►
From YouTube: GitLab Portfolio Mgmt Features Feedback
Description
Melissa Ushakov and Will Szabo walk through gaps that are keeping him from using Roadmaps for Portfolio Management.
A
B
Yeah,
thank
you
melissa,
so
my
name
is:
will
zabo,
I
am
the
new
senior
security
program
manager,
somewhat
of
a
experimental
role
within
security
department,
so
I'm
bringing
in
some
out
outside
experience
in
project
program
and
portfolio
management
which
intersected
really
well
with
this
part
of
the
product.
So
I'm
happy
to
be
dog
fooding
and
having
this
conversation
with
melissa.
B
Sure
sounds
good,
so
the
I'm
gonna
share
my
screen.
This
is
something
that
we
were
just
looking
at
a
moment
ago,
so
we
have,
within
this
larger
initiative
several
pieces
of
work
that
fit
into
blocks
of
time
and
fit
into
multiple
different
areas
who
are
doing
affected
work.
So
this
isn't
work,
that's
just
sitting
in
security,
it's
also
sitting
in
engineering
and
in
some
other
areas.
B
So
this
is
a
we're
talking
about
fedramp.
So
this
is
an
overview
of
the
fedramp
kind
of
timeline
that
we
received
from
our
partner
that
we're
working
with,
and
this
started
the
conversation
because
we
started
to
build
something
similar
to
this
within
powerpoint
for
this
section
zero,
because
we
actually
have
to
do
some
pre-work.
B
A
B
A
B
Yep,
these
would
be
individual
sets
of
activities
sets
of
issues,
tasks
that
would
be
done
as
it
progresses
across
the
chevron
timeline
and
they
tried
to
mirror
the
overlapping
section
or
phase
above
as
well
as
the
timeline
of
milestones.
So
within
this,
if,
if,
if
I
were
structuring
it
in
my
in
my
head.
B
Using
just
the
functionality
that
I
understand
today,
each
one
of
these
phases
above
might
equate
to
a
sub
project
with
each
of
these
steps
below
equating
to
an
epic
with
each
thing
beneath
that
being
child
epic
and
both
of
those
having
having
sets
of
issues
within
them.
I
could
do
the
things
across
the
top
as
epics
the
things
in
the
middle
as
sub
epics
or
child
epic,
sorry,
and
then
then
I
would
just
have
to
think
about
yeah.
These
all
could
be
child
epics
and
maybe
they're.
B
B
B
Yeah,
so
so
definitely
within
the
scope
of
the
work
that
I'll
be
doing
almost
almost
exclusively,
it
will
be
work
that
has
that
that
has
groups
in
security
and
outside
of
security
all
doing
work
for
a
specific
purpose.
That
would
feel
more
like
a
program
and
less
like
a
project,
and
the
projects
in
those
different
groups
will
probably
be
contained
within
those
groups.
So
for
me
it's
it's
a
use
case
that
says
hey
when
we
have
things
that
span
multiple
projects.
B
So
with
that,
when
I
looked
at
the
the
milestones
and
started
to
look
at
at
these,
they
seemed
to
have
duration,
which
confused
me
a
bit,
but
they
also
didn't
follow
this
side
panel.
What
I
was
kind
of
expected
to
see
was
each
milestone
underneath
this,
this
collapsible
menu
of
of
area,
so
seeing
this
big
blank
space
over
here,
confused
me
as
a
user.
So
that
was
one
of
the
things
I
want
to
bring
up
for
you.
A
B
Yeah
and
and
the
other
piece
that
was,
I
wasn't
sure
about-
was
if
this
top
header
section,
because
one
of
the
questions
that
came
up
was,
can
you
explode
this
into
some
other
time,
slicing,
like
phases
or
quarters
or,
and
that
was
that
top
section
in
that
prior
image?
Was
they
were
like
hey?
Can
you
can
you
group
this
by
phases
so
that
we
can
see
what
stuff
is
fitting
into
those
as
opposed
to
months
and
days?
B
A
B
So
one
of
the
things
that
may
be
maybe
a
a
feature
idea
is
the
idea
of
adding
some
level
of
custom
groupings
into
this
range
section.
That
would
allow
someone
to
create
phases
for
longer
tail
things,
and
then
the
next
part
that
I
got
into
was
seeing
this
bottom
screen
down
here
in
the
and
what
I
really
liked
being
able
to
see
was
the
epic
sub
epic
relationship
and
nesting.
B
A
A
B
You
will
have
to
digest
the
information
and
figure
out
a
way
of
rolling
it
up
now
that
type
of
a
roll
up
or
a
high-level
view
of
a
project
or
roadmap
is
something
that's
super
common
in
my
discipline,
we
we
often
have
to
say
well,
I
just
want
to
see
the
top
level
things
right.
