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From YouTube: 2020-10-05 Delivery team weekly
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A
A
Okay,
let's
get
started
so
announcement,
so
mayra's
out
now
for
three
weeks.
So
hopefully
you
didn't
need
her
for
anything.
Give
me
a
shout
if
anything
comes
out
that
you
did
think
I
should
have
asked
for
that.
A
We've
got
friends
and
family
date
on
friday
and
jav
you're
out
friday
monday,
and
I
guess
you're,
not
the
only
one
right
robert.
Are
you
also
out
monday.
A
Cool
and
good
timing,
because
scarbeck
are
you
also
out
monday
next
week?
I
am
assume
so
yeah.
Yes,.
C
A
Great,
what
I'll
do,
in
that
case
I'll
move,
next
week's
delivery
weekly
meeting
to
tuesday
or
whenever
I
can
find
a
suitable
slot
tuesday,
wednesday
next
week,
so
that
we've
actually
got
a
few
people
about
awesome
so
on
to
discussion
points
so
q4
okrs
are
in
progress,
so
firstly
thanks
garbeck
for
having
the
first
contribution.
This
is
kind
of
a
just.
A
A
rough
like
super
rough
dock,
just
shared
in
delivery,
so
feel
free
to
just
jot
any
ideas
down
in
there
for
things
that
you
would
like
us
to
working
on
eq4.
That
can
be
at
the
kind
of
like
specific
task
level,
or
it
can
be
a
much
bigger
like
we
should
be.
You
know
completely
changing
this
thing
like
we
should
fix
staging
or
something
as
broad
as
that,
and
the
idea
of
these
things
is
we're
going
to
try
and
like
bubble
these
up.
A
So
the
rough
idea,
I've
just
shared
a
couple
of
links,
so
what
happens?
Is
we
have
these
engineering
okrs
get
sort
of
created
from
the
top
down?
So
you
can
see
there
the
issue
of
the
one
that
eric's
put
together
already
and
then
so
that
kind
of
sets
direction
across
all
of
engineering
and
then
what
happens
is
we
have
something
sort
of
similar
from
infrastructure,
but
it's
a
little
bit
less
like
top
down
in
a
sense
like
it's
more
of
a
shape
that
we
can
change.
So
that's
the
link
below.
A
So
it's
definitely
like
0.01
at
best,
like
everything
in
here
could
change.
But
at
the
moment
what
we're
roughly
thinking
is
that
as
a
department,
our
objectives
will
form
in
sort
of
these
areas,
but
it's
open
for
proposals.
So
what
we'll
do
then,
is
we'll
try
and
map
specific
things
that
we
want
to
do
as
a
team
map
those
into
what
we
want
to
do
as
a
department
and
then
meet
engineering
goals
as
well.
A
There's
some
fairly
like
whether
they're
sort
of
full,
okay,
ours
or
not,
is
still
to
be
determined,
but
obviously
we
will
still
be
working
on
kubernetes
migration,
we'll
be
continuing
on
with
all
of
the
next
generation
stuff
on
auto,
deploys
and
getting
rollbacks,
and
things
like
that.
So
there's
a
few
things
that
are,
you
know
in
progress
that
we
won't
be
stopping,
but
we
may
alter
the
focus
a
little
bit
on
how
we
actually
frame
them
as
an
okr.
A
If
you
have
got
suggestions,
it'd
be
really
helpful
if
you
could
chuck
them
in
that
doc
before
the
end
of
your
day
today,
just
so,
we
can
begin
wrapping
those
up
and
getting
them
into
the
issue.
A
What
we
probably
end
up
doing
is
having
a
a
team
issue
or
something
like
a
little
bit
more
visible,
where
I'll,
maybe
summarize,
some
stuff,
and
we
can
discuss
it,
but
this
is
really
for
the
super
like
if
you
want
to
scratch
pad
it
out,
and
then
we
can
make
it
look
a
bit
nicer
for
public,
so
timeline
wise
as
well,
like
we've
got
three
ish
weeks
until
q4
starts,
so
I'll
expect
that
this
week
will
be
lots
of
kind
of
idea
generation
and
then
next
week,
we'll
probably
spend
more
time
actually
turning
these
into
okrs
that
we
can
share.
