►
From YouTube: Verify & Release By-weekly UX Meeting | 20th March 2020
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
B
C
C
Strategic
strategic
works
and
one
of
the
items
that
Nadia
added
there
was
competition
analysis,
so
for
us,
the
dip
dive
to
understand
the
competition,
something
that
helps
us
drive
or
design
decision
so
be
more
informed
about
fitness,
and
we
already
doing
comparative
analysis
on
release
management,
mostly
as
product
managers
responsibility,
so
my
first
disclose.
My
first
item
is
that
I
want
to
just
highlight
importance:
the
importance
of
finally
new
agency
for
or
the
right
group
and
the
process
I'm
going
to
talk
about
here.
C
It's
not
like
prescribing
anything
to
tear
folks
but
I
want
to
just
highlight
the
learnings
and
the
process
to
see
how
you
know
picture
to
literally
share
the
qualities.
I
understand
competitive
analysis
is
something
that
it's
not
the
uxm
responsibility
unless
we
were
talking
about
competitive
analysis
from
my
ey
point
of
view,
but
when
it's
business
and
its
strategy,
it's
something
that
yen's
need
to
conduct.
Actually
they
own
this
on
a
handbook
page.
C
If
you
go
to
the
to
the
sections
of
each
state
group,
that
information
is
there
and
I
think
we
can
leverage
from
that
that
information
in
those
insights.
So
that's
why
I
want
to
be
talking
a
little
mix
them
today.
So,
yes,
a
process
as
it
is
today.
Jackie
performs
comparative
analysis
to
understand
the
feature
sets
and
the
user
experience
of
our
competitors
and
she
documents
the
analysis
on
an
epic
so
Eileen
here.
Actually
let
me
share
my
screen,
so
that's
actually
yeah
that
actually
looks
really
cool.
C
Let
me
share
here:
okay,
folks
see
the
notes
yeah,
so
she
shares
and
she
documents
in
an
epic.
So,
for
example,
there's
a
video
to
explain
all
this,
but
this
table
it's
for
main
competitors
for
release
management
and
reduce
orchestration,
and
she
already
needs
the
competitive
analysis
for
each
of
these
tools
and
here's
the
criterias
that
she
find
important
in
rate
as
in
the
week.
The
sweet
lab
has
automation
deployment
or
is
a
desk
centric
product?
C
Yes
or
no-
and
it's
listen
here
so
this
is
where
it
lives
on
the
plan
and
currently
she
just
finished,
while
working
on
the
Mozilla
labs
as
Excel
to
comparison
and
she
documents
each
finding
for
each
criteria
in
a
different
issue
within
the
epic.
So
let
me
open
up
one
here:
oh
hey,
Jackie
I'm,
explaining
a
word
so
please
feel
free
to
jump
in
that
incorrectly.
D
C
And
one
thing
that
we
did
when
was
super
interesting
was
to
record
a
walkthrough,
so
I
asked
Jackie
to
next
time.
You
do
a
comparison.
Honey
go
through
the
product,
please
report,
because
I
want
to
see
what
you're
thinking
about
and
what
you
find
interesting
important
is
that
yeah
I
love
reading,
but
we
know
that
you
get
staring
at
some
point
idiot
lab.
So
video
was
awesome,
we're
going
out
here
to
document
not
just
the
competitive
analysis,
but
also
Jackie's
thinking,
and
we
also
discussed
how
this
process
works.
So
there
is
also
documentation
on
that.
C
But
another
thing
I
wanted
to
highlight
here
is
that
all
this
insights
they
get
translated
into
the
competitive
landscape
pages
on
a
plan.
So
if
you
go
to,
for
example,
I
know
progressive
delivery,
nurse
trains-
you
should
have
something
similar,
because
your
p.m.
is
writing
this
information
and
start
there,
and
also
we
have.
If
you
want
to
look
these
papers
on
that
Fox
to
comparison,
you
can
see
all
the
information
in
this
case
for
Xavier
labs,
for
the
features
that
they
have
compared
to
what
people
and
has
what
is
supported.
C
I'm
chatting
would
not
get
also
to
gain
her
insights
for
technical
insights,
but
from
our
user
experience
point
of
view,
and
next
steps
is
just
really
look
at
what's
next
for
us
and
see
what
can
we
iterate
with
those
learnings
for
the
issues,
they're,
open
or
issues?
That's
that
we
long
believed
in
ux,
r
e
science,
etc.
D
Something
that
I
really
loved
about
this
process
in
collaboration
with
design
is
I,
don't
ever
want
to
be
in
a
feature
war
with
a
competitor
I
want
to
solve
the
problem,
not
repeat
the
solution.
That's
the
that
the
competitor
has
and
Iona
has
a
lot
of
strengths
and
kind
of
creatively.
Looking
at
how
to
connect
our
application
in
an
end-to-end
way
to
solve
a
problem.
That's
ZB
Labs
is
solving
in
a
very
straightforward,
but
also
ultra
custom.
