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From YouTube: Plan & Manage Design Review — 2021-02-22
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B
B
B
Did
lee
war
show
up?
I
also
I
pinged
him
on
slack
a
little
last
week
and
I
didn't
get
a
response,
so
I
think
he
might
be.
Maybe
he's.
B
Let's
skip
that
so
now
we
can
follow
each
other
in
gitlab,
and
I
was
really
excited
about
this
feature
because
I
used
to
have
this
work
around,
where
I
subscribed
to
people's
activity
feeds
in
a
an
rss
reader,
which
was
a
really
wonky
solution
and
it
costs
five
dollars
a
month,
and
so
this
is
really
cool.
It's
a
community
contribution
only
board
did
show
up,
and
I
made
a
feedback
issue
for
it.
B
So
if
you
start
using
the
follow
each
other
thing
and
you're
like
well,
this
could
be
better,
then
drop
the
feedback
in
there.
I
don't
know
if
the
community
contributor
is
going
to
be
watching
that
feedback
issue,
but
I'll
definitely
ping
a
minute.
I
just
realized
him
being
him.
A
minute
might
be
a
good
idea
to
do
that.
He's
a
developer
from
siemens.
E
E
F
It
was
mostly
just
making
sure
that
they're
using
the
right
components
rather
than
like
validating,
is
like
the
right
place,
for
this
is
the
right
page
just
trying
to
get
the
community
contributors
idea
in
the
product.
F
E
I
agree
I
was,
and
I
was
kind
of
impressed
with
the
speed
in
which
it
you
know
something
happened.
It
was
a
fairly
not
a
large
change,
but
it
like
feels
like
a
large
change,
because
I
think
it's
such
an
improvement,
but
sometimes
I
get
a
little
jealous
of
community
contributors.
I
think
I'm
like
oh
man,
he
just
like,
went
through.
B
I
think
they
did
keep
it
as
minimal
as
possible,
while
still
making
it
like
useful
and
usable
the
more.
I
use
it.
The
more
I'm
like,
oh
when
I
see
the
list
of
people
that
follow
me,
I'd
like
to
see
if
I
follow
them
or
not,
but
I
can
also
just
I
can
go
another
place
to
see
that
I
don't
have
to
see
that
in
a
single
view,
but
yeah
around.
Why
are
you
curious
alexis
if
we
had
validation
on
it?
E
That
reason
it
went
by
you
know,
like
I
didn't,
really
see
any
chatter
around
it
and
it
went
through.
I
mean
it
felt
like
quickly
to
me.
I
guess,
because
I
had
no
idea
what
was
happening
but
just
kind
of
wondering
how
that
works.
I
think
it's
a
good
improvement,
though,
and
I
think
the
the
feedback
issue
is
a
smart
way
to
improve
on
it.
A
Yeah,
it
was
really
quick
because
I
was
tagged,
saying
hey.
What
do
you
think
about
this,
because
it's
kind
of
like
an
access
thing
and
I
was
like?
Oh-
I
don't
know-
I
never
heard
of
this-
never
seen
this.
I
don't
know
anything
about
it
and
they
said
yeah,
it's
a
compute
community
contribution
and
it's
done
it's
going
to
go
on
the
next
milestone,
like
okay,
cool,
so
yeah.
F
I
did
think
the
contributor
did
a
good
job,
highlighting
where
it
is
in
other
products
like
github,
so
at
least
there
was
a
competitive
demonstration
of
another
platform.
Like
us
has
this
model.
Therefore,
I
want
this
model
in
gitlab,
so
I
have
a
reason
to
not
use
the
other
one,
so
I
thought
at
least
that
was
good
evidence
as
a
sensing
mechanism.
A
Yeah,
I
had
a
bunch
of
like
follow-up
questions
like
what
about
this.
What
about
this?
And
it's
like?
Oh
yeah,
it's
here-
it's
here-
it's
here
like
okay,
so
you've
done
all
of
the
work
or
the
research
with
the
planning
but
yeah
as
far
as
nbc.