A
Cool,
I
suppose
one
other
thing
I
should
just
mention
is
so
the
q3
ones
will
obviously
be
evaluating
as
well
in
the
next
few
weeks.
So
if
you
want
to
see
those.
A
A
Awesome
so
yeah
next
thing,
delivery,
workflow.
So
thanks
so
much
for
all
the
input.
So
far
on
the
issue
around
that
what
I've
been
trying
to
do
is
sort
of
put
together
a
sort
of
rough.
It's
a
bit
of
a
rough
working
prototype,
so
we
can
actually
start
seeing
how
things
work.
So
I've
created
two
boards.
A
A
So
one
of
the
big
sort
of
challenges
I
see
in
the
way
we
currently
work
is
that
we
have
a
lot
of
things
going
on
in
parallel,
and
this
maybe
makes
a
lot
of
sense
in
terms
of
tasks
at
certain
times
like
something
will
get
delayed
or
you
know
like
you,
you
need
to
pick
up
something
like
more
urgent
or
like
less.
You
know
like
you're,
tired.
You
just
want
something:
a
little
bit
less
high
intensity
and
that's
okay.
A
But
what
at
the
moment
we
tend
to
have
is
like
six
at
least
big
projects
under
underway.
So
the
goal
is
really
to
help
it
help
when
you
want
to
pick
up
a
new
task
actually
pick
up
something
that
drives
us
towards
more
focused
goals.
A
So,
right
now,
I
think
we
kind
of
have
two
sort
of
overarching
team
goals.
One
is
to
close
off
some
of
our
epics
that
we
have
in
progress,
so
we're
doing
quite
a
good
job
with
that,
so
we're
done
robert
and
also
vira
for
getting
the
security
releases.
Epic
closed
off,
we're
pretty
close
with
a
few
others
as
well.
So
so
a
lot
of
our
tasks
will
contribute
towards
actually
moving
those
epics
forwards
and
then
the
other
bit
is
around
our
okrs.
A
So
we
ideally
want
to
be
picking
up
tasks
that
actually
help
contribute
towards
those
those
goals
as
well,
but
there
will
be
other
things
right,
so
sometimes
there
are
corrective
actions
or
sometimes
we
have
like
bugs
that
we
want
to
just
fix
or
other
things
like
that.
So
what
I'm
kind
of
thinking
with
this
board
is
this
would
be
your
place
where,
ideally,
if
you
need
to
pick
up
a
new
task,
you
will
come
here.
There
are
a
few
exceptions.
A
If
you,
for
example,
are
asked
to
do
something
by
another
team,
you
may
decide
that.
Actually
I
just
want
to
get
that
thing
done.
It's
quick
task
or
whatever
I
need
to
just
unblock
them,
or
if
you
are
a
dri,
you
might
have
a
better
view
of
actually
within
my
epic.
I
just
need
to
you
know,
get
this
next
task
done
and
that's
okay,
so
this
is
really
designed
for
your
not
on
a
epic
and
there's
an
immediate
next
task.
It's
a
hey!
I
need
to
pick
up
something.
A
What
should
I
go
for
and
one
of
the
reasons
I'm
trying
to
contain
this
into
a
board?
It's
just
literally
because
of
the
number
of
things
we
have
in
our
delivery
team
backlog,
there's
like
hundreds
and
hundreds
of
issues
and
some
of
them
have
bigger
impact
than
others.
Some
of
them
are
more
valuable,
others.
Actually
the
ones
that
are
probably
more
tricky
are
the
ones
where
you
actually
need
to
have
a
whole
load
of
context
and
know.
Okay,
when
we've
done
this
other
thing
in
six
weeks
time,
this
thing
will
become
really
easy.
A
So
a
few
things
on
this
board.
