna
be
conducting.
The
research
expect
two
milestones.
You
know
and
I'm
working
backwards
from
that.
You
know
right.
C
Yeah
I've
been
on
the
baseline,
which
is
them,
but
let's
say
it's
1/2
months
right,
so
I've
been
discussing
with
Nadia,
like
the
possibility
of
so
we
now
have
one
theme
to
say
like
alright,
we
do
research.
If
we
only
do,
we
do
not
do
research
and
if
you
do
research,
it's
one
and
a
half
months,
which
is
I.
C
Think
like
a
lot
of
product
designers
have
spoken
and
they
will
take
a
lot
of
shortcuts
in
order
to
do
their
research,
so
they
will
do
a
quick
interview
with
a
friend
they
know
of
which
is,
for
example,
of
Devlin's
engineer
and
based
on
that
they
will
say
all
right.
This
is
like
it's
kind
of
researched.
The
fidelity
was
super
low,
but
yet
has
been
like
it
has
been
researched
or
we
do
a
quick
usability
study
or
like
which
is
async.
C
Instead
of
meaning
to
be
sync
and
having
to
you
know,
document
all
the
all
evita,
so
I've
been
wondering
about
this,
because
when
do
we
say
something
is
validated.
When
do
we
argue
something?
Has
you
know?
We
have
enough
confidence
in
that
we're
choosing
the
right
direction
and
what
is
the
right
choice
based
on
which
kind
of
you
know,
which
kind
of
can
we
lower
to
fidelity
as
much
as
possible?
So
we
can
get
results
within
two
days
and
move
on
yeah.
C
F
Still
need
to
talk
to
more
than
one
person
that
that
makes
me
really
nervous
to
hear
Dimitri
that
some
people
are
doing
it
that
way,
because
that
is
making
a
really
nice
place
for
a
lot
of
assumptions
to
live
and
if
they're
the
right
assumptions
you're
great,
you
made
the
right
assumption.
You
can
refine
and
no
one
will
have
pain,
but
if
you've
made
the
wrong
assumption-
and
you
spend
time
developing
that
wrong
assumption,
it
will
cause
pain
so
and
I
do
get
the
other
piece
of
this.
F
Is
we
don't
have
all
the
time
in
the
world?
We
can't
do
a
quote-unquote
proper
study
every
time,
and
not
necessarily
should
you
either,
but
you
gotta
talk
some
more
than
one
person.
I
talked
to
three,
if
you
can't,
if
you
can't
do
five
talk
to
three
and
try
to
vary
up
those
three
people,
don't
talk
to
the
same
three
people
from
the
same
place:
earth
with
the
same
role
or
the
same
experience
level
try
to
get
a
little
bit
of
a
difference
from
them.
F
After
talking
to
three
people,
if
you
still
don't
feel
confident
that
you've
got
enough
of
a
theme
going
on
to
make
decisions,
guess
what
you're
gonna
have
to
talk
to
more
people,
and
that
just
happens,
it
happens
to
me
all
the
time.
I
talk
to
eat
people,
everybody
had
something
different
to
say
great.
F
So
now,
maybe
we
do
a
survey
because
I
need
more
than
another
eight
people
to
give
me
answers
on
this
thing,
but
in
and
that's
kind
of
where
the
art
of
it
comes
in,
and
the
science
kind
of
takes
a
backseat
because
you
have
to
you
have
to
have
a
gut
check
of
do.
I
feel
confident.
This
is
this
button
supposed
to
go
there?
Can
people
find
it
and
those
three
people
I
talk
to
you
and
they
find
the
button.
F
Do
they
know
what
it's
gonna
do
if
they
can
find
it,
and
they
know
what
it's
going
to
do,
then
that
is
some
good
confidence
for
you
to
put
that
button
right
there,
a
name
like
that
that
label
that
you
wanted
to
name
it
if
they
don't
you're
gonna,
have
to
go
and
find
out.
Why
that?
That's
not
working,
and
you
don't
have
enough
data
to
do
that
at
that
point,
we're
going
for
people!
That's
why
I
just
I'd
say
for
you
guys
for
all
of
the
designers,
give
yourself
two
months
to
do
your
solution.
F
E
There
isn't
I,
don't
think
a
prescriptive
like
it
should
take
two
months,
because
that's
it
could
be
so
the
box,
those
things
into
you
know,
because
now
it's
gonna
be
like.