I
think
it
would
be
fine,
and
then
we
could
just
iterate
off
of
feedback
sessions,
now
see
what
you
think.
B
E
F
Well,
maybe,
and
that's
why
I'm
working
on
trying
to
get
a
merge
request
in
for
getting
ux
added
to
dangerbot,
because
it
specifically
will
call
out
front-end,
back-end
database
and
stuff,
but
there's
no
callout
for
ux.
So
I'm
hoping
once
I
can
get
some
more
engineering
input
which
I'm.
F
E
F
B
Let's
I
want
to
make
sure
we
welcome
labor.
I'm
super
happy
to
have
you
here.
G
Oh
thanks
so
much
for
inviting
me
mike
for
and
alexis
the
first
one
yeah,
I'm
gonna
be
joining.
Hopefully
these
on
a
recurring
basis.
Now,
since
ecosystem
now
inherited
the
jira
importer
from
plan,
I've
been
noticing
more
and
more
there's
a
lot
of
interesting
overlap.
So
I
just
want
to
make
sure
that
you
know
we're
not
duplicating
work
and
and
just
aligning
on.
You
know,
plan
strategy
and
understanding
and
then
vice
versa,
I'll
share
out
it.
G
You
know
once
I
have
any
new
things
in
ecosystem
coming
up
that
might
that
might
be
relevant
to
plan
I'll
share.
So
so,
thanks
for
this
mike
excited
to
be
here
and
excited
to
hear
what
you
all
are
working
on.
B
It's
a
good
way
to
to
ensure
that
our
jira
integration
and
our
plan
capabilities
in
gitlab
are
lining
up
in
ways
that
provide
more
value
for
sure
yeah
daniel
give
the
next
step.
A
Yeah,
so
the
okr,
I
was
wondering
what
else
or
what
everyone
else
was
doing,
because
when
I
speak,
I
spoke
with
mike
on
our
101.
A
My
initial
plan,
which
is
okay,
grab
some
ui
polish
issues,
which,
like
okay,
easy
and
dennis
said,
that's
not
exactly
accurate,
because
I
went
and
looked
at
this
link
there
and
it
says
visibility
of
system
status
for
dev
of
like
what
does
that
mean,
and
so
my
kind
of
suggestions
I
had
made.
I
put,
I
spoke
with
dennis
and
we
had
picked
some
out,
so
I
put
them
in
the
issue
for
the
one
that's
linked
above
there.
A
Yeah
I
think
like
after
I
spoke
with
dennis
and
had
some
you
know
kind
of
poking
into
them
and
seeing
a
little
bit
more
about
it,
it
was
less
confusing,
rather
than
just
something
as
simple
as
ui
polish,
and
it's
like
oh
fix
this,
like
okay,.
A
I
think
it's
harder
to
understand
what
visibility
system
status
means,
at
least
from
a
level
of
access,
because
access
is,
did
you
get
in
or
are
you
not
in
that's
more
or
less
the
visibility
that
you
see
for
access?
Everything
else
is
kind
of
architectural
and
not
so
much
system
status.
B
Yeah
some
of
it
too
is
I
mean.
How
often
do
you
give
an
input
to
the
system
and
and
you're
like
well
nothing's
happening
and
then
boom
something
happens,
you're
like
well
transition
would
have
been
nice
or
some
kind
of
you
know,
despair
or
whatever
that
that
could
also
be
a
visibility
system
status.
It's
like
what's
happening,
letting
the
user
know
that
something
is
happening
and
then,
after
it
happens,
what
happened.
B
There
was
something
I
saw
recently
that
we,
we
didn't
give
like
an
alert
that
something
had
updated,
and
I
made
a
note
of
it.
I
can't
remember
what
it
was
so
yeah,
there's
they're
all
over
the
place
in
our
product
is
as
we
dog
food
it
will
we'll
discover
them,
and
if
there's
no
issue,
you
can
make
an
issue
and
tag
it
with
the
label
too.
