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From YouTube: Plan Group Conversation
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A
For
those
who
it
clicked,
I'm
sorry
I've
linked
to
our
slides
in
the
chat,
and
you
can
click
on
that
and
you
can
see
all
the
information
there.
So
please
add
questions
in
the
link
in
the
slides
that
go
to
an
agenda
so
we'll
just
let
people
read
those
slides
and
add
questions
and
then
we'll
go
from
there.
A
A
B
A
C
A
C
A
A
I'm
so
excited
about
other
things,
but
that's
probably
had
something
new
for
year,
Andrae,
something
to
grab
you.
Oh
thank
you.
Rachel
different
customers
probably
have
different
needs
for
how
they
use
features
of
plan.
How
do
you
handle
issues
where
there
are
many
alternative
ideas?
Thank
You,
Rachel
III
think
this
question,
or
the
way
I
would
respond
to.
This
is
not
different
from
what
we
do
in
Gil
AB
in
general.
We
we
look
at
all
the
great
ideas
we
we
collaborate
on
them.
A
We
have
I
would
say
such
a
matter
experts,
whether
that's
design,
project
engineering
on
specific
next
steps,
so
I
would
say
in
plan.
We
do
have
a
lot
of
ideas.
I
guess
maybe
were
that's
a
little
bit
different
from
the
rest
of
the
organization
is
a
lot
more
folks
at
get
lab,
use,
plan,
features
than
say
other
features
at
collab
just
by
the
nature
of
of
our
future
area.
So
we
have
even
more
ideas,
so
that's
both
a
benefit
and
a
challenge.
A
It's
a
benefit
because
we
just
have
so
many
great
ideas
and
we
can
valid
them
validate
them
a
lot
faster
because
our
in
our
users
are,
you
know,
a
slack
message
away,
as
opposed
to
some
other
features
that
get
lab.
Where
there
are.
You
know
a
limited
set
of
folks.
You
know
using
CI
CDI
features
a
good
lab,
and
then
we
have
to
reach
out
to
other
customers.
Maybe
that's
a
little
bit
harder
to
get
feedback
and
the
the
challenge,
of
course,
is
that,
because
of
all
that
feedback,
it's
harder
to
balance.
A
We
have
to
be
a
little
bit
more
critical
in
picking
and
choosing,
and
we
have
to
spend
more
time
in
you
know
justifying
our
decisions
explaining.
Why
we're
doing
certain
things.
Of
course,
the
same
we
follow
same
methodology.
We
write
everything
down
and
communicated,
but
the
the
feedback
is
just
so
much
more
in-your-face
as
it
were,
because
everybody's
using
these
features.
So
so
thank
you
for
that
question.
Please
folks,
who
are
asking
these
questions,
we're
not
responding
to
them
adequately.
Just
just
interrupt
us
a
lot
of
people
joining
planned
amazing.
A
E
The
backend
side
were
a
bit
ad
at
the
moment,
which
is
good,
so
we
currently
aren't
hiring
any
more
back
into
engineers
because
come
May
I
will
have
10
people
reporting
to
me.
So
we've
opened
up
the
position
for
our
engineering
manager
or
plan
instead
and
once
we
get
them
on
boards,
we'll
be
able
to
open
up
the
back
and
engineer
position
as
well.
I've
also
had
a
couple
of
interviews
for
the
product
manager
position
by
interviewing
candidates.
E
A
F
A
A
So
what
we're
hiring
we're
interviewing
great
candidates
for
product
managers
within
plans,
I,
think
I,
don't
know
if
there's
a
clear
process,
but
Tamiya
would
make
a
lot
of
sense
once
we
have
those
product
managers,
on-boarded
and
working
that
that
would
be
a
great
time
to
divvy
up
the
work
amongst
the
different
product
categories
within
plant
and
I
assume
you
know,
different
stages
would
do
the
same
so
excited
at
least
plan
seems
to
be
on
track,
if
not
ahead,
and
then
we
can.
We
can
start
doing
that
mark.