D
Nice
way,
so
sepia
Labs
is
really
customizable
and
it's
very
flexible,
close
quote
because
you
could
to
build
it.
However,
you
want
it,
whereas
our
tool
is
meant
to
not
have
some
forced
workflows
and
to
be
sustainable
and
scalable
and
effective
and
efficient
for
each
user,
so
I
loved.
Having
that
conversation
from
a
design
perspective,
because
I
was
able
to
bring
hey
in
my
experience
as
a
market,
this
is
what's
being
solved
by
zvo
labs
and
then
I
own
I
was
able
to
complement
that
with
a
well.
C
I
find
it
very
valuable
as
well,
because
I
can
get
the
business
perspective
right
if
I
conduct,
for
example,
comparative
analysis
and
the
elapsed,
I
would
most
likely
only
focus
on
the
UI
UX,
and
that's
only
one
of
the
flavors
of
this
analysis
so
that
going
back
to
my
first.
My
initial
point
I
think
this
is
a
partnership
process
that
we
cannot.
You
say
here:
designers
are
not
responsible
for
competitive
analysis
or
just
en.
We
need
to
have
find
a
way
to
kind
of
like
do
this
Tooley
Street
process
I.
C
Think
in
general
fur
is
very
organic,
because
I'm
curious,
so
I
asked
Jackie
to
include
everything,
and
let
me
see
what
said:
what's
the
next
step?
Yeah
I
just
want
to
talk
a
little
bit
about
what
works
for
us.
I
think
what
really
worked
was
a
deep
dive
on
Jackie's
process
to
understand
what
she's
looking
at
and
how
you
know
like
how
much
time
does
it
take
for
you?
Where
did
what
you
read?
C
It's
super
helpful,
for
example,
when
I
maturity,
page
that's
updated
for
when
Jackie
makes
an
update
on
the
original
strategy
or
the
competitive
landscape
that
relates
to
any
wax.
And
you
know
everything
relates
to
the
user
experience
I
involved
in
the
review,
or
at
least
I'm
there
just
to
check
what's
changing,
because
maybe
this
competitive
analysis
that
she
did
now
might
be
different
very
relevant
in
six
months
time.
C
So
it
makes
important
to
stay
in
the
loop
and
to
consider
what's
next,
all
the
time
and
I
hadn't
here
some
of
the
things
that
we
need
to
consider
that
I
think
we
can
get
better
at
it's
for
me
using
the
competitors
products.
I
we
have
a
local
instance
for
Deidre
and
I.
Try
using
that,
but
again,
if
I
don't
have
the
use
cases
for
it,
I
don't
have
specific
workflows.
I
should
be
looking
at
me,
so
Mike
the
goals
need
to
be
very
well-defined
for
the
best
that
we
want
to
eat
these
fibers
I.
C
Think
for
this,
and
this
is
something
that
we're
already
looking
at
what
investigate
specific
work,
clothes
that
would
find
it
important
to
the
product
and
learn
from
our
competitors.
For
example,
we
talked
about
how
CB
allows
us
the
ten
relates
formally
since
so
will
be
awesome
to
make
more
granular
investigation
on
tools
and
capabilities
once
we
get
to
the
point
where
yeah
now
this
is
something
interests
you
might
look
at
that
offering
so,
but
I
think
that
moving
forward,
it's
yeah
just
about
keep
doing
what
we're
doing
and
getting
more
complex
case.
C
We've
been
looking
at
the
application
from
someone
else's
point
of
view.
It's
so
much
more
palpable,
like
from
a
product
manager
or
Jackie
used
to
be
releasing
these
management's
as
well
right
in
the
past.
So
it
brings
more
context.
We
just
do
need
a
device
evaluate
now.
Please
questions,
chef
poppy
poppy.
D
C
Think
everything
that
I
own
information
that
I
consume
so
far
its
value
in
the
process
itself.
I,
don't
think
that's
anything,
but
maybe
you
can
look
into
how
do
we
keep
track
of
the
next
steps?
For
example,
I
know
that
you're
evaluating
all
this,
but
what
are
the
other
things
that
you're
planning
for,
for
example,
different
tools
right
and
where
are
you
at?
So
that's
by
the
time
it
comes
soon.
For
example,
information
about
ZD
elapsed,
I
am
in
power
to
jump
into
the
next
ones,
with
more
context
that
makes
sense.
Yeah,
that's
helpful.
B
Yeah,
so
thanks
Hannah
for
walking
through
that.
It's
only
initial
idea
for
like
oh,
why
we
decided
to
bring
this
up
as
well.
Today,
I
really
like
this
pairing
off
of
p.m.
and
you
asked
like
I,
feel
like
that's
a
really
nice
example
of
like
a
strong
collaboration
there,
one
looking
into
the
competition
because
I
feel
like
there
is
a
lot
of
ideas
can
be
for
us
taken
as
a
product
designers
for
one
find
somebody's
other
solutions
and
let's
see
what
works
better
or
worse,
what
works
worse.
Iconium
did
similar
thing
with
with
that.