E
E
Would
I
tag
that
as
part
of
this
okr,
given
that
it's
a
new
feature
that
I'm
fleshing
out
or
yeah,
I
would
assume
no
right,
okay,
cool
good
to
know
so,
as
we
build
out
iterations
of
something
new,
we
could
say
that's
part
of
okr
as
well.
B
Usability
is
always
critical,
even
for
something
you
know
that's
deemed
minimal,
because
it
it
affects
like
the
learnability
of
it
right
and
the
adoption
of
it,
and
the
trust,
like
I
think,
austin
just
put
there
from
the
nng
site
and
trusts,
helps
us
trust
the
brand
yeah
it
it
usability
applies
at
any
stage
of
an
idea
over
cycle
and
over
cycle
and
go
outside
of
the
scope
of
mvc.
That's
that's
always
you
know.
B
The
question
I
guess
is:
I
think
we
get
as
close
as
we
could
with
as
little
effort
as
we
could.
You
know.
E
B
It
could
be,
it
could
be
a
ux
dead
issue
too,
and
you
just
label
it
with
the
the
sus
kr
label.
B
The
the
most
important
thing
for
from
like
labeling
it
from
that
perspective
is
that
it
can
be
counted
and
we
can
measure
how
well
we're
executing
through
usability
improvements,
so
yeah,
but
it
could
be
at
any
stage
the
idea
minimal
existing.
It
could
be
an
issue
that's
going
to
laying
around
for
four
years.
Those
are
those
are
the
really
good
ones
to
to
take
on.
C
Just
I
posted
a
couple
of
the
ones
that
I
identified
recently
just
in
case.
You
want
to
see-
maybe
some
other
examples
daniel.
C
If
that
would
be
helpful
one
of
them
I
opened
actually
the
other
day
when
I
realized
that
we
put
out
iterations
but
for
some
reason
the
left
sidebar
doesn't
expand
and
show
kind
of
where
you
are
within
the
issues
section
on
all
parts
of
iterations
like
it
shows
when
you're
in
the
report
view,
I
think
within
groups,
but
not
the
list
view
within
groups
and
not
the
list
or
report
view
within
projects
for
iterations,
so
that
to
me
seemed
like
a
great
way
to
help
the
user
understand
kind
of
where
they
are
in
the
product
by
having
it
selected,
plus
it's
a
pattern
that
we've
already
defined,
so
it
made
sense
to
me
to
go
ahead
and
open
that
up,
but
that's
just
kind
of
an
example
of
how
I
interpret
the
system
status.
C
F
I
mean
it's
just
similar
things
that
you're
saying
holly
just
to
share
some
ideas
of
what
compliance
is
focusing
on,
but
to
answer
your
initial
question:
how
are
we
working
on
it?
It's
mostly
just
been
me
digging
through
our
old
issues,
lists
and
trying
to
identify
opportunities
and
talking
with
dennis
about
them.
F
E
I
was
just
saying
I
just
did
a
read-only
just
saying
that
if
you're
building
something
out
and
the
next
iteration
is
like
a
small
usability
edition,
then
even
if
it
was
already
planned
just
label
it
for
the
okay.
F
Perfect,
so
if
nothing
else
there
daniel,
we
can
move
on
to
amanda's.
H
Amanda,
yes,
so
I
was
just
wondering
from
you
all
like
what
did
you
start
with
what
artifacts,
when
compiling
your
one
to
three
year
vision
and
daniel,
I'm
most
curious
about
your
mural
board
like
how
did
you
begin
that.
A
I
copied
somebody
else's
mural
board
and
I
spoke
with
my
pm
and
kind
of
explained
what
they
were
doing
and
also
looked
at
that
issue.
That
nadia
had
made
a
while
back
to
try
and
get
like
an
idea
like
just
a
general
understanding
of
how
to
approach
it.
A
A
H
Yeah,
I
saw
nadia's
the
link
you
shared
to
her
issue
and
I
haven't
read
it
yet.
I.
E
H
F
I
was
gonna
say
for
me:
I
don't
have
a
three-year
vision
issue
that
I'm
collaborating
with
matt
on.