D
A
Mike
a
great
question-
and
you
mentioned
your
integration,
so
I
think
that's
that's
really
key,
because
there's
a
nuance
there,
which
is
a
lot
of
our
customers
or
new
prospects,
would
love
to
use
the
lab
with
chair
and
they
have
no
intention
of
getting
rid
of
JIRA
and
so
at
least
as
a
primary.
How
I
see
that
is
no
intention,
yet
no
intention
it
exactly
it's
a
great
lead
right.
It's
like
how
we
say
that
you
know
our
new
lab.
C
A
You
get
issues
there
in
the
navigation,
you
can
click
on
and
you
can
use
it.
So
that's
one
way
for
our
strategy
of
displacing
jeribai,
just
a
you
know,
literally
screen
just
screen
comparison
using
JIRA
one
moment
and
then
you're
clicking
and
you
lab
and
like
oh,
this
is
the
same
UI.
Why
wouldn't
I
want
it?
Useful
I
can
create
an
issue
board.
There's
one
created
for
you
already.
So
so,
thanks
for
bringing
that
up
mark
because
I
think
I
should
actually
write
that
down
that
anyone's
there.
A
So
thanks
for
bringing
up
but
the
the
more
obvious
answer
is
you
know
we're
we're
emphasizing
a
lot
of
features
within
project
management
and
portfolio
management
that
were
competing
against
share
with
another
nuance.
That
I
did
right
now
in
the
direction
page
we're
not
necessarily
competing
with
them.
Head-To-Head
only
on
features
were
very
careful
to
say,
for
example,
John
Jeremiah
are,
from
probably
marketing
pointed
me
to
agree
a
webinar
from
gerra
november/december
that
was
released
last
year
and
there
really
focused
the
JIRA
is
gerra.
A
The
product
is
on
the
new
future
of
hyper
integration
being
very
flexible,
plugging
into
different
acts
and
so
on
and
so
forth,
which
of
course,
we're
interested
in.
But
when
you
see
Jared
II,
you
don't
see
a
connected
strategy
with
you
know,
pipelines
and
CI,
subi
and
so
forth.
Of
course
Alaskan
has
that,
but
it's
not
within
the
product
and
also
even
portfolio
management.
A
Alas,
ian
has
a
separate
plugin,
but
it's
not
within
the
core
JIRA
product
itself,
and
even
when
I
watch
that
webinar,
which
was
supposed
to
be
about
the
future
of
Jared,
they
kept
talking
about
new
interfaces,
simplifying
things
but
actually
adding
more
features
later
so
I,
don't
know
how
that
jives
of
simplifying
things,
but
I
can
see
that
the
strategy
is
markedly
different
from
get
labs,
which
is
we
want
everything
together
and
in
particular
plan.
It's
really
about
growing
portfolio
management,
which
was
pretty
absent
in
their
strategy.
A
So
a
comparison
about
going
after
JIRA
is
Jerry
is
limited
to
project
management,
we're
going
after
project
management
as
it
pertains
to
the
as
it
pertains
to
portfolio
management
and
also
as
it
pertains
to
the
entire
DevOps
gitlab
as
a
whole.
So
that's
that's.
How
we're
displacing
Jared
by
not
going
head
to
head
with
project
management
but
with
competing
on
a
different
strategy
and
I
talk
a
lot
so
I'll
try
to
take
each
other
I
think
you.
E
Know
just
jump
in
really
quickly
an
issue
there
which
isn't
as
much
about
displacing
gira
but
is
an
issue
for
us,
is
that
we
want
to
dogfood
our
JIRA
integration,
but
because
that
is
a
direct
replacement
for
the
issue
tracker
that
we
also
work
on
and
plan
this,
this
kind
of
an
inherent
conflict
there
and
solution.
Basically,
so
if
anybody
does
have
a
great
suggestion,
please
post
it
in
that
issue.
Yes,
yeah!
We
don't.
We
don't
want
to
split
our
work
and
have
two
sources
of
truth.
E
D
Doug
pudding
isn't
the
only
way
you
can
get.
You
know
effective
feedback
and
test
cases,
and
whatever
else
I
mean
we're
lucky
that
our
developers,
our
own
customers,
but
most
companies-
that's
just
not
feasible.
So
you
know
it's
okay
of
this
case.
We
can't
use
dogfooding
as
the
one
way
to
get
that
working
well,.