I
think
the
thing
that
struck
me
immediately
is
this
is
well
it's
not
a
complete
board.
I
should
say
so.
The
thing
that
struck
me
immediately
is
despite
not
being
a
complete
board.
We
have
a
lot
of
things
in
progress,
so
that's
probably
the
first
thing:
I'm
not
going
to
set
limits
on
this
board,
but
use
the
visual
of
the
board
to
try
and
actually
also
kind
of
help
realize
like.
Oh
actually,
you
know,
how
can
we
reduce
the
stuff
in
flight
a
little
bit.
A
So
the
first
thing
I
would
like
from
all
of
you
actually
is
just
to
make
sure
that
if
you're
working
on
something
this
week,
could
you
make
sure
it's
assigned
to
you?
What
I'll
do
is,
I
just
make
sure
it
gets
onto
this
board
so
that
we
actually
have
a
accurate
view
in
our
billboard
at
least
then
the
other
board
is
the
planning
board,
so
this
one's
a
little
bit
less
clearly
laid
out,
because
I
think
this
stuff's
a
lot
hazier.
So
this
one
in
a
way
solves
a
slightly
different
problem
right.
A
So
this
one
solves
the
problem
of.
What's
the,
how
can
you
best
use?
Your
energy,
I
think,
is
probably
the
way
to
think
about
this
one.
So
what
tends
to
happen
at
the
moment?
Is
we
open
up
a
issue
that
should
we
open
up
loads
of
issues
every
day,
which
I
think
is
a
really
good
thing?
We
should
keep
doing
that.
A
We
don't
necessarily
want
to
have
to
expect
you
all
to
be
like
here's
20
new
issues
today
I
expect
you
all
to
have
commented
on
all
of
them
before
the
end
of
the
day
and
tomorrow.
We'll
do
it
all
again
right
because
it's
tiring,
so
the
idea
behind
this
kind
of
planning
board
is
that
again
we
can
collaborate
on
things
that
are
going
to
have
the
biggest
impact,
but
also
you
can
see
okay,
this
one
is
in
progress
or
not
in
progress.
A
So
what
I've
tried
to
roughly
do
on
this
board
is
things
that
have
like
it's
very
much
around
like
a
proposal
right,
so
something
that
needs
a
big
bit
of
discussion
is
on
here.
So
there's
some
things
that
don't
right
like
corrective
action,
we
should
update
the
documentation
on
this
thing.
Fine,
we
can
just
stick
that
on
the
ready
on
the
billboard.
I
think
we
can
just
pick
that
up
and
get
going.
A
These
are
more
for,
let's
discuss
branching
strategies
or
something
which
people
are
going
to
have
a
lot
of
opinion
on
and
suddenly
this
in
proposal
is
literally,
like
someone's,
come
up
with
a
proposal
for
how
we
could
tackle
this
problem,
so
that
one
might
be
useful
for
a
if
you
want
to
keep
abreast
of
new
ideas
and
stuff
that
are
going
on.
You
could
probably
just
have
a
read
through
like
these
five
issues,
the
things
that
are
in
triage.
A
If
we
were
to
pick
this
up,
how
would
we
actually
solve
that
problem,
but
it's
by
no
means
to
complete
boards
if
there
is
stuff
that
you
again
are
aware
of-
and
you
want
to
put
on
this
board-
go
ahead
or
ping
them
over
to
me,
and
if
you
want
to
the
rough
idea
will
be
to
get
all
of
the
things
on
this
board
over
into
that
ready
column
and
then
that
what
what
that
means
is
we
can
pick
those
up
right
like
when
it
makes
sense.
We
could
prioritize
this.
A
What
we
don't
have
is
a
view
of
our
like
our
focus.
So
that's
what
the
next
meeting
that
we'll
use
next
week,
once
we've
got
a
view
of
everything.
That's
in
the
build.
We
can
have
a
quick
chat
through
and
based
on
our
epics
and
our
issues
we've
come
up
across.
We
can
actually
just
check.