He
has
a
lot
of
like
epics
broken
down
which,
for
better
or
worse,
has
created
some.
You
know
lingering
artifacts
that
we
have
to
manage
and
keep
updated
to
me
like
the
ideal
world
is.
I
can
use
epic
boards
to
illustrate
a
roadmap
of
what
we're
going
to
try
and
focus
on
for
the
year.
F
F
The
point
where
I
get
confused
is
when
I
see
a
three-year
issue
and
then
the
three-year
direction
and
then
like
which
one
of
these
is
the
single
source
of
truth,
because
I
would
rather
see
discussion
happen
in
a
merge
request
for
that
handbook
page
as
opposed
to
doing
it
in
an
issue.
But
then
you
know
maybe
it's
just
personal
preference,
but
that's
my
project
manager,
hat
speaking
so
cool.
D
To
add
to
that,
I
think
I've
seen
a
correlation
between
the
level
of
ability
to
communicate
the
three-year
vision
versus
the
maturity
of
the
like
the
aggregate
maturity.
B
D
The
the
categories
in
which
your
stage
group
covers
so
compliance,
analytic
or
optimize,
whatever
we
all
very
minimal
categories,
still
trying
to
find
product
market
fit,
so
the
ability
to
stretch
out
to
three
years
is
becomes
less
and
less
feasible.
The
closer
to
middle
you
get.
D
So
that's
that's
sort
of
the
trend
that
I
see
so
with
my
team.
All
I
can
do
is
is
one
year
max
and
that's
sort
of
the
general
thing
that
we're
doing
with
like
we
can
have
big
lofty
things
of
git
lab
will
be
the
single
place
where
you
find
all
your
insights
and
stuff,
but
it
you
can't
really
provide
any
sort
of
tangible
direction
with
with
further
past
that.
H
Energy,
I'm
sorry.
H
Because
your
category
vision
is
that
in
the
handbook
or
no
that's
yeah,
okay,
there's.
D
That
there's
an
mr
for
it,
which
is
currently
just
in
review
at
the
moment
with
with
my
pm,
which
we're
updating
the
vs
value
stream
management,
for
it
was
quite
verbose
before,
but
yeah
got
a
mr
on
that,
so
I
can.
I
can
share
that.
Mr
right
now
you
can
see
that
the
changes
in
the
way
that
we've
structured
it.
H
C
Yeah,
just
to
kind
of
expand
on
what
daniel
and
nick
were
saying.
I
also
kind
of
started
with
someone
else's
board
and
just
kind
of
tweaked
it
and
made
it
my
own
and
have
just
been
working
with
my
pm.
Kristin
also
jumped
in
and
gave
us
some
feedback
on
some
things
the
other
day.
But
it's
it's
been
really
helpful
and
also
to
next
point.
We
felt
that
the
three-year
plan,
even
though
plan
project
management
in
particular,
I
think,
has
a
lot
of
opportunity
to
grow.
C
E
Have
you
all
been
working
on
your
category
maturity
like
epics,
because
that's
something
I
need
to
go
through
and
refine
with
my
pm,
because
I
I've
had
a
new
pm
like
three
new
pms
recently
and
those
are
all
kind
of
like
wacky:
do
you
all
have
those
nailed
down
and
refined?
Do
you
know
exactly
what
you
need
to
do
to
get
to
the
next
category
of
maturity,
because
I
think
that's
important?
D
D
I
have
the
first
view
of
I've
had
plenty
of
different
pms
in
the
last
few,
the
time
that
I've
been
here
so
there's
definitely
some
overlap
and
also
pivots,
which
make
it
quite
difficult
to
manage
ethics.
D
But
I
think,
as
like
a
consistent
person
within
the
team,
I
find
that
I
can
tend
to
start
providing
context
from
ipm
and
and
do
that
by
like
doing
the
direction
pages
as
well
as
structuring
some
of
the
epics
myself,
because
I
find
that
as
as
great
as
pms
are,
for
you
know
getting
getting
stuff
done.