A
G
G
That
this
is
a
this
is
an
issue
that
I
think
is
a
pain
point
internally
for
Gil
average.
But
if
you
look
at
the
issue,
it
is
a
highly
up
voted
community
issue.
This
is
the
idea
of
I.
Can
edit
an
issue
description
and
even
if
there's
a
lot
of
state
important
things
in
there,
if
I
delete
something
and
accidentally
save
it,
I
completely
lost
that
you
know
enormous
pain,
point
and
so
editing
and
updating
issue
descriptions
can
be
a
very
tenuous
process.
G
A
For
them
to
answer
your
question
directly,
we
have
a
timeline
on
it
on
the
parent
ethics,
so
for
some
issues
that
are
really
further
out,
I
do
I,
think
other
product
members
as
well
won't
put
a
mouse
on
because
it's
so
far
out-
and
you
don't
want
to
just
you-
know-
set
false
expectations
or
have
that
granularity.
So
so
there
is
a
timeline
on
it.
It's
later
in
the
year,
if
you
look
at
the
epic
I
believe
I'm
just
looking
at
it
right
now,
I'm
November,
so
it's
pretty
far
away.
So
please
comment
on
it.
A
If
you
think
that's
too
far
away,
I
think
other
product
members
would
also
agree
with
you
William
that
that's
too
far
away
and
that
they
would
love
it.
So
I
wanted
to
give
more
context.
In
addition
to
to
William
wondering
this
feature.
A
lot
of
party
man
just
said
that
that
they
would
love
having
this
feature
to
source
control,
a
lot
of
product
work
or
product
documentation
like
when
we're
writing
our
vision
and
our
strategy
and
we're
putting
it
on.
We
dialogue
discussion
in
the
product
team.
A
Do
we
put
that
on
the
website
in
our
handbook,
or
do
we
put
that
in
issues
and
epics
and
so
a
big,
a
big
benefit
of
having
it
in
the
website?
As
you
can
source
control,
you
can
see,
you
can
have
conversations
your
merger
quest
to
have
that
conversation
flow
and
that's
been
very
helpful,
but
with
the,
if
you
have
it
in
Guild
admin
issues
and
ethics,
then
you
can
leverage
all
the
great
features
there.
A
You
know
an
issue
board
moving
things
around,
connecting
it
to
other
issues
and
mer,
yeah,
even
merge
requests
and
epics,
but
you
can't
do
the
merge
request
flow,
updating,
a
description
so
that
there's
even
more
use
cases
there.
So
my
answer
there
William
is
later
in
the
year
and
then
there's
other
benefits
to
other
teams
as
well.
A
A
Would
need
to
happen
is
additional
conversation
to
talk
about
why
it's
important
in
yeah
like
just
it's
a
typical
product
process.
What
would
need
to
be
happen?
Is
you
continue
to
to
to
tell
me?
That's
very
important
continue
to
comment.
An
issue
continue
to
collect
more
data,
that
it
is
important
to
you
and
what
I
need
to
do
is
have
a
conversation
with
you
and
reach
out.
So
it's
not
just
what
you
need
to
do.
What
I
need
to
do
as
well,
so
I
will
do
that.
H
If
there's
a
way
to
identify
a
few
I
feel
like
there's
four
or
five
of
these
things
that
are
just
like
everybody
wants,
but
they're
all
scheduled
for
next
year
or
later
in
this
year.
I
wonder
if
there's
a
way
to
kind
of
bundle,
those
up
and
highlight
them
as
ones
that
would
really
make
a
difference
to
people
who
use
the
product
every
day
here
at
kill,
em
and
try
and
find
a
way
to
do
them
sooner
than
next.
A
A
H
H
A
I
think
a
great
point
you
made
Jason
is:
it
could
have
it
well,
it
was
done
in
very
short
time,
so
if
we
can
figure
that
out,
instead
of
just
like
not
just
consider
the
priorities
but
consider
the
cost
as
well,
that
adds
a
level
of
flexibility
in
our
prioritization.
So
thank
you
for
that
feedback.
I
will
I
will
do
that
I'll
get
something
going.
Thank.