We
just
need
to
do
this.
One
little
quick
thing
over
here
talk
a
few
people
about
this
very
specific
button.
Does
it
go
here
here
at
this
label
right
like
committing
two
months
of
that
might
be
scary
to
opium
versus,
like
you
know,
we're
thinking
about
this
new
feature?
Should
it
have
this
this
this?
This
right?
That's
like.
E
Okay,
it's
worth
investing
two
months
in
that
so
I
think
like
what
very
helpful
for
for
us
is
that
we
just
started
talking
about
research
things
in
the
same
flow
that
we
talked
about
everything
else.
You
know
like
issues,
you
know
we
rather
than
like
segmented
out
as
something
else.
It's
it's
like
everything
else.
It
requires
planning.
It
requires
grooming,
some
things,
you
do
big
things
for
some
things.
You
do
small
things
for
some
things
or
a
survey.
Some
things
are
full-on.
You
know
exercise
and
a
thing
again
going
back.
E
F
D
Issues
that
are
like
very
well
validated
already
like,
but
that
I
have
some
issues
that
have
like
a
lot
of
community
contributions,
and
they
have
like.
The
problem
is
super
clear,
like
there's
areas
where
we're
doing
basically
catch-up
in
terms
of
like
feature
parity
like
against,
like
older
competitors
like
I
can
say
in
my
in
in
in
see
I
see
like
there's,
we
have
like
very
clear
competitors
like
Jenkins
that
have
like
certain
features
like
we
know
that
are
like
important
for
us
to
have
it's
just
more
like
it
matter,
so
I
think
that
sense.
D
F
Would
I
would
even
argue
one
for
those
things
that
are
very
clear
and
very
prescriptive.
You
may
not
even
need
any
validation,
research,
it's
something!
That's
already
been
being
used,
another
product
people
who
exactly
spelled
about
how
they
want
it.
Do
it.
You
don't
have
to
run
everything
through
the
validation,
yeah.
D
But
sometimes
PMS
like
they
are
not
entirely
sure
like
they
have
like
this
thing,
which
it's
pretty
important
in
their
mind,
and
then
they
have
this
other
thing,
which
is
all
supreme
plan
and
then,
like.
Maybe
those
two
items
are
pretty
well
validated
in
terms
of
like
that's
the
market
and
existence
and
everything.
But
now
they
I
have
travel
travel
like
prioritizing
and
where
we
want
to
help
them,
at
least
with
some
sort
of
like
I.
Don't
know
why
it
will
be
the
best
method
or
like
metal
ology
to
like
approach
that.
D
B
Wondering
if
this
is
more
like
a
push
back
to
the
p.m.
as
a
p.m.
I
would
love
for
Mike
like
no
Jackie.
Do
your
job
and
research,
your
market,
because
I
feel,
like
your
yeah,
that's
putting
a
lot
of
burden
on
the
design
and
research
team
to
say
what
the
market
is
when
I
should
be
able
to
call
that
ball.
Yeah.
F
And
we
don't
do
that,
like
that's,
not
our
space,
we
are
not
market
researchers
and-
and
we
don't
want
to
define
where
the
products
should
go.
We
want
to
help.
You
define
how
it
should
be.
So
we
look
at
the
product.
We
look
to
the
product
managers
to
help
us
understand
where,
where
it
needs
to
go
and
we're
gonna
help,
you
get
there
I
think.
B
We
should
be
pretty
complimentary
and
that
discussion,
so
if
I
ever
am
kind
of
spliced
on
priority,
because
everything
feels
like
a
number
one
I
would
likely
look
to
design
as
a
partner
to
be
like.
Hey
am
I
losing
my
mind
or
do
we
feel
like
they
either
benefit.
That's
more
benefit
from
this
more
in
this
implementation
style,
but
I
guess
it
does
depend
on
the
issue
in
general,
I
I.
Think.
The
solution,
though,
is
to
be
more
forward
and
transparent
with
your
p.m.
to
let
them
know
that
you
can't
prioritize.
D
D
What's
your
own
capacity
and
then
be
mindful
about
communicating
that
to
your
PM's,
because
I,
don't
think
our
PM's
understand
that
very
well.
So,
like
it's
more
a
matter
of
communication
like
communicate
to
your
p.m.
like
this
is
what
I
can
do,
this
milestone
and
I
think
that
should
be
able
to
start
I
am.
