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From YouTube: Quality Engineering Productivity Weekly 2020-04-14
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B
A
A
A
B
Thought
it
would
be
fun
to
talk
about
anywhere
in
the
world
that,
if
you
could
pick
anywhere
to
live,
where
would
it
be
I'll
start
I
was
torn
between
two
places.
One
is
pretty
boring
so
like
we
have
one
of
the
places
that
I'm
familiar
with,
and
we
have
friends
at
that.
I
like
to
go
is
Jacksonville
Florida.
So,
like
that's
my
boring
place,
it's
just
familiar.
It's
decently
sized
there's
a
nice
beach.
B
You
know
we
have
friends
there.
I
like
that,
would
be
a
great
place
to
live,
but,
like
a
more
I'll
say
like
a
funner
answer,
it's
Heidelberg
Germany.
So
that's
where
my
family,
like
my
ancestors,
are
from
I
got.
I
was
fortunate
enough
to
be
able
to
visit
there
when
I
was
in
like
high
school,
which
is
like
when
I
was
like
17
years
old,
and
it
just
seemed
like
a
nice
community
decently.
B
Sized
lots
of
things
to
do
and
it'd
be
just
be
nice
to
kind
of
connect
with
like
distant
relatives,
and
things
like
that,
as
well
as
just
like
the
culture
of
like
history,
of
all
the
things
that
across
Europe
is
always
so
interesting
to
me,
I'm,
just
how
old
and
like
full
of
history
everything
else
mark.
What
about
you.
C
Yeah
and
I
used
to
live
in
the
French
Alps
and
I,
often
wonder
whether
now
that
I
work
remotely
whether
I
could
go
back
but
I
got
a
photo
actually
I
concerned.
Where
and
I
can't
say
my
scream
for
some
reason
so
for
the
purpose
of
the
record,
and
if
anyone
could
share
maybe
display
that
the
yeah
it
was
just
really
great
to
live
there.
It
had
a
lot
of
you
know
just
complete
access
to
the
slopes,
whatever
you
wanted,
but
in
the
summer
that
was
also
a
lot
of
hiking
and
mountain
biking.
C
A
A
D
Feel
like
I,
like
things
from
Japan
life,
for
example,
anime
games
and
food
things
like
that,
but
I
I
think
I
wouldn't
like
the
living
cultural
layers,
so
I'm
not
sure
if
I
would
really
want
to
live
there,
though,
when
I
was
very
young,
I
did
I
did
want
to
live
there
because
a
lot
of
things
which
are
very
difficult
to
purchase
and
can
be
very
easy
to
be
poor
down
in
Japan
if
I'm
with
in
Japan.
But
that's
that's,
not
a
very
big
city.
D
Hella
accurately
and
I
have
I
had
once
to
live
in
Mountain
View
for
50
days
and
I
really
really
like
the
weather.
Lay
the
sky
is
large
and
it's
now
raining
often
and
the
sunlight
and
things
and
the
air,
but
but
I
think
I
would
be
extremely
bored
if
I
really
live
there.
So
I
guess,
if
considering
the
familiarity
where
I
was
I'm,
living
right
now
might
be
the
most
familiar
places
and
yeah.
Maybe
that
would
be
maybe
that's
very,
very
boring.
But
let's
that's
easier
choice.
I
guess.
B
But,
but
sometimes
that
familiarity
is
the
like
bad
thing
that
just
if
you
gives
you
like
happiness
and
joy,
so
don't
discount
that
awesome.
Thanks
for
sharing
everyone,
I
thought
that
would
be
a
you
know
slightly
different,
take
on
this
better
than
Aladdin
from
last
week.
So
awesome,
okay,
so
onto
announcements,
I.
B
One
thing
to
note
and
I
believe
I
mentioned
the
team
on
this
I
updated.
The
Department
API
is
to
add
a
cost
for
pipeline
performance
indicator.
So
not
a
key
performance
indicator
just
a
regular
one
and
remove
the
boss
review
F
success
rate
and
boss
pipeline
success.
Boss
pipeline
success
rate
I
should
review
app
deployment,
success
rate,
I
should
say,
and
and
boss
master
pipeline.
B
If
you
have
any
questions
on
that,
let
me
know
you
can
feel
free
to
comment
on
the
mr
that
I
have
linked
or
open
an
issue.
The
next
item
is
related
to
zoom.
A
few
of
you
have
been
asking
about:
zoom
security,
I've
pulled
together
a
few
resources,
I've
left,
one
out
which
I'm
going
to
add
on,
but
the
one
thing
so
in
the
security
channel,
there's
been
a
few
notices
shared
about
zoom,
our
our
our
policy
on
it.
B
One
of
the
things
that's
encourages
to
update
existing
recurring
meetings
with
a
new
zoom
Lee
that
has
a
password
in
it.
So
you'll
see
updates
from
me.
The
other
thing:
that's
highly
encourages
the
patch.
So
if
you
have
an
updated
zoom,
please
do
there
are
a
number
of
different
security
fixes
and
like
one
of
the
things
I
can
do.
I'm
not
sure
if
maybe
this
was
preventing
mark
from
sharing
earlier
is
like
control,
who
can
share
a
little
bit
differently
within
the
meeting.
So
that's
that's
agree.
C
B
B
Over
to
the
agenda,
I'm
actually
not
sure
what
this
is
at
now
so
last
night,
the
KPI
for
master
pipeline
success
rate
dipped
to
79%,
I.
Think
of
a
lot
of
this.
That
is
really
due
to
my
inability,
like
my
own
shortcomings,
of
like
being
quick
to
act
on
failures,
as
specifically
there's
a
few
flaky
failing
tests
that
I
added
in
our
okay,
our
issue
that
were
root
causes
of
this.