B
Runner-Runner
calm
analysis.
Maybe
that's
also
another
for
another
time
to
showcase
how
you've
done
through
the
process,
because
you
also
have
a
special
approach
there
you,
you
create
the
flows,
you
could
come
over
the
user
flow,
so
it
would
be
really
nice
and
as
maybe
for
the
next
meeting
to
show
there
as
well.
So
basically
I
really
like
this
example
or
as
a
collaboration,
and
it
would
be
nice
yeah.
C
C
It
doesn't
have
to
be
perfect,
but
if
you
can
have
any
more
insights
on
what
they're
looking
at
and
what
kind
of
you
know
the
rationale
they
had
behind
the
content
that
they
update
uploads
to
to
the
handle
I,
think
that's
palpable,
because
the
hand
look
that's
updated
so
often,
but
I
find
the
process
or
the
taking
me
honey.
It's
much
more
interesting
because
it
gives
you
more
perspective
on
how
I
can
collaborate
with
you
right.
So
if
I
know
that,
for
example,
Jackie
it's
a
very
interested
in.
C
E
E
Parador
research-oriented,
I
don't
know
why,
but
that's
I,
but
I
have
been
doing
that
for
a
while,
which
is
kind
of
funny
when
I
work
at
AWS,
I
was
doing
quote
pipeline
and
I
will
go
and
look
at
each
lap.
You
know
to
see
what
they
were
doing
and
I
was
like.
Oh
I
like
these
and
I
will
leverage
ideas
that
gillip
was
doing
and
I
mean
one
of
the
reasons
why
I
applied
to
get
up
was
because
I
actually
liked
a
lot
of
doing.
E
D
What
you're
saying
one
their
vulnerability
here?
It's
really
good,
as
a
product
manager
I've
been
coached
to
to
always
not
take
the
solution
that
our
competitors
using
at
face
value,
because
you
have
no
idea
how
they
arrive
there,
but
when
I
got
it
from
a
design
perspective,
you're
almost
consuming
it
as
a
first
hand,
user
and
luckily
hey.
This-
is
my
subjective
evaluation
of
this
as
a
first
hand
user,
whereas
for
a
product
brand
I'm
like
I,
don't
want
to
be
a
copycat
exactly
it
really
isn't
about
being
original.
It's
about.
How
does
this?
E
Really
good
criteria,
okay,
so
so
something
that
I
will
do
a
lot
in
my
process.
Is
that
I,
like
I?
Do
this
I'd
love,
but
I
will
do
this
in
the
past
as
well,
is
go
and
look
like
I,
don't
know
hacker
new
strats
where
they
are
talking
about
CICE,
you
know,
and
then
people
start
saying
what
I
love
about
Jenkins
is
that
Jenkins
allows
me
to
do
these
I
love?
What
about
CVS?
That
TV
allows
me
to
do
this
and
then
I
also
care
like
dig
in
deeper
into
that.
E
F
D
E
That's
a
great
question,
I
think
I.
Think
that's
one
of
the
other
reasons
why
I
eat
lap
is
that
get
lobbies
very
job
to
be
done
oriented
and
my
process
has
been
always
berry
job
to
to
be
done
oriented
so
the
way
that
I
bring
myself
back
is
I.
Don't
care
about
the
solution
that
the
competitor
is
doing
in
that
sense
of
like
oh,
they
make
it
super
pretty
or
whatever
it's
more
about
like.
Is
this
actually
solving
the
job
to
be
done
of
the
customer?
E
You
know
and
from
I
know
like,
for
instance,
code
pipeline
I,
compare
it
to
what
get
lobbies
doing
and
I
hate
it
now
and
I
work
in
that
tool
and
there's
many
things
that
I
hate
about
working
with
that
team
that
have
nothing
to
do
with
the
tool.
But,
but
you
know
like
what's
interesting-
is
that
for
me
it
was
more
like
if
I
look
at
this
tool,
I
won't
understand
what
they're
doing
good.
Just
so
I
can
understand
why
it's
up
in
the
customer.
E
Always
thinking
about
the
customer,
not
thinking
about
the
competitor,
you
know
because
there's
it
could
be
product
oriented
customer
oriented,
you
could
be
competitor
oriented.
You
know,
there's
companies
I.
Think
Oracle
is
like
a
perfect
example
of
a
company
that
is
very
competitive
in
sales
oriented.
You
know,
but
I
think
that
get
loved
I
like
to
think
the
we're
customer
obsessed
and
we
go,
and
then
we
try
to
do
what's
right
for
the
customer.
You
know.
D
That's
very
unique
to
our
position
is
that
we
started
from
this
developer,
centric
view
and
now
we're
trying
to
attack
adjacencies,
so
naturally
we're
going
for
Bret's
versus
vertical
depth.
Other
companies,
when
you're
first
to
market
with
a
solution.
You
have
a
lot
of
a
lot
of
leeway
and
flexibility
to
build
it
and
they
will
come
so
your
your
user
base,
your
revenue
will
have
an
exponential
curve
and
then
it
will
flatten
out
and
then
will
start
declining,
because
the
other
entrance
to
the
market
will
start
eroding
your
customer
totally.