D
I
think
that
you
probably
have
a
little
bit
more
context
as
to
how
stuff
is
structured,
so
it
might
be,
might
be
worth
you
starting
to
do
it
yourself,
which
is
what
I
thought
I've
been
doing.
E
That's
a
good
point.
I
guess
it
kind
of
depends
on
the
pm
and
how
hands-on
they
are
right.
But
that's
awesome
also,
I
don't
know
three-year
vision.
I
kind
of
just
asked.
I
don't
know
if
I
should
say
this
in
a
recording,
but
in
general
just
I
was
like
what
is
the
point
of
a
three-year
vision,
especially
if
the
team
has
a
hard
time
kind
of
like
planning
one
year
at
some
times.
It
seems
right-
and
I
guess
just
strategy
wise
like
being
ambitious,
is
helps
with
like
resourcing
and
getting
people
excited
about.
E
The
future
of
you
know
your
stage.
Things
like
that,
just
like
less
tangible
things
are
also
important
if
that
makes
sense,
and
nick
you've
been
in
this
role
in
an
interim
capacity.
So
you
probably
understand
that
a
little
bit
more
but
just
like
the
excitement
and
the
advocating
for
your
team's
resources
is
also
important
and
that's
like
one
of
the
main
things
of
through
your
vision
as
well.
I
see
I
see
you
nodding.
What
do
you
think.
D
And
also
like
dependency
planning
as
well,
so,
for
example,
within
the
value
stream
management
category,
there's
lots
of
things
around
like
custom,
workflow
stages,
where
there's
overlap
between
what
we
see
going
forward
and
what
and
what
the
plan
team
sees
going
forward
as
well.
So,
where
there's
like
the
potential
for
overlap
in
the
vision
over
the
next
few
years,
I
think
by
defining
that
and
and
saying
this
may
happen
further
out.
I
think
that's
sort
of
that
helps
to
get
teams
ready
to
sort
of
figure
out
how
they
collaborate
as
well.
E
B
B
I
just
wanted
to
say
really
quickly
in
your
in
three
year:
vision
that
should
largely
be
directed
by
your
jobs
to
be
done,
and
if
for
jobs
to
be
done
are
too
low
level,
then
it's
difficult
to
say
well,
how
do
what
are
we
doing
for
the
next
three
years
to
make
this
job
possible
or
better,
then
the
three-year
vision
exercise
might
actually
help
us
have
more
refined
and
better
jobs
stories
that
aren't
too
low
level.
B
Does
that
make
sense,
but
for
the
category
maturity
it's
very
important
to
have
jobs
to
be
done
before
you
embark
on
that
again
or
for
the
first
time
for
some
of
you
having
jobs
to
be
done
that
are
reviewed
by
research
by
by
as
many
as
people
as
possible,
really
yeah.
F
Yeah
I
know
we've
talked
about
too,
that
compliance
job
to
be
done
are
probably
too
low
level
and
we
need
to
articulate
them
at
a
higher
level.
And
then
we
just
get
stuck
in
this
like
paradigm
of
like
trying
to
solve
these
low-level
problems,
that
people
have
in
gitlab
with
these
bigger
jobs,
and
it
can
sometimes
be
hard
to
connect
the
dots.
C
F
I
was
going
to
say
in
terms
of
like
keeping
maturity,
ethics.
Sometimes
I
have
found
it
challenging
to
understand
how
we
should
well
how
others
are
mapping
their
epics
and
issues,
because
it's
like
let's
say
I
have
a
feature
to
improve
ssh
keys.
Does
that
map
to
the
category
maturity,
epic,
to
move
this
group
to
viable
from
minimal?
Or
does
it
map
to
the
other
epic,
which
is
towards
like
an
okr
to
improve
the
sus
score?
And
it's
like
you
can
only
map
to
one
epic
at
a
time.
F
So
then
you
have
to
pick
one
or
the
other,
which
then
makes
some
epics
incomplete,
or
they
have
to
like
reference
them
in
some
other
way.