I
just
want
to
see
now
from
the
way
that
I
was
looking
at
this
I
could.
B
I
could
use
larger
nestings
to
create
that
top
level
grouping.
So
if
I
said
these
might
be
too
granular,
let's
put
a
set
of
epics
above
this
that
are
a
little
higher
level
that
will
reduce
the
overall
total
count
of
each
of
these
epochs,
and
that
may
that
may
start
to
reduce
the
the
total
size
of
the
information.
B
A
B
In
my
world
I'm
used
to
you
know:
corporate
programs
that
can
run
a
year
plus
and
seeing
that
in
in
this
type
of
view,
would
would
just
create
huge
bars
of
blue.
That
would
just
be
everything
right.
Everything
would
be
a
huge
bar
blue
and
then
you
would
see
some
small
percentage
increase
within
it,
which
which
may
not
give
that
that
slice
that
they're
looking
for
of
how
does
this
fit
into
the
the
overall
run
of
the
total
project?
Right.
B
A
B
Yeah,
absolutely,
and
so
typically-
and
this
is-
I
have
to
use
outside-
get
lab
because
I'm
too
new
here
and
haven't
seen
enough
of
these
examples
here
to
be
able
to
use
an
internal
one,
but
I
can
I
guess
I
can
try
to
do
that.
So
we
today
do
that
for
okrs
right,
you
have
a
quarterly
subset
of
these
are
the
things
that
we're
trying
to
accomplish,
and
we
review
those
on
a
frequency
every
week
to
see
progress
against
the
total.
B
B
An
okr
is
just
a
set
of
work
that
needs
to
get
done
over
a
period
of
time
could
easily
fall
into
this
model
as
well
often
when
I'm
looking
at
project
reviews
is
part
of
an
overall
portfolio,
I'm
I'm
looking
for
key
pieces
of
information.
It
probably
came
out
of
a
kickoff
where
we
set
a
high
level
timeline
and
related
changes
that
were
going
to
happen
across
that
timeline,
but
didn't
have
the
detail
at
that
time.
So
I'm
looking
back
at
that
original
expectation
and
how
things
have
changed
related
to
that.
B
So
when
I
look
at
a
roll-up,
I'm
looking
at
at
the
interaction
of
what
today's
roll-up
vision
looks
like
compared
to
that
original
one
from
the
kickoff
at
or
some
later
point
in
time
where,
where
things
have
been
readjusted,
who
who
am?
I
that's
doing
that?
Typically
it's
it's
your
program,
leadership
or
external
stakeholders
who
are
looking
to
see
how
it
affects
them,
because
they
may
have
other
timelines
other
efforts
that
are
going
on
and
they're,
seeing
whether
the
things
are
still
going
to
lay
out
as
intense
intended.
B
I'm
looking
for
collisions
if
I'm
a
department
head
and
there's
other
things
going
on,
I'm
looking
at
where
slips
in
one
project's
timeline
may
be
affecting
resourcing
or
budget
for
another
project's
timeline
and
do
I
need
to
adjust
so
that
that's
where
those
roll-ups
kind
of
play
into
effect?
The
first
image
that
I
showed
you
would
be
that
first
use
case
of
I'm
looking
against
a
kickoff
expectation
versus
what
my
current
expectation
is
and
when
I
have
to
look
at
a
kickoff
presentation,
that's
shown
in
that
type
of
image
slice.
B
And
then
I
look
at
a
detailed
one
like
what
we're
seeing
on
the
screen.
Now,
it's
harder
for
me
to
see
the
comparison
between
those
two
things
so
often
in
the
past.
I
would
have
asked
the
project
team:
hey.
Can
you
put
this
in
a
view
that
looks
similar
to
this
other
one
so
that
I
can
see
how
things
have
changed
from
that
original
expectation.
A
A
B
Yeah
I
saw
that
I
saw
the
the
use
of
filtering
the
results
so
that
it
it
fits
more
and-
and
I
did
I
did
think
about
using
whether
or
not
to
use
labels
in
in
context,
because
my
understanding
again
new
guy
understanding
use
of
labels
is
real
for
for
long
term.
You
know
you're
not
going
to
turn
them
on
and
off.
Typically.
B
But
but
in
our
group
we
tend
to,
we
tend
to
use
labels
for
grouping
things
together,
like
a
departments,
everything
that's
for
that
department
might
have
have
a
label,
but
more
specifically
everything
for
a
policy
might
have
a
label
policy
is
not
really
going
to
change.
Procedure
might
have
a
label,
that's
not
really
going
to
change.
I.
A
B
A
A
A
B
A
A
Yeah,
thank
you
for
that.