E
D
Attacking
with
easier
labs
right
now
we
are
the
entrant
and
that's
going
to
start
tearing
down
vivia
labs
in
revenue,
because
we're
gonna
solve
their
problems
better
and
more
creatively,
because
they've
already
solved
the
whole
bill
that
they
will
come.
They
may
not
have
validated
anything,
but
we
know
how
users
like
and
don't
like
ZB
labs
Jenkins
is
in
the
exact
same
boat.
So
that's
the
opportunity
we
have
about
being
second
and
third
to
market,
but
also
pivoting,
and
changing
our
focus
from
the
developer
centric
to
you
and
the
developer.
D
Centric
job
should
be
done
to
different
personas,
like
the
compliance
persona,
the
second
persona
there
release
manager
persona
right.
It
really
affords
us
this
opportunity
to
build
solutions
that
aren't
as
linear
or
aren't
as
traditional,
but
also
to
leverage
the
upstream
data.
That's
bill,
I'm,
a
single
application,
so
I
think
the
partnership
to
kind
of
close
out
on
my
thoughts
here.
D
The
partnership
between
design
and
PM
is
independent
of
analysis
is
necessary
for
where
we're
at
in
the
market,
I
would
say
that
in
other
jobs,
where
I
was
a
market
leader
and
I
was
my
project
leader
and
I.
Didn't
have
to
worry
about
the
little
ankle-biters,
because
I
was
winning
the
market.
Design
didn't
necessarily
need
to
be
on
high
alert
for
competitive
analysis
and
didn't
need
to
check
my
thoughts
as
much
as
we
do
here,
because
my
clock.
E
D
E
E
E
If
you,
sir,
obstructing
and
like
isolating
the
problems,
you
know,
there's
industries
that
also
have
issues
with
compliance.
There's
industries
that
also
have
issues
with
management
of
information
and
knowledge.
You
know
how
to
display
information,
complex
information
like
for
a
pipeline.
You
don't
need
to
grab
inspiration
from
a
competitor.
You
can
just
go
and
look
at
how
consumer
oriented
companies
are
doing
that
because
they
also
have
problems
when
it
comes
to
showing
complex
information
right
so
I.
Do
that
a
lot
to
like
kind
of
drawing
the
parallels
and
try
to
attract
I
love.
D
That
you're
saying
that
I
find
I
do
that
myself
too,
like
I
was
asking
users:
how
do
they
consume
news
and
how
important
is
new?
Is
notifications
and
alerts
to
them
in
their
everyday
life,
because
that's
going
to
be
a
part
of
the
greater
context
of
how
they
receive
get
labs
information
to
completely
agree
with
your
life
story
there.
That's
good
thanks.
B
Thanks
for
such
a
discussion,
I
just
want
to
make
sure
that
we
go
move
on
to
the
next
topics
and
before
we
move
on
I
just
want
to
keep
firm
of
you
couple
of
seconds
so
minutes
Mike.
Do
you
have
anything
to
add
on
this
topic
like
a
curious,
if
you
ever
the
competitive
analysis
done
with
like
Horry,
do
you
think
that's
going
to
be
useful
or
just
curious
on
your
thoughts
here
before
me?
One.
G
Yeah
I
mean
there's
certain
things
that
she
definitely
focuses
on,
but
you
know,
and
then
there's
other
things
that
not
so
like
in
the
process
of
feature
Flags.
You
know
that
was
both
of
us.
She
was
kind
of
looking
at
like
kind
of
a
you're
saying
more
of
a
feature
kind
of
like
you
know
what
what
do
they
offer?
What
do
they?
Don't?
What
do
people
want,
while
I
was
doing
similar
to
what
Juan
was
saying,
you
know
like
how
do
they
accomplish
it?
What
kind
of
you
eyes
are
they?
Are
they
doing?
G
What
kind
of
UI
features
right,
filtering
and
type
of
things
like
that?
So,
like
most
things
when
it
comes
to
or
eat
now
we
we
don't
do
a
great
job
of
being
organized
documenting,
but
yeah
we're
definitely
doing
these
types
of
things
and
I
agree
with
pretty
much
everything
that
was
said.
You
know,
like
you,
I
think
that
is
a
great
approach
of
don't
just
accept
the
solution
or
don't
don't
don't
get
into
a
feature.
War.
I.
Think!
That's!
That's
fantastic!
That's
like
that's
next-level
business
stuff!
Right
like
that's!
G
That's
how
you
win
Wars,
and
things
like
that
is
looking
at
solution,
but
also
from
the
UI
standpoint.
You
know
there.
There
is
so
much
inspiration
out
there
and
draw
from
what
you
want
and
take
the
good
and
leave
the
bad.
You
know
you
don't
have
to
reinvent
everything
every
time
but
like
we
also
don't
have
to
accept
just
because
this
is
how
something
is
like
you
can
push
it
and
you
can
do
it
better.