A
So
what
I'll
do
Jason
is
I
will
add
a
note
here
to
the
agenda
and
it
to
do
for
myself
and
and
then
I'll
create
an
issue
or
something
to
to
make
sure
that
we
move
that
forward
and
everybody
who's
watching
this
I
can
participate
there
so
that
we
don't
get
this
lost.
Okay,
sure
we
should
be
careful
as
one
problem
with
retaining
all
data.
How
do
you
get
accidental
deletions?
We
are
they?
Do
you
want
a
voice?
That
IP
is
that
in
regards
to
the
the
the
source
control
of
the
data.
I
No,
it's
just
like
I
I
accidentally
added
stuff
to
description
that
wasn't
supposed
to
be
there
and
for
me,
editing
was
a
thing
and
I'm
reading
for
the
issue.
It's
really
long
and
all
my
reading
for
the
issue
and
trying
to
voice
the
concern
that,
if
you
add
accidental
stuff,
how
do
you
get
rid
of
it
right
like
in
the
revision
history?
That's
always.
A
C
A
I
A
J
I
can
try
to
verbalize
this
little
piece
and
I
wrote
it
yeah.
Specifically,
you
know
as
we
as
we
start
to
move
as
an
organization
towards
continuous
delivery.
I
mean
this.
This
question
might
be
sort
of
hard
to
answer
that
a
much
bigger
conversation
about
how
our
processes
will
change
for
for
our
delivery.
But
you
know:
are
there
things
that
you
were
aware
of
I
guess
that
are
already
sort
of
in
in
the
the
pipeline
that
I
get
that
are
gonna
help
us.
J
Very
quick
example
of
like
something
we've
run
into
recently
using
feature
flags,
which
is,
if
we're
using
feature
flags
and
say
working
on
something
for
11.9,
and
then
we
move
past
that
feature
freeze.
Then
we
kick
off.
You
know
the
next
milestone,
but
we're
still
working
on
this
thing
finishing
it
up
planning
to
get
it
into
11.9
in
order
to
like
have
it
on
the
same
board,
where
all
the
rest
of
our
work
is,
we
were
like
well
should
we
assign
it
to
live
about
ten,
even
though
it's
probably
we're
aiming
to
get
into
11.9.
J
A
Like
no,
no
thanks
for
explaining
that
so
is
it
fair
to
say
it's.
The
continuous
delivery.
I
thought
you
meant
something
very
specific
technically,
but
it
sounds
like
you're
saying
something
more
broadly
from
a
process
perspective
and
mech
and
quality
team
have
been
doing
a
lot
of
great
things,
with
automation
and
with
the
triage
packaging
and,
for
example,
one
thing
that
they
specifically
did
was
move
issues
all
from
older
Mouse
tone
to
the
newer
milestone,
so
that
you
know
we
don't
have.
A
We
have
hygiene
in
terms
of
a
milestone
perspective
and
so
a
lot
of
those
things
we
have
outstanding
issues
to
to
make
those
into
features
inside
gitlab,
so
I
will
link
to
that
one
specifically.
So
that's
that's
one
that
I
remember
specifically,
there's
probably
a
couple
more,
but
I
will
I'll
link
to
that
one
specifically
for
now
again,
as
I
can
as
I
as
we
take
these
questions.
C
A
Do
you
believe
key
value?
Labels
are
enough,
for
so
Gabrus
t
believe
key
value.
Labels
are
enough
to
are
enough
for
more
traditional
project,
uses
a
lot
of
custom
fields
and
so
forth.
So
so
the
answer
Gabriel
great
question
is:
is
we
don't
know
and
that's
what
we
do
I
give
up
and
we
love
it
instead
of
spending
a
lot
of
time
or
spending
the
engineering
effort
to
design
effort,
a
product
effort
to
build
out
all
the
way
to
custom
fields.
As
you
know,
other
you
know,
project
management
tools,
I've
done.
A
We
said
what
what
what
is
something
smaller,
that
we
can
do
and
leverage
our
existing.
What
the
product
team
is
called
small
primitives
to
advance
the
product,
solve
customer
problems
and
get
feedback
right
away.
So
it's
a
really
low
risk
strategy.