That's
definitely
something
that's
on
our
radar
of
just
creating
more
sort
of
like
separate
objects.
So
thanks
for
the
validation
there
and
then
I
think,
being
able
to
like
quickly
export
the
view
would
be
useful
to
like
show
it
externally,
snapshot
it
or
something
right
where
you're.
B
A
A
B
A
B
Yeah,
I
did.
I
did
notice
that
that
this
was
for
me
and
and
my
my
use,
my
pattern
of
use
for
this
in
the
in
the
current
state.
It
is
would
be
for
reporting
and
that's
the
lens
that
I
was
using
as
I
was
looking
at
it
this.
I
wasn't
looking
at
this,
as
this
gives
me
a
window.
Much
like
a
board
gives
me
a
window,
but
in
a
board
setting
I
can
move
things
around.
B
Well,
where
do
I
need
to
make
that
material
adjustment
right?
If
a
phase
has
changed?
How
hard
is
it
going
to
be
to
go
back
in
and
change
that
phase
across
all
the
the
individual
items
within
it
right?
If
I'm
using
labels-
and
I
have
you-
know
a
phase
two
label
right-
that
that
sets
everything
within
it-
everybody's
tagged,
all
their
things
with
the
phase
two
label
and
I
go
and
say
well
actually
this
is
now
part
of
phase
three
or
we've
collapsed
phase.
Two
and
three
together.
B
B
A
A
B
Easily,
so
a
great
example
is
is
what
I
just
did
in
here,
where
I
clicked
on
a
single
item,
and
it
took
me
to
this
this
view
of
that
item
normally
within
a
a
road
map.
I
would,
I
would
wonder:
okay,
if
I'm
clicking
over
here
again,
it's
taking
me
into
the
individual
epic
right,
I
I
have
been
in
situations
where,
where
tool
sets
flowed
within
the
tool
within
that
view
itself
into.
B
Right,
but
I
I
don't
know
that
I
would
be
looking
in
a
road
map
view
to
be
able
to
switch
to
a
board
view
of
something
without
going
to
boards.
That
seems
very
natural
to
me
to
go
over
to
that
left
panel
and
to
to
switch
to
a
board
view
now,
where
that,
where
that
isn't
necessarily
the
same
is
if
I
filtered
this
road
map
going
into
the
same
filtered
board
view
is
not
necessarily
something
that
I
know
that
I
can
do.
A
A
A
B
I
was
a
user
to
say:
hey,
yes,
I'm
I'm
in
the
roadmap
view,
I've
done
my
filtering
to
see
the
roadmap
that
I'm
I
care
about,
and
now
I
want
to
see
the
list
view
of
that,
and
now
I
want
to
see
the
board
view
of
that.
Can
I
do
that
without
having
to
recreate
it
in
multiple
places
would
be
a
natural
pattern
for
me
to.
A
B
I'm
pulling
up
just
that
phase,
but
then
I
realized
there's
some
issue
with
it
and
I
have
to
go
and
now
find
who
do.
I
have
to
relate
that
to
and
in
some
of
those
other
views,
it's
a
little
bit
easier
to
to
go
and
find
that,
like,
I
may
see
as
part
of
the
phase
that
there's
an
issue
within.
What's
what's
in
progress
and
what's
not,
I
would
go
to
a
board
to
try
to
try
to
address
that
as
opposed.
B
So
now
I've
got
this
work
that
I
put
together
to
make
this
view
work
for
me
managing
the
the
effort.
But
now
the
team
has
moved
to
a
different
group,
and
now
I'm
saying
okay,
how
do
I
fix
that?
In
my
view?
How
do
I
go
and
address
that?
And
that
might
be
a
structural
change,
that
I
have
to
go
from
the
roadmap
to
a
board
make
those
changes
to
a
list
make
the
changes
there.
I
could
see
doing
that
as
well.
B
A
B
It's,
I
guess
I
guess
the
way
in
which
I
would
think
about.
It
is
today
right,
I'm
looking
at
the
the
get
lab
security
department's
roadmap
and
in
it
there's
sub
departments,
and
I
could
filter
this
to
see
those
sub
departments
and
all
of
the
different
stuff.
That's
nested
underneath
their
their
groups.
B
But
if
I'm
doing
an
effort
that
is
with
one
of
those
sub
departments
and
a
group
outside,
then
my
assumption
would
be.
I
have
to
actually
go
up
to
the
gitlab.com
level,
look
at
the
roadmap
for
that
entire
level
and
then
try
to
figure
out
some
way
of
filtering
it,
so
that
I
get
all
those
sub
teams
that
are
working
together
into
that
roadmap
roadmap
view
and
and
that
that
works
from
a
technical
perspective.