So
it's
it's
always
that
balance
of
does
this
work?
Yes,
if
not
no
and
it's
I.
F
B
It's
funny
actually
in
the
process
of
the
design
screens
by
Google,
enter
this.
This
pathology,
the
ones
who
are
on
crazy
during
the
last
couple
of
years.
They
are
actually
in
the
beginning
of
the
brainstorming
day.
They
have
an
activity
of
looking
to
competition
or
to
similar
businesses,
but
not
with
them.
I,
don't
think
you
can
steal
actually
because,
for
example,
with
looking
at
how
even
the
same
female
a
brush,
this
gives
up
for
doing
things.
B
I,
don't
think
it
would
be
possible
to
do
things
in
the
same
way,
because
the
tools
are
completely
different
and
I
I
don't
feel
like
that's
often
a
risk
there,
but
indeed,
like
bothering
following
these
nice
ideas,
just
poured
yeah
to
unwilling
to
say
to
release
your
creativity
is
really
a
nice
factory
with
you.
There
Michael
I'm.
C
Speaking
of
Google
Ventures
I,
wonder
if
we
can
still
have
like
the
recordings
on
the
information
that
we
generated
when
we
had
the
pilots
with
the
Google
Ventures
research
guide,
something
is
named
because
then
we
can
bring
that
back
to
you
know
in
share
with
product,
but
I'm
also
very
excited
for
you,
one
who
is
being
next
time
or
whenever
we
have
the
chance
a
bit
more
insight
only
process
and
also
picking
show
us
your
fine
all.
The
word.
C
B
Just
for
the
same
reason,
I've
seen
this
way
of
how
Vienna
and
Jackie
are
like
tracking
the
UX
work
and
even
experimenting
with
giving
it
weights
discussing
it,
one
on
ones
with
pretty
much
everyone.
Any
of
you
like
this
is
the
discussion
that
relates
to
that
or
you
have
explaining
board
for
the
CI
CT
and
that
you
acts
planning
XLS
file
that
we
have
originally
created,
so
one
that
just
maybe,
if
to
have
a
little
intro
from
Rihanna,
to
see
what
they
are
experimenting
with
in
the
release
management
and
basically
just
hear
the
thoughts
thanks.
B
C
Yes,
alright,
so
I
think
we
mentioned
this
a
couple
of
times
already,
but
I
just
want
to
give
you
a
wall
to
how
we're
using
this
epoch
to
track
or
upcoming.
You
wax
current
and
upcoming
wax
efforts
for
release
management.
I.
Think
it's
been
maybe
almost
two
months,
I
don't
touch
issue
boards,
so,
let's
possibly
I
don't
have
to
be
asking
if
this
priority
order
change
or
is
this
ready
for
new
acts
not
anymore?
So
we
have
this
epoch
that
Jackie
created
and
pretty
much.
It
has
the
issues
and
epics
that
need
my
attention.
C
So
the
criterion
here
is
that
anything
that
it's
new
in
the
planning
board,
so
I
don't
go
to
the
planning
board,
but
things
that
are
in
planning
and
under
you
wax.
The
wax
label
can
be
added
here,
and
these
are
the
issues
efforts
and
we
have
some
items
around
1300
and
some
these
are
in
the
back
block,
but
essentially
are
the
big
questions
that
meet
UX,
sensors
or
that
needs
UX
attention.
C
So
whatever
that
it's
in
development
or
is
it
ready
for
implementation?
It's
removed
from
here
and
one
of
the
things
I
find
very
useful?
Is
that
it
keeps
see
it
gives
my
my
attention
like
focus
on
only
one
place,
because
it's
so
easy,
for
example,
to
go
to
an
issue
here
and
then
just
change
the
epoch,
and
then
you
immediately
assign
this
to
as
the
need
a
wax
review.
C
But
that's
the
prettiest
one
I
think
it's
also
an
easy
way
to
do,
but
also
because
it
makes
it
easier
to
have
a
conversation
with
Jackie
about
priorities.
So
the
learnings
that
I
added
here
and
I
think
that
what
works
for
us
is
that
we
communicate
early
and
often
one
of
the
problems
I
had
working
with
issue
bars
and
also
with
other
peonies.
C
It's
already
got
a
PMS
is
that
I
didn't
know
when
the
priority
for
something
changed
and
now
I
can
see
on
the
issue
or
sorry
on
the
applet,
because
if
Jackie
adds
something
here
goes
I'll
see
a
timestamp
I,
see
assistant
notes,
that's
something
not
added
to
this,
but
we
also
communicate
it's
like
and
we
communicate
synchronously
I'm
gonna
sleep
nicely
beautiful
times,
so
I
don't
think.
At
this
point,
we
have
a
planning
date
we're
going
to
talk
about
the
becoming
UX
issues
or
efforts.
Whatever
we
have
the
piano
XE,
we
have,
the
team
calls.