D
C
Consider
this
separate
question
its
kind
of
related
to
the
topic
in
this
case,
and
so
in
the
past
you
know
we
have
trekked
our
research
efforts
like
has
this
been
validated
or
not
like
a
certain
amount
of
things
that
you've
elevated
in
order
to
say
like
hey,
this
OPR
was
effective,
yes
or
no.
The
thing
is
we,
for
example,
hey
has
this
issue
been,
has
had
a
lot
of
feedback
from
the
community.
If
we
say
like
the
the
fidelity
of
validation,
we
can
say
all
right.
C
While
a
community
issue
like
community
Commons
can
like
it's
very
little
effort
to
get
that
feedback
from
so
the
the
question
I
would
like
to
ask,
because
that
OPR
is
no
longer.
You
know
irrelevant
to
our
current
state
is
in
order
to
track
our
success
with
validation
versus
non
validated
issues.
How
do
we?
C
How
do
you
perceive
something
as
being
validated
and
do
we
count
against
like
alright?
These
features,
based
that
we're
successful
were
actually
based
on
research,
and
these
were
not
like.
These
were
based
on
very
little.
In
fact,
these
four
based
on
all
of
those
had
a
lot
of
impact,
but
also
a
lot
of
effort
into
them
like
to
research.
What
was
right
is
there
a
value
in
that
like
I'm
wondering
about
that,
even
though
the
OPR
is
not
no
longer
valid,
I.
E
Used
to
wreck
when
we
had
Valerie
as
our
UX
manager
I
always
liked
her
approach
to
that
it
was
that
70
percent
confidence.
Now
that
may
be
an
arbitrary
number
and
that's
almost
impossible
to
qualify
what
70
percent
confidence
is,
but
that
was
her
take
on
it
that
anything
above
70
percent
confidence
you
don't
need
to
test
anything
below
that
probably
do
need
to
test
and
I
think
what
really
is
meant
by
that
is.
You
know
like
if
you're
unsure
of
it,
you
need
to
test
it.
E
So
going
back
to
answer
your
question
to
me,
true
to
me:
I,
don't
think
it
matters
how
much
effort
it
took
to
get
there.
We
just
need
to
be
there
right.
I
think
that
should
be.
The
goal
is
attaining.
What
in
70
percent
is
probably
just
a
made-up
number
right,
attaining
whatever
level
confidence
we
feel
like
we
need
to
achieve
so,
whether
that's
you
know
a
12
second
conversation
with
your
buddy
or
that's
a
four-month
research
effort
like
it
doesn't
matter.
What
does
matter
is
getting
above
that
confidence
level,
yeah.
C
Totally
understand
that-
and
my
intention
with
this,
perhaps
now
that
you
stay
a
bit
like
that,
is
that
so
we're
building
our
trust
fund,
basically
right.
We
mentioned
with
the
rest
of
the
organization
that,
if
we
can
say
because,
like
another
way
to
say,
is
like
we
are
not
able
to
for
every
issue
to
say
all
right,
we're
always
going
to
be
above
70
percent
like
safety
issues
that
we
want
to
implement.
But
if
we're
below
that
would
require
research
to
be
done.
We
do
not
have
like
an
infinite
amount
of
availability.
C
To
do
actually
do
that
research
right.
So
then,
there's
going
to
be
a
choice,
but
I
would
say
that
you
know
the
we
can.
We
can
communicate
in
the
long
term
towards
the
rest
of
the
organization
that
hey
we
are
making
considerable
returns
on
investments
on
issue
that
have
been
validated.
We
need
more
people
to
do
them
and
in
that
way,
tracking
validation
efforts
properly
would
be
very
valuable.
C
Well,
if
we're
just
going
off
and
doing
whatever-
and
we
could
happen
so
that
hey-
we
only
allow
for
issue
that
we
are
something
percent
higher
on
confidence.
But
then
the
hard
issues
won't
be
tackled
because
we
cannot
like
there
will
only
be
a
small
amount
of
hard
issues
that
we
can
get
in.
Well,
those
do
offer
the
best
return
on
investment
potential.
D
Yeah
that
those
things
makes
a
lot
of
clients.
I
think
this
is
definitely
a
larger
issue,
so
I
can
shortly
let's
wrap
up
here,
but
let's
definitely
make
a
note.
So
we
to
talk
more
about
these
in
the
next
one,
because
I
think
there's
more
things
to
explore
here,
all
right
so
jumping
onto
the
next
one.