And
so
then
it
becomes
this
hard
thing
to
manage,
which
is
why
it
seems
like
there
are
some
just
gathering
dust,
because,
while
we're
trying
to
move
a
specific
feature
set
probably
into
a
viable
state,
it's
sometimes
hard
to
map
everything
back
to
that
epic,
because
it's
mapping
somewhere
else.
B
If
I
have
a
full
meeting
about
this
one
wait:
do
you
want
to
do
the
next
topic
austin
about
the
lead
generation
tool.
F
F
E
F
That's
picking
the
first
option
is
whiteboard,
and
I
just
wasn't
referring
to
do
that
because
I
don't
think
it
would
demonstrate
what
I
was
trying
to
get
at.
F
Okay,
so,
a
long
time
ago
before
I
ever
joined
gitlab,
there
was
this
feature
added
to.
I
think
this
was
self-managed
instances,
but
you
could
get
like
an
instance
review,
so
this
gave
jeremy.
The
idea
of
we
should
do
this
for
compliance,
because
that
will
drive
up
usage,
and
so
he
was
encouraging
us
to
think
of
a
way
to
create,
like
a
lead
generation
tool,
for
the
sales
team
to
understand
like
here
are
organizations
that
are
clicking
in
this
area
or
might
be
interested
in
this
feature
so
that
we
can
sell
them
on
it.
F
E
C
And
then,
if
you
don't
mind,
I'd
love
to
hear
maybe
a
follow-up
when
you
do
hear
from
them,
because
I'm
curious,
I
haven't
seen
anything
like
this
personally,
but
I
think
it's
a
really
interesting
idea.
F
Yeah
there
are
some
random
parts
like
there
are
areas
that
probably
encourage
you
to
use
like
auto
devops,
which
might
require
you
to
have
like
a
specific
tier.
I
can't
quite
remember:
there's
there's
some
random
places
that
I've
seen
it
but
yeah.
I
haven't
really
seen
any
as
direct
as
this
one,
which
was
more
of
a
salesy
effort
where
they
were
going
to
follow
up
with
you.
If
you
used
it,
which
made
me
feel
weird
I
was
like.
I
don't
know
if
we
should
force
people
into
that,
but
anyway
yeah
I'll
follow
up.
A
Yeah,
so
I
was
gonna
ask
if
anybody
knew
of
another
way,
apart
from
stack
tagging
stan
who,
because
I
feel
that's
the
only
way
to
get
an
answer
in
that
channel.
But
I
don't
want
to
explicitly
go
out
and
say:
poke,
hey.
B
E
A
I
don't
but
I'll
I'll
try
to
get
pod
channel.
C
I'm
I'm
happy
to
take
a
stab
at
whatever
the
problem
is
I've
run
into
a
brazilian
gdk
problems
over
the
past
year
and
a
half
and
have
had
a
lot
of
learnings.
I
can't
make
any
promises,
but
I'm
happy
to
try.
I
usually
have
success
in
the
gdk
channel
and
then,
of
course,
we've
talked
about
git
pod
and
the
benefits
of
it.
C
Personally,
I
bounce
back
and
forth
between
the
two,
because
sometimes
something
works
in
one
and
not
the
other,
and
it
never
seems
to
consistently
work
in
both
every
single
time
for
me,
but
I
think
that
they're
still
working
out
the
kinks
with
get
pod.
A
Yeah,
it
was
part
of
the
instructions.
That's
ash
said
also
try
doing
that.
B
C
C
There
were
more
kind
of
edge
cases
potentially
like
where
I
needed
a
specific
license,
and
there
were
challenges
in
getting
the
license,
implemented
or
being
able
to
access
git
pod
for
community
contributions
where
they've
made
a
fork,
and
so
like
kind
of
things
that
were
just
a
little
out
of
the
norm,
and
sometimes
I
would
get
error
messages,
but
it
would
work
in
gdk.
So
in
the
effort
of
not
spending
half
a
day
to
get
one
mr
approved,
I
would
just
end
up
bouncing
back
and
forth
between
the
the
two.
C
C
C
B
B
All
right
thanks.
Everybody.