C
We
have
a
runner
ones
that
think
big
and
I
think
every
opportunity
that
we
find
we
use
it
to
talk
about
and
reveal
our
priorities
and
kind
of
give
a
status
update
on
things
other
than
the
comments.
And
another
great
point
is
that,
although
I'm,
probably
no
one
is
assigned
to
this
issue,
but
I'm,
essentially
working
on
those,
but
the
developers
also
get
assigned
protocol
assigned
to
those
issues.
C
So,
for
example,
let's
see
here
identification
of
our
resource
ordinances,
there's
no
assignee,
but
I
know
that
Shawn
is
working
late
because
with
the
plenty
issues
and
also
the
needs
weight
issues
that
Jackie
and
the
engineering
manager
is
prepare,
they
know
that
they
have
to
look
at
this
issue
to
a
certain
date.
They
need
to
be
on
top
of
the
changes,
though,
in
a
way,
this
has
been
very
helpful
to
keep
the
information
centralized
and
also
to
serve
a
single
source
of
truth,
for
what
we're
doing
and
right
now,
they're.
C
C
How
many
UX
issues
am
I
definitely?
What
are
the
difficult
parts
and
how
can
Jackie
and
I
have
a
conversation
about
sizing
and
checking
the
velocity
or
this?
So
that's
when
the
designs
are
ready,
we
add
them
clear
to
those
issues
and
that
developers
can
consumes
information
or
that
we
can
break
them
down
into
smaller
pieces
or
designs
or
effort.
If
the
scope
is
too
large,
for
example,
group
level,
CIC
dashboard,
it's
something
that
already
know
that
it's
huge
right
or
from
a
design
point
of
view.
If
you
want
to
think
about
it
holistically.
C
But
if
we're
gonna
focus
on
the
MVC,
this
book
would
reflect
on.
You
reflect
that
and
then
the
design
weight
is
something
different.
So
that's
not
a
thing
and
yeah
we're
also
talking
about.
We
actually
talked
to
me
about
the
definition
of
done
for
you
max
I
know
the
other
designers
have
similar
issues,
I
think
I
think
Nadia
Medina's.
C
C
Let's
say,
consider
something
done
right,
admission
complete
and
how
can
we
use
these
steps
to
measure
the
UX
effort
so
from
this
discussion?
I'm
gonna
go
further
into
this,
but
I
don't
think
we
have
the
time,
but
we
are
talking
about
as
well
from
that
board
that
visualization,
how
can
we
define
what
it
means
to
be
an
issue
to
be
done
and
I
just
want
to
highlight
again
that
people
can
achieve
similar
results
with
different
tools
in
different
ways.
C
I
know
Mike
and
I
had
a
conversation
just
now
and
mike
has
his
own
planning
board
his
personal
boards.
We
can
do
in
different
ways.
It's
not.
We
don't
want
to
prescribe
like
a
solution,
but
this
is
what's
being
yeah.
I
think
it's
pretty
solid.
We've
been
doing
this
for
I.
Think
almost
two
months
now,
maybe
more
yeah.
D
I
think
we
implemented
the
centralized
epic
at
the
end
of
12.7,
so
that
we
could
deliver
into
the
designs
for
things
that
we
just
shipped
this
milestone.
So
we
were
two
milestones
ahead
and
we
hit
our
targets,
so
the
impact
on
engineering,
velocity
and
the
reduction
of
cycle
times
has
been
palpable
like
we
aren't
spending
so
much
time,
like
figuring
out
what
we're
supposed
to
be
doing.
It
really
is
they
pick
it
up,
they
do
it
and
then
it
gets
reviewed
and
it's
in
productions.
B
I
love
that
I
love,
the
New
York's
definition
of
dumb
issue
looks
really
cool,
go
over
the
details
there
and
looking
forward
to
see
it
on
the
progress
there.
It's
an
amazing
thing,
I've
been
doing
that
in
my
past
experiences
and
really
helped
us
out
to
get
in
touch
with
other
departments
that
have
impact
on
our
work,
like
technical
writers,
like
testers,
Quality
Assurance,
and
make
sure
that
we
are
getting
in
touch
with
everyone
before
yeah.
We
are
getting
something
out
of
our
hands.
G
I
mean
once
circle
back
the
last
conversation
with
this
conversation,
I've
kind
of
mentioned,
like
not
being
prescriptive,
but
going
back
to
you
know
when
you
see
a
competitor
right.
If
we
look
at
you
as
a
competitor,
if
they
are
doing
it
right,
you
don't
you
know
that
you
don't
try
and
reinvent
oil,
you
just
steal
it
and
in
my
opinion
this
is
the
kind
of
thing
you
just
do.
It's
just
fantastic.
C
Yeah
and
one
of
these
I
want
to
do
with
this-
is
that
you
know
just
keep
trying
and
it's
rain
around
process
and
see
what
works
for
us.
For
example,
I
know
that
it
would
be
super
helpful
to
have
an
issue
template
for
release
management
so
that
whenever
we
create
an
issue
I
can
that
the
definition
of
them
free
works
as
a
requirement
right
and
I
think
we
just
have
to
figure
out.