Do
we
actually
have
the
right
next
tasks
on
that
actual
board
and
then
we'll
automate
as
much
of
this
as
possible,
because
right
now
it's
definitely.
A
Tricky
should
we
say
to
get
the
right
labels
cool,
so
lots
of
comments
which
is
great
so
job.
D
Thanks
thanks
amy,
so
yeah.
The
first
thing
I
asked
is
yeah:
what's
gonna
move
issues
from
triage
to
ready,
or
it
sounds
like?
Maybe
we're
not
sure
yet.
A
Yeah,
so
I
think
what
I
was
thinking
is
kind
of
on
the
sort
of
planning
board.
Ready
is
probably
we
kind
of
roughly
agree
that
we
have
a
good
idea.
I
think
I
mean
open
for
suggestions
about
how
best
we
do
that,
but
possibly
it
could
just
be
something
like
someone
else
agrees
with
you,
like
a
couple
of
people
say
yeah.
A
This
is
a
good
way
like
you
know,
we've
resolved
any
of
kind
of
the
big
debate
or
something
like
that
in
terms
of
how
we
actually
get
it
from
the
planning
to
the
build
board.
That
would
be
something
which
we
could
talk
about
like
in
delivery
weekly.
I
think
it
would
be
a
okay,
we're
ready
for
new
stuff
or
actually
no,
let
me
tell
you
about,
I
think,
that's
actually
something
that
we
could
work
through
as
a
team
right.
I
don't
want
this
to
be
a
gatekeeper
process.
A
D
Okay,
next
question
is:
should
we
just
have
a
simple
ops,
triage
thought
rule
to
just
automatically
move
issues
from
us?
You
know
from.
A
Yeah,
we
could
totally
do
that.
There's
probably
a
few
others
as
well
so
yeah
so
yeah,
but
yeah.
D
And
also
just
one
general
comment
I
didn't
write
before
we
move
on.
I
feel
like
for
me
how
I'm
working
on
things
is
either
I'm
opening
up
issues
myself
and
assigning
them
to
myself
or
I'm
getting
slack
issues,
and
you
know
it's
usually
someone
like
saying:
hey,
there's
an
issue
with
something.
D
Can
you
take
a
look,
so
I'm
not
really
going
to
the
board
at
all,
and
I
think
this
is
this
is
the
challenge
for
me
is
that
I
don't
think
I've
ever
felt
the
need
to
kind
of
go
to
see.
What's
ready,
it's
usually
the
things
that
you
know.
A
D
D
Anyway,
so
that's
that's
kind
of
my
workflow
right
now.
I
don't
know
how
other
you
know
how
other
people's
workflows
are
but
yeah.
I
think
I
think
the
board
thing
I'll
probably
check
in
on
it
on
like
a
regular
basis,
but
it's
not
something
that
I'm
constantly
looking
at,
which
is
the
challenge
for
like
moving
these
labels.
C
A
Yeah
absolutely
agree,
and
I
think
very
much
trust
you
to
use
your
judgments
on
that
like
if
something
comes
to
you
and
you
feel
like
it's
important
enough-
that
you
want
to
pick
it
up
now
and
you
understand
what
you're
going
to
do
with
it
by
all
means,
get
it
into
the
in
progress
on
the
billboard.
That's
totally
fine,
like
the
goal
of
that
board
is
visibility,
if
you're
not
sure
about
the
priority,
but
you
think
we
should
be
doing
it.
Then
that's
a
good
one
like.
A
I
think
it's
really
to
say
for
me
about
the
visibility.
So
if
you
can
actually
see,
oh
I've
already
got
five
things
in
progress.
Here's
another
thing:
hopefully
it's
a
little
bit
of
a
nudge
just
to
actually
think
about
like
how
does
this
fit
in
against
those
five
things
that
I'm
already
doing,
but
also
as
I
actually.
How
do
we
create
if
we
don't
know
exactly
how
we're
going
to
build
this
thing
out,
and
I
think
sometimes
we
have
it's
easier
or
harder
right.