How
often
do
we
as
product
designers,
join
user
interview
sessions
with
Lori
now?
Do
you
say
that
she
has
been
in
a
couple?
It's
mostly
luring
her
and
yeah.
D
So
like
she's
curious
about
that,
I
know
that
like
well,
I
did
a
problem.
Validation
with
Laurie
and
I
tried.
I
really
tried
to
go
to
most
of
the
calls
that
she
had,
and
that
was
super
helpful,
but
I
haven't
had
like
more
research
with
her
lately
so
yeah
curious.
Maybe
Laurie
can
talk
about
first,
like
talk
about
these
first
like.
Why
is
this
valuable
and
why
like,
we
should
be
there
and
yeah?
Maybe
you
guys
can
like
try
me
after
that
yeah.
F
F
Why
I
also
prefer
to
have
the
product
managers
there
too,
because
they
do
have
that
deep
product
product
knowledge.
So
they
can
help
me
to
understand,
maybe
somehow
to
think
that
the
person
just
said
or
they
can
provide
other
questions
that
I
can
ask.
So,
from
my
perspective,
it's
valuable
to
have
you
guys.
There
I
also
know
that
I
live
in
America
and
sometimes
I
have
sessions
in
the
afternoon
that
nobody
else
can
come
to
and
I
always
apologize
for
that.
F
My
current
state
of
my
calendar
is
I,
have
about
4
to
5
hours
of
meetings
every
morning,
so
when
I
have
sessions,
I
can
only
have
them
in
the
afternoons
which
I
know
ok,
CNN
Demitri
out
by
default,
because
I
wouldn't
want
anybody
up
that
late
too
much
and
he
used
four
sections.
So
when
I
can
schedule
them
in
the
morning,
I
will
because
I
know
I
can
capture
everybody
on
the
phone
call
when
I
can
do
that,
but
I'm
also
the
mercy
of
the
participants
too.
If
they
can't
make
it
in
the
morning,
then.
A
You
think
it
could
be
valuable
if
we
can
find
one
of
those
magic,
special
interviews
that
are
actually
in
the
morning,
for
you
and
in
our
afternoon
you
could
invite
all
of
us
and
we
could
kind
of
have
a
panel
session
that
could
be
a
fun
learning
opportunity
with
Nadia
actually
see
how
you
do
it
and
then
maybe
a
follow-up
where
we
can
ask
you
questions
about
why
you
did
things
one
way
or
would
that
it
would
that
be
interesting
to
anybody
else
and
Lori?
What
what
do
you
think
about
that?
I.
A
F
Have
a
problem
with
it:
we
have
a
UX
research
calendar
in
Google,
I
think
it's
called
UX
research
and
you
can
find
it
and
put
it
on
your
calendar,
so
anybody
who's
doing
research
should
be
putting
adding
that
calendar
to
the
invite.
So
everybody
can
see
that
there's
research
happening
because
it's
open
to
the
whole
company.
If
anybody
wanted
to
pop
in
and
and
watch
but
yeah
I,
don't
I
don't
have
any
any
currently
scheduled
because
no
we're
going
into
the
December
time
for
Christmas
but
January,
maybe
I,
don't
probable
that
at
all
yeah.
A
D
D
when
they
join
you,
but
we
have
work
more
context
of
like
the
product
or
like
specific
features
or
things
that
the
customer
is
saying,
and
then
we
can
actually
make
that
conversation
like
more
meaningful
and
extract,
or
information
and
I
have
done
it
with
Lori
and
like
actually
like
you,
don't
even
need
to
chime
in,
like
you
just
like
read:
does
it
pretty
well,
she
she
opens
up
a
slack
group,
whatever
you
want
to
call
it,
and
then
you
send
the
questions
over
to
Lori
and
Lori
asks
on
your
behalf.
Laurene,
that's
yeah.
D
D
So
I
think
yeah
I,
think
the
action
item
from
DC's
join
those
sessions
and
try
to
participate
like
in
whatever
way
you
want
to
participate,
maybe
with
the
method
that
I
just
described,
because
it's
very
efficient
and
then
like
try
to
get
more
information
out
of
that
alright.
So
moving
on
to
the
next
one,
so
contribute
2020.
You
actually
I
see
the
get-together
plan,
so
I
don't
know.
First
of
all,
did
you
guys
already
booked
your
flight?