What
are
the
steps
that
we
can?
C
We
intake
at
this
point
without
creating
noise
to
other
teams
and
other
workflows,
because,
although
this
might
have
value
to
others,
it
shouldn't
be
like
you
shouldn't,
be
blocked
by
I.
Don't
know
acceptance
from
I,
don't
know,
whoever
approves
issue
templates.
You
know
to
put
this
into
practice,
so
I
just
wanted
to
raise
this
flag
that
yeah
it
has
been
working
for
us.
It
will
be
nice
to
have
the
freedom
to
implement
in
a
workflow
without
trying
to
make
it
work
for
everyone.
C
B
Cool
thanks
for
sharing
Anna.
This
is
super
cool,
I.
Think
a
nice
beginning
yeah
so
on
hey
I
know
that
we
have
this
app
sessions.
45
minutes
and
I
asked
that
at
every
session,
so
for
the
next
one,
I
just
extended
it
to
be
one
hour
but
starting
from
the
next
one.
So
we
plan
for
that.
Anyone
is
okay
to
continue
for
10
minutes,
or
should
we
just
cut
it
off
here
and
continue
to
wait?
Who
is
who
wants
to
stay?
Show
me
a
thumbs
up.
B
B
E
So
we
actually
I
actually
was
mentioning
the
on
the
UX
call
this
week,
but
basically
we
are
now
in
the
process
of
trying
to
see
how
to
revamp
or
improve
the
mr
widgets
in
the
mr
view,
and
that's
a
particularly
interesting
area
of
the
product,
because
the
mr
widgets
in
theory
are
owned
by
create
and
are
consumed
by
other
groups
right.
So
it's
it's.
This
weird
UX
feature
that
I
don't
know
it's
not
definitely
owned,
specifically
by
anyone
so
right
now.
E
What
we're
doing
is
that
we're
trying
to
set
the
ground
for
collaborating
on
these,
and
we
are
having
meetings
in
the
group
that
has
the
motion
mediate.
Need
right
now
is
secure
because
they
wanna
they're
having
issues
with
their
EMR.
We
did
not
be
invisible
enough
in
terms
of
showing
when
a
vulnerability
happens,
so
they
want
to
make
some
changes.
So
I
think
that
the
way
that
we
have
been
approaching
this
is
that
we're
trying
to
set
up
a
meeting
that
doesn't
have
a
cadence
or
anything.
E
We
just
do
it
ad
hoc
and
we
talk
about
the
initiatives,
so
everyone
who
has
some
stake
on
them
are.
We
did.
Is
aware
of
what's
going
on
or
what
type
of
changes
are
going
to
be
down
to
the
em?
Our
widget
I'm
kind
of
the
hinge
right
now
for
that
thing,
in
terms
of
I,
am
the
one
organizing
the
meetings
and
I'm
the
one
who
is
trying
things?
E
The
only
reason
for
that
is
that
testing
owns
a
lot
of
those
widgets,
but
that
there's
no
other
reason
besides
that.
So
this
is
still
very
soon
from
you
think
about
it
from
a
process
perspective,
it's
very
soon
for
me
to
tell
what's
the
right
process
to
deal
with
these,
but
it's
ER.
You
know
it's
happening.
E
There's
gonna
be
some
meetings
and
I
think
people
are,
if
you
wanna,
if
you
wanna,
show
up
to
one
of
those
meetings,
it's
orally
encouraged,
so
I'll
try
to
put
those
meetings
in
the
channel
or
something
for
anyone
who
can
or
want
to
go
yeah.
It's
very
early
I,
don't
know.
What's
gonna
come
up
from
these
I
think
mainly
avi
years
to
find
efficiencies
when
it
comes
working
with
other
groups
and
when
it
comes
to
touching
these
areas
of
the
product
that
seem
to
be
on
buying
someone,
but
they're
really
not
owned
by
anyone.
F
B
C
Because
Fitz
and
I
worked
on
a
bunch
changes
to
the
widgets
last
year
or
so,
and
I
know
that
in
progressive
delivery
and
sometimes
even
release
management
like
the
boy
freezes,
it's
good
fast,
so
I
think
it
would
be
nice
to
I
love.
Yet
you
have
this
centralized
place,
or
this
guild
everything
else
and
just
communicate
that
changes
are
being
planned
because,
most
of
the
times,
what
I
really
need
is
equaled
from
someone
that
has
more
knowledge
about
the
importance
of
other.
You
know:
I
works.
C
E
E
E
Everyone
has
something
that
they
own
there
right,
so
we
own
it
by
section
so
I
own,
the
runners,
one,
you
mind
all
the
variables
one
you
know
so,
but
but
if
they
make
a
change
that
basically
deviate
from
the
Koran
UX
of
that
page,
then
it
starts
looking
how
it
broken
right.
So
if
what
I'm
trying
to
say
here
is
that,
if
we
can
establish
a
model
for
cross
stage,
then
we
can
maybe
establish
a
model
cross
group.