It's
a
very
effective
strategy
because
we
can
get
feedback
right
away.
We
will
have
to
spend
two
three
Mouse
tones
before
releasing
a
feature
and
in
this
particular
case
we
have
a
hypothesis
that
if
we
use
key
value
labels
and
for
folks
who
don't
know
what
it
is,
you
can
click
on
that
link.
A
Thank
you
for
for
linking
to
it.
Then
you
can
see
that
maybe
that
that
will
suffice.
Maybe
that
will
solve
80%
of
what
a
customer
needs
and
then
we
maybe
we
can
iterate
on
it
without
creating
custom
plates
itself,
so
that
that's
our
current
strategy
and
and
the
answer
is
we
don't
know,
and
we
don't
have
to
know
and
so
that
that's
that's
that's
how
we
do
a
product,
ID
11,
so
I
think
that
that's
why
it's
it's
great,
so
I'm
just
going
to
bounce
around!
Well
then
I'm.
E
A
A
A
Formats
will
the
address
acquisition
affect
our
JIRA
integration
strategy.
I
would
say
that
it
only
reaffirms
our
strategy.
It
only
gives
us
more
urgency.
You
know
we
were
seeing
Atlassian.
This
is
their
approach
to
addressing
like
I
mentioned
earlier.
You
know
when
they're
making
JIRA
inside
the
JIRA
webinar
didn't
talk
about
core
flow
management,
specifically,
but
obviously
they're
not
living
a
bubble,
and
so
they
see
that
they
need
to
go
after
these
markets,
and
this
you
know
two
years
ago.
A
They
saw
that
they
have
to
improve
on
issue
boards
and
there's
a
lot
of
complexity
with
JIRA,
and
so
they
Trello
and
so
to
me,
as
an
outsider
outside
of
Atlassian.
My
take
on
it
is
that
they
see
this
amazing.
You
know
adjacent
market,
about
portfolio
management
and
they
see
a
job.
Craft
apparently
was
on
the
market,
and
then
they
picked
it
up.
A
So
it
only
gives
us
more
urgency
to
ship
our
strategy
of
a
single
application,
in
particular
for
planning,
because
if
you
look
at
the
direction
page
for
the
planned
stage
of
collab,
we
have
at
least
we
have
three
groups,
and
one
of
them
is
team
planning
and
another
one
is
enterprise
planning
and
of
course
they
come
together
with
your
lab
plan.
But
those
two
areas
at
your
lab
are
formed
one
stage
and
as
part
of
one
application,
but
say
for
a
lasting.
That
could
be
two
separate
products
which
they
are
right
now.
A
So
it
only
reaffirms
that
the
market
cares
about
portfolio
management
in
the
space
of
people
who
are
trying
to
do
DevOps
and
that
there's
consolidation,
and
so
it
only
reaffirms
that
there's
a
there's
a
market
need
that
customers
are
perhaps
going
to
last
and
say:
what's
your
portfolio
management
solution,
and
so
so,
when
I
see,
that
only
gives
us
margin
c2
to
continue
shipping
and
going
with
this
strategy.
So
so
thank
you
for
that
question.
A
Is
the
collapse
on
track?
Four
twelve
zero
I
would
say
so
a
MEK
we
haven't
started
12,
zero
and
so
I.
Try
very
hard
to
be
ambitious
as
we
are
with
shipping
or
scheduling
issues
as
we
want
to
have.
You
know
in
high
end
book
we
say
velocity
over
predictability,
so
that
particular
feature
is
a
great
feature.
We
schedule
it
for
12,
zero
and
I.
Don't
anticipate
that
we're
gonna
push
it
to
a
later
milestone
at
this
point,
so
for
folks
that
are
interested,
that's
I
personally
would
use
that
feature
or
will
use
that
feature.
A
So
please
feel
free
to
take
a
look
and
comment
on
it.
If
you
have
anything
further,
so
we
have
less
than
one
minute
one
minute
in
the
morning.
Thank
you.
Thank
you
for
all
the
great
questions.
I'll
do
all
the
homework
and
add
all
the
links
for
folks
that
are
interested
on
following
up
and
we'll
see.
Everybody
in
the
team
company
call
I
know.