B
So
one
of
the
corrective
actions
I'm
trying
to
take
is
be
more
observant
and
quicker
to
act
for
flaky
tests
and
ask
for
help
when
I'm
not
able
to
resolve
anything
based
on
I'll,
save
my
working
conditions
with
my
family.
Please
feel
free
to
take
the
same.
Please
take
the
same
actions
so
that
we
can
kind
of
bring
that
master
pipeline
success
rate
back
up
to
where
it
was.
We've
had
like
a
few
bad
weekend's,
where,
like
every
pipe
like
pipelines
every
day
on
Saturday.
B
B
The
next
item
that
I
had
for
discussion
was
just
really
cute:
ooh,
okay,
our
planning
so
I,
linked
to
the
overall
issue
that
Tonya
greeted
earlier
like
I
think
a
week
and
a
half
ago
for
the
qem
to
really
work
through
it.
There
was
also
discussion
in
the
staff
meeting
last
week
that
I'd
like
to
do.
One
of
the
things
I
want
to
note
is
efficiency
is
going
to
be
a
much
bigger
department
level.
B
Okay,
are
this
than
it
was
last
quarter,
so
we're
gonna
have
clear
like
cost
savings,
I'll
say
related
key
results
that
our
team
is
going
to
be
responsible
to
help
achieve.
I
would
still
want
to
try
to
have
a
team
OPR
but
but
have
but
then
looking
back
in
q1,
there
was
overlap
with
the
department,
okay,
ours
and
our
team
OPR,
and
want
to
avoid
that
as
well
as
not
overload
the
team
when
it
comes
to
okay
ours,
especially
because
our
okay,
ours
are
ambitious.
B
So
the
okay
are
that
I'm
considering
right
now
is
improving
but
related
to
improving
discoverability
of
unlabeled
issues.
I
think
this
will
have
a
number
of
benefits,
it'll
reduce.
Eventually,
it
should
reduce
the
load
of
the
country.
Unlabeled
on
triage
issue
package
for
the
department,
so
will
be
more
efficient
in
that
manner,
will
also
be
able
to
provide
more
benefits
to
the
product
by
highlighting
issues
that
are
and
going
unnoticed
right
now
and
richer
engagement
with
our
community.
B
So
a
lot
of
these
issues
may
be
community
requested
and
haven't
gotten
any
attention
in
months,
maybe
longer
than
months.
In
some
cases
going
through
and
being
able
to
classify
those
and
have
them
feed
in
will
give
them
the
right
visibility
to
help
improve
the
product
and
give
the
community
members
a
positive,
positive
experience.
So
the
objective
I
was
looking
at
right.
Now
is
just
well
everything's
listed
here:
increasing
discoverability
bun,
triage
product
backlog
and
the
gitlab
project
to
reduce
manual
classification
effort.
B
I
have
two
k:
RS
listed
they're,
reducing
on
triage
backlog
from
thirteen
thousand
six
hundred.
Ninety
three
issues
to
five
thousand
and
adding
four
new
types
of
for
new
inference
policies
related
to
wow,
let's
just
clear
that
up
for
new
inference
policies
for
type
future
stage
labels,
so
this
could
be
inferring
from
the
presence
of
other
labels.
Ideally,
this
would
work
towards
some
sort
of
deep
learning,
classifier
the
mark
and
I
I.
Think
collectively
the
team
has
discussed
in
pockets,
but
mark
and
I
have
been
talking
a
little
bit
more
lately.
A
B
B
So
we
have
this
key
result
in
increasing
efficiency
and
productivity
like
this
is
our
q1.
Ok,
our
for
our
team.
There's
this
key
result,
and
and
and
so
this
is
what
I'm
calling
our
team-
okay,
our
for
a
new
one:
okay,
the
there's
a
department-
okay,
our
that
has
the
exact
like
pretty
much
the
exact
same
key
result
as
well
as
I'll,
say,
other
items
that
were
responsible
for
so
that
the
engineering
productivity
team
is
responsible
for
and
I
want
to
make
sure
they're,
mutually
exclusive.
There's
gonna
be
an
efficiency.
B
A
B
What
seems
to
be
happening?
More
is
the
department
level.
Okay,
ours
are
really
getting
doled
out
to
the
different
quality
teams
and
then
the
team,
okay,
ours,
are
something
additional
I'll
say
so
something
that's
an
additional
area
of
focus.
We
could
go
down
that
path
of
just
having
alignment
of
our
team
affairs
to
our
department.
They
are
but
I
think
what
we,
what
you
would
see
is
they
would
just
be
the
same.
So
there
would
be
no
point
in
creating
a
team.
Okay
are
at
that
point.
B
A
B
B
Revisit
this
next
week,
okay,
to
make
sure
that
I'm
gonna
before
we
continue
because
you're
right
I,
like
the
power
of
like
one
of
those
super
powers
of
okay,
ours
is
alignment,
so
our
team
OPR
should
be
in
alignment
with
our
Department
of
yours.
I.
Just
think
if
a
hundred
percent
of
the
department
OPR
is
is
the
responsibility
of
our
team,
then
it
there's
no
point
in
having
a
team
OPR.
That's
the
same.
We
just
own
the
department.
Okay,
are
that.
B
A
B
And
I'm
not
saying
a
hundred
percent
of
the
Department
of
all
of
the
department
of
cares,
they're
owned
by
engineering
productivity,
but
for
this
one
okay
are
all
of
it
is
going
to
be
owned
by
the
team.
Yeah
is
what
it's
looking
at.
So
let
me,
let
me
see
what
discussion
comes
out
of
the
staff
meeting
this
week
and
we'll
we'll
kind
of
come
back
to
this
next
week.