I
know
the
deadline
was
December
1st,
so
I
hope
you
did
so.
D
D
A
C
D
F
D
C
D
Amazing
yeah,
it
seems
that
the
it
seems
that
the
the
Saturday
thing
is
not
happening.
So,
let's
maybe
on
the
next
one,
let's
plant
something
for
Sunday
and
you
know
it
seems
that
everyone
is
gonna,
be
on
Sunday
early.
So
maybe
there's
like
some
opportunity
to
meet
on
Sunday
Eve
right,
so
I
think
that's
yeah
I.
C
D
D
A
A
Can't,
oh
sorry,
I
think
I
interrupted
everyone.
No
wow
I
personally,
like
it
every
other
week,
because
on
opposite
weeks
is
when
I
sync
individually
with
all
my
team
members.
So
having
to
add
this
on
top
every
week
would
be
really
difficult
for
me,
especially
for
the
full
hour.
Is
it
kind
of
intersects
that
one
time
zone
where
I
can
talk
to
everybody
on
my
team
yeah.
D
I
agree,
I
think,
okay,
so
first
of
all,
we
also
have
the
review
session
and
that's
like
next
weeks
like
we
have
like
reviews,
review
session
review
session,
and
then
we
have
weekly
meeting
bi-weekly
mean
by
with
the
meeting
right,
so
I
think
we're
actually
as
a
as
a
team
we're
already
we
keep
meeting
like
every
week,
so
I
think
for
now.
We
just
keep
it
like
that.
Let's
allow
2019
to
wrap
up
and
then
like
when
2020
comes,
maybe
new
like
we
can
reconsider
these.
So
for
now.
C
D
C
A
F
D
E
Probably
best
just
to
move
this
to
next
week
when
nadia
is
here,
it
was
really
a
question
for
her
I
saw
that
she
created
that
she
created
the
team,
and
then
she
had
a
two
projects,
one
per
team
and
then
one
is
called
C
ICD
testing
project
and
it
sounded
like
this
is
where
we're
gonna
do
a
test
bed,
but
I
really
just
want
to
know
like
if
there's
any
plans
with
her.
If
this
was
just
a
general
display
space,
what
we
were
gonna
do
with
it.
E
D
That's
perfect,
so
so
just
one
more
thing
that
I
would
like
to
mention.
So
it's
December
there's
a
lot
of
holidays
coming
like
New,
Year's,
Eve
Christmas,
all
that
stuff,
probably
you
guys
have
plants
around
that
and
so
nope.
Some
of
those
dates
like
fall
around
our
meeting
times
or
whatever
so
I
think
would
be
good
idea.
D
If
you
have
plants
around
that
to
just
put
in
your
time
off
already
you
haven't
I
haven't
I
have
to
do
that
and
I
probably
gonna,
take
like
some
days
on
the
Christmas
week,
because,
based
on
that,
we
might
need
to
schedule.
/
cancel
some
of
these
meetings,
so
yeah.
Please
do
that
because
I
don't
think
that
was
included
in
the
agenda,
but
I
think
it's
important
to
mention
that
part.
D
A
An
active
PTO
so,
as
you
can
see
like
here's,
the
PTO
for
everyone
upcoming
and
then
we
just
have
internally
as
a
team
like
when
you've
accomplished
your
PT
Onis,
it's
your
responsibility
to
remove
it
off
of
the
agenda
and
that
way,
just
everyone
kind
of
knows.
What's
coming
up,
it's
really
handy
I,
don't
know
if
you
all
want
to
do
that
as
well.
But
can
you
repeat,
I
have
no
idea
what
yeah.
C
A
D
Strengthening
is
there
a
way
to
actually
like
just
food
like
upcoming
PTU
or
maybe
like
a
deep
link
to
I'm
just
right.
This
is
possible.
We
kind
of
cool
if
it's
possible,
by
a
clip
to
us
lock
that
already
has
the
ninja
command,
so
you
can
just
check
it.
That
person
is
out
or
not
I,
don't
know
whatever.
Okay.
C
You
can
check
that
with
pto,
but
it
would
be
nice
if
the
if
there
was,
for
example,
just
like
I
think
we
do
ninja
is
great
but
yeah.
It
doesn't
yet
offer
a
lot
of
visibility.
Others,
let's
be
dedicated
to
a
certain
agenda
amount
of
participants
like
that
would
be
creative.
We
can
do
something
like
that.