A
So
sometimes
it's
like
a
super
specific
like
it's
a
sidekick
difficulty
problem
right,
so
there's
probably
not
like.
I
need
the
whole
team
to
input
into
this.
It's
more
of
a.
I
need
to
work
it
out
versus
a
you
know.
Oh
should
we
change
the
way
auto
deploys
happen
right,
which
does
affect
everyone
in
the
team
a
bit
more,
so
we
have
different
types
of
problems,
so
the
planning
board
is
really
a.
A
But
I
think
it
will
be
different
if
you
are
involved
in
an
epic
right,
because
that's
got
a
slightly
different
style
of
how
do
I
pick
up
work
in
that
you
have.
You
already
have
a
bit
of
a
backlog
defined
per
epic,
and
you
pick
things
up
in
roughly
in
an
order,
so
I
think
it
will
be
a
bit
different
when
you're
working
inside
an
epic.
C
Yeah
this
kind
of
spawned
from
the
like
jarvis
issue
about
you
know:
how
do
we
transition
between
triage
and
ready
or
vice
versa?
Like
you
know,
how
do
we,
we
also
have
two
boards,
so
you
know
we've
got
a
build
and
a
planning.
So
how
do
we
train?
How
do
we
go
from
planing
when
issue
is
workflow
ready
to
the
billboard
where
it's
going
to
have
the
same
label?
A
Yeah
they're
great
questions.
I
don't
have
great
answers,
I
think
for
now,
or
certainly
for
the
first
period.
We
should
chat
about
that
in
the
delivery,
weekly
meetings
and
actually
get
a
feel
for
what
works
and
what
doesn't.
And
then
I
think
once
we
have
a
bit
of
a
process
and
we're
kind
of
happy
that
this
this
works,
and
these
are
the
right
boards.
A
B
A
Go
ahead
and
put
the
labels
on
if
you
want
to
like
it
at
the
moment,
I
have
been
grooming
it
just
because
I
appreciate
it's
a
pain
to
add
even
more
labels.
I
think
it's
something
that
once
we
kind
of
have
something
placed
we'll
try
and
automate
all
of
this
stuff
but
yeah.
If
you're,
adding
new
issues-
and
you
remember
and
you're
willing,
you
could
try
and
find
the
things
then
yeah,
please
go
ahead
and
do
that.
A
I
I
don't
want
these
to
be
like
gatekeeper
boards
at
all
right,
so
like
go
ahead
and
move
things
around
and
add
things
in
and
out
as
much
as
you
want
to
as
well.
B
A
I
discovered
this
the
hard
way.
Can
I
just
say
so.
Yes,
I
was
like
yeah.
This
would
be
great
and
then
I
was
like.
Oh
all,
the
labels
have
changed
so
yeah.
Just
for
easy.
I
went
for
a
slightly
different
non-scope
view,
so
it's
definitely
not
as
tidy,
but
it
means
you
can
have
a
priority
as
well,
which
is
kind
of
important.
I
think.
C
I
was
just
reader
in
the
same
question,
but
we
kind
of
talked
about
this
a
second
ago
about
the
need
for
exit
criterion.
So
your
cure.
E
Yeah
yeah,
my
item
like
a
I
don't
know
if
it's
worth
going
in
depth
that
much
but
it
it
kind
of
feels
like
you're
sort
of
suffering
from
death
by
labels
for
like
a
better
term,
because
we
have
all
the
workflow
infrared
labels
and
we
kind
of
as
far
as
I
understood
at
least
had
some
sort
of
doubts
about
that
setup.
E
Most
notably,
the
was
the
done
label
and
the
difference
between
triage
proposal
etc,
and
it
strikes
me
as
a
little
odd
that
we
now
have
this
separate
planning
label,
whereas
as
far
as
my
understanding
planning
is
essentially
the
same
as
a
proposal,
it's
kind
of
like
in
between
proposal,
I
guess
and
ready,
but
then
you
might
as
well
pick
one
of
those
two.