You
know
within
our
stage
and
we
can
also
identify
areas
for
everyone
has
a
stake.
You
know.
E
C
It's
so
secure
and
then
release
management
then
has
a
page
whatever,
but
I
think
in
general.
As
designers,
we
need
to
get
better
at
just
even
only
these,
but
letting
people
know
that
we
own
things
right
and
one
of
the
things
I
was
thinking,
is
that
you
do
that
by
adding
to
their
gitlab
profile
or
the
eclip.
The
status
like,
for
example,
request.
E
C
E
Like
that
idea
for
sure
I
think
that
that
you
articulated
pretty
well,
that's
that's
another
area
where
we
can
improve
right.
If,
if
you
can
identify
who,
because
it's
not
like
the
ultimately,
they
read
responsible
concept,
but
it's
almost
like
the
person
who
might
give
you
a
direction.
You
know,
I,
don't
know,
what's
a
good
analogy
for
that,
but
yeah
it's
calico
and
someone
who
is
guiding
you.
You
know
true.
G
For
the
merger
quest
saying
it's
a
bit
of
a
hot
potato
right
now
of
who's
dealing
with
merge
strains,
but
I
would
think
whoever
does
end
up
taking.
That
should
probably
be
involved
in
those
conversations,
or
at
least
be
like
known
that
this
thing
is
going
on
so
right
now.
You
know
it
wasn't
progressive
delivery,
but
it's
going
to
verify.
This
is
why
it's
a
bit
of
a
hot
potato
thing.
So
I
have
one
issue
that
I'm
working
on
it
right
now,
but
it
will
be
going
to
verifier.
F
E
The
first,
the
first
step,
if
you
ask
me
for
well
I'm,
not
saying
that
this
is
perfect-
the
process
it's
in
the
works
they
didn't.
The
first
first
step
should
be
joining
the
channel
and
doing
something
as
simple
as
like
I
want
you
guys
to
be
aware
of
this
issue.
I
think
it
will
give
everyone
a
lot
of.
E
G
D
It's
weird
because
when
we
look
at
secrets
management
there's
this
overlap
of
like
if
we're
going
to
transition
all
variables
over
to
store
the
vault
or
if
it's
only
gonna,
be
certain
kinds
of
variables.
So
if
it's
going
to
be
all
variables,
then
obviously
it
then
makes
variables
a
part
of
Secrets
management
and
goes
over
the
release
management
side,
but
variables
are
so
inextricably
connected
to
the
create
phase
and
the
deployment
and
everything
that
has
to
do
with
CI.
So
it
really
is
like
how
do
how
do?
D
G
It's
like,
along
with
variables
for
sure
and
then
some
of
the
even
some
of
the
proposed
stuff
of
like
okay.
We
can't
do
it
this
way,
we're
gonna.
Do
it
that
way,
a
lot
of
that
felt
very
release
management
II,
even
though
we
were
doing
and
progressive
delivery.
So,
but
it's
a
good
one.
Hopefully
one
gives
us
the
blueprint
here
in
a
weekend.
We.
E
C
That
verify
just
deliver
the
component
in
view
right,
but
I'm,
not
a
hundred
percent
aware
of
what
the
vision
for
variables
is
and
how
that,
in
fact,
we
already
have
on
the
pipeline,
for
example,
for
release
management.
So
it
will
be
nice
to
have
just
a
place
where
we
can
find
that
information
without
having
to
go
to
the
category
maturity
phase
whatever
to
talk
about
the
and
they
animation.
The
dashboards
because
was
a
guide
that
was
the
design
manager
is
now
some
marketing.
C
D
And
I
think
from
liking
from
to
answer
the
question
on
like
where
things
may
go
to
die.
I
do
feel
like
anywhere
where
there
isn't
a
clear
product
manager.
It
dies
like,
for
example,
run
books.
It
died
until
I
was
like
I
need
this
for
release
and
then
now
I'm
kind
of
managing
it.
But
it's
not
under
release
management.
It's
in
configure
but
I'm,
defining
the
vision
for
it
and
I'm
building
it.
So
I
don't
really
know
how
that
model.
Changers.
B
C
C
So
how
can
we
put
the
right
amount
of
effort
into
it
without
just
generating
a
bunch
of
ideas
that
I'm
not
gonna,
become
part
of
the
software?
That's
also
not
a
concern.
I
have
because
I
can
identify,
for
example,
which
variables
I'm
not
going
there
unless
someone
is
actually
taking
a
serious
because
I'm
gonna
crash
and
burn.
So
it's
not
just
a
design
effort.
B
Nice
well,
thank
you
trying,
maybe
I
can
give
you
the
first
spoken
and
see
if
there
is
a
we
can
at
least
that
find
project
manager
that
would
be
willing
to
help
us
there
I
know
if
you
can
share
them
an
issue
from
Shane.
That
would
be
useful
as
well.
Just
it
is
like
keep
an
eye
on
that,
so
we
maybe
come
back
to
this
in
the
future.
This
is
coach,
but.