At
least
that's
usually
my
approach,
because
it's
kind
of
at
a
point
where
it's
like.
E
You
almost
need,
like
a
flow
chart
to
sort
of
describe
at
what
point
in
time.
The
issue
should
have
what
labels
and
whatever
and
it
I
wonder
if
it
adds
value
in
that
sense.
Like
beyond,
say
you
know,
we're
planning
this
we're
working
on
it,
and
it's
done
that
last.
One
being
sort
of
implicit,
because
the
issue
is
closed,
it's
at
least
to
me
and
yeah.
This
is
my.
E
My
approach
strikes
me
a
little
odd
if
we
have
more
than
that,
because
that's
kind
of
like
okay,
who
who
really
is
interested
in
knowing
that
hey
this
issue
is
not
just
being
proposed,
we're
actually
planning
it
right
now,
yeah,
but
that
that's
kind
of
my
point.
A
The
way
I
was
thinking
about
this
is
kind
of
a
what
we
don't
do
much
of
at
the
moment
is
actually
have
a
kind
of
like.
Should
we
be
doing
more
triaging,
so
we
tend
at
the
moment
we
tend
to
pick
up
a
ticket
and
then
kind
of
do
the
triage.
So
I
think
that's
probably
the
bit
that
I
was
hoping
that
later
on,
we'll
be
able
to
introduce
and
actually
be
much
clearer
about.
A
Triage
is
an
idea
like
we've
raised
a
problem.
Probably
like
we've
got
an
issue
for
it
proposal
is
we've
got
some
ideas
around
it
and
ready
is
like
okay,
yeah
we've
agreed
on
something,
but
certainly
open
for
other
people's
thoughts.
On
that
one.
E
Yeah,
I
I
might
be
horribly
pedentic
here,
but
I
I
personally
believe
like
triash
and
proposal
are
the
same
thing,
because
in
both
cases
you
are
proposing
essentially
something
but
there's
a
certain
amount
of
uncertainty
that
prevents
you
from
sort
of
transitioning
to
the.
I
think
it's
ready
label.
E
How
it's
a
bit
redundant
because
done
implies
it's
already
id
also
assigned,
at
least
in
my
point
of
view,
and
then
you
have
basically
in
progress
and
that's
it.
I
think
yeah,
I'm
curious
to
see
what
other
people.
D
I
think
most
of
the
issues
are
just
like
they're
submitted
and
we
just
take
them
ourselves,
because
then
we
flush
them
out
like
after
they're
assigned.
So
I
think
if
I
was
to
reduce
it,
I
would
say
just
have
a
workflow
ready
that
would
be
only
applied
to
the
issues
that
you
spend
some
time
kind
of
like
fleshing
out
that
you
want
to
signal
to
the
rest
of
the
team
that
it's
ready
to
be
picked
up,
but
you
don't
have
time
to
work
on
it.
C
So
I
think
some
of
this
we
could
probably
just
sort
with
the
whatever
bot
it
is
that
mucks
with
labels
and
such
but
yeah.
I
agree
with
both
york
and
jar.
A
D
Yeah
or
I
was
actually
thinking
just
not
having
a
label-
indicates
that
it's
either
like
it's.
If
it
doesn't
have
a
ready
label,
then
it
hasn't
been
looked
at.
It
hasn't
been
fleshed
out
by
anyone,
although
yeah
I
mean,
and
so
like
it.
No
labels
at
all
kind
of
indicates,
but
I
guess
it
doesn't
work
for
the
board
right
is
that
the
yeah.
D
A
Cool
okay,
yeah.
I
think
that
makes
a
lot
of
sense,
great
nice
and
yeah,
I'm
happy
and
the
done
stuff
as
well
like
I
don't.
I
don't
particularly.
We
have
got
one
in
done
at
the
moment,
so
I'm
not
gonna
change
it
this
week,
but
yeah.
I
think
like
as
much.
We
can
simplify
these
things.
That
makes
a
lot
of
sense.
So
nice
scrubeck
work
not
scope
to
our
delivery
group.
Yeah.
C
So
sometimes
I'll
pull
stuff
from
helm,
charts
or
sometimes
I'll
end
up
pulling
work,
well,
not
pulling
work
but
like
contributing
to
work
associated
with
a
different
project,
and
that
stuff
is
not
going
to
show
up
on
these
boards.
Just
because
of
the
way
the
board
is
created.
C
How
do
we
put
that
visibility
in
front
of
our
team
in
that
case,
and
I
guess
if
this
is
a
board
that
we're
going
to
distribute
to
the
rest
of
the
company,
I'm
curious
as
to
how
we
make
sure
that
the
rest
of
the
company
is
aware
that
we're
also
doing
work
that
may
not
necessarily
be
strictly
delivery.
Related.
C
A
I
guess
there's
kind
of
two
ways
I
can
see.
One
is
either
we
just
don't
do
anything
with
them
and
see
how
much
of
a
pain
that
is
the
other
one
is,
I
guess,
creating
a
duplicate
issue
in
delivery
just
linking
off
to
wherever
the
other
issue
is
I'm
kind
of
fine
with
either.
I
suppose
that
neither
is
perfect
right.
C
A
Let's
see
how
we
go
without
that
visibility,
I
suppose
it's
a
in
a
sense.
I
suppose
it's
slightly
less
problematic,
because
it's
not
like
you,
don't
have
visibility
of
something.
That's
directly
changing
your
immediate
sort
of
workflow,
it's
company-wide.
I
guess
so.
We
hopefully
have
other
means
for
sharing
that,
but
yeah,
let's
see
how
that
one
goes.
D
E
D
A
Okay,
yeah
yeah,
I'm
not
definitely
not
against
changing
them.
Let's
make
sure
that
we
update
our
rules
and
things
so
that
all
everything
behaves
as
it
currently
does,
but
yeah
I'm
fine.
If
somebody
wants
to
go
and
do
that,
that's
fine.
D
Cool-
and
I
just
wanted
to
summarize
what
the
bot
rules,
if
someone's
going
to
take
up
the
triage,
so
I
have
these
three
things:
if
anyone
can
think
of
anything
else,
just
add
it
there
and
I'll
I'll.
Take
the
action
to
open
up
an
issue
for
that.
A
Awesome
have
a
great
thank
you,
awesome,
so
I'll
add
a
little
summary
as
well
on
the
workflow
stuff
and
put
these
boards
on,
so
that
everyone's
kind
of
got
these,
but
this
is
by.
I
say
this
is
definitely
not
a
finished
thing.
So
please
keep
giving
comments
and
let's
see
what
works
and
doesn't
work
and
try
and
get
this
so
that
it's
easy
as
well
as
useful
nice
robert.
B
Yes,
I
haven't
been
able
to
catch
up
too
well
this
morning
because
of
slack
having
issues,
but
I
think
we're
just
about
ready
for
a
release,
and
I
was
wondering
if
we
should
test
the
api
based
release.
Stuff
york
says
the
rc
testing
uncovered
one
minor
nuisance
york.
Is
that
something
we
could
possibly
fix
today
and
then
do
the
patch
release
tomorrow?
I
don't
think
we're
in
a
rush
for
the
patch
release.
E
So
the
merchandise
is
already
up
and
assigned
to
you.
So,
yes,
we
probably
can
but
yeah.
We
can
do
the
patch
release
to
work
because
the
new
census,
it
triggers
a
merge,
train
twice,
that's
it
and
it
might
fail
depending
on
the
timing,
but
the
the
one
that
actually
matters
that
one
will
pass
yeah.
The
other
one
is
just
the
tag,
but
the
the
merchandise
for
that
is
up,
and
I
I
don't
expect
any
any
other
issues.
To
be
honest.
B
A
B
A
Awesome,
okay,
stuff!
Is
there
anything
else
anybody
wants
to
bring
up
on
the.