B
But
it
doesn't
work
from
a
the
mind,
mapping
how
I
would
think
about
a
program
that
I've
created
or
a
project
with
with
different
teams
that
are
working
on
it.
From
that
perspective,
because
you're
the
the
comment
that
I
got
from
someone
who's
been
here
a
long
time
and
has
used
the
road
map
functionality
more
than
I
did
was.
Oh,
you
can
do
that.
You
just
have
to
structure
the
work
differently
and
it's
not
going
to
make
sense
for
what
you're
trying
to
do.
B
It
will
make
sense
once
you
look
at
the
roadmap,
because
it'll
have
all
the
things
in
it,
but
you
have
to
go
into
it
with.
I
want
it
to
fit
on
the
roadmap,
so
I
have
to.
I
have
to
do
it
this
way
right,
as
opposed
to
I'm
putting
a
program
together,
and
these
are
the
teams
that
are
related
to
the
program
by
putting
that
program
together
and
relating
those
teams.
Now
I
have
a
roadmap,
that's
going
to
have
just
that.
Those
views
to
it.
A
So
yeah,
let's
walk
through
that.
How
that
would
work.
So,
let's
say
you're
putting
together
a
program,
you
identify
four
different
teams
that
will
be
contributing
to
it
yep
from
there.
Basically,
the
teams
would
create
the
things
that
they're
contributing
to
it:
the
objects,
whether
it
be
like
epics
or
stories
or.
B
There
would
be
there
would
be
projects
epics
and
stories
or
or
issues
related
to
their
part
of
it.
There
could
be
projects
that
have
pieces
of
work
done
by
each
of
those
groups
in
that,
in
that
one
project,
which
today
I
know
creates,
creates
a
different
issue,
a
different
problem
that
we
have
to
solve
for.
But
but
that's
that's,
how
I
think
about
the
idea
of
our
portfolio
or
program.
B
A
A
B
B
That's
that's
really
where
it
comes
down
to
right.
It's
the
it's!
The
filter
out
the
noise,
so
that
you
have
the
the
the
meaningful
and
relevant
work
in
your
visualization
right
and
that's
where
as
a
as
a
user.
If
I
go
up
to
the
github.com
level
and
say
I
got
to
start
my
roadmap
there,
I
have
a
a
barrier
right,
a
trust
and
comfort
barrier
to
now.
I've
got
to
pull
all
the
work
within
that
space.
Am
I
comfortable
with.
B
And
I
do
know
that
that
some
folks
are
much
more
comfortable
with
that
and
and
they'll
just
you
know,
drill
in
and
throw
the
the
filter
together
fairly
easily
to
pull
that
because
they're
they're
used
to
doing
it,
whereas
a
new
user
for
someone
like
me,
that
barrier
is
a
little
bit
higher
because
I'm
like
okay.
Well,
how
do
I
find
it?
A
A
B
B
B
A
B
B
B
And
that
was,
you
know,
that's
probably
separate
to
this
discussion,
but
they're.
The
idea
of
you
know
things
having
an
iteration
iteration
a
release,
a
target
right.
There's
there
when
you
look
at
an
issue,
there's
all
those
things
that
right-hand
panel
in
theory-
those
are
groupings
that
don't
make
it
to
this
view.
A
B
So
in
theory,
if
I
have
an
iteration
and
that
iteration
equates
to
the
same
thing,
but
it's
a
milestone
should
I
have
some
way
of
seeing
that
easily
right
or
a
release
relates
to
a
milestone,
because
it's
exactly
the
same
thing,
but
I
have
to
create
it
as
a
milestone
to
be
able
to
show
it
up
on
this
part,
as
opposed
to
using
feature
functionality.
That's
already
there
grouping
together
work
and
allowing
that
to
be
reviewed
here.
Yeah.
B
Yes,
yes,
yes,
I
agree
with
that,
because
I
I
could
see
functionally.
I
could
see
this
milestone
section,
having
a
choice
of
whether
you
want
to
see
milestones,
iterations
releases,
whatever
those
groupings
are
and
you're
just
choosing
what
flavor
of
those
groupings
you're
looking
at
or
multiple
flavors,
because
in
something
complex,
you
might
need
to
see
the
iterations
that
fit
within
a
release.
B
Right
and
and
that's
a
very
common
use
case
that
that
would
flow
into
something
like
a
project
to
be
able
to
say
my
project
has
this
number
of
releases
in
it?
My
project
has
this
number
of
iterations
in
it.
My
project
has
this
much
this
many
epics
in
it,
and-
and
these
are
where
they
happen
in
a
in
a
in
a
time
related
fashion,.
A
B
Yes,
so
so
the
roll-up
report,
you
know
my
recommendation
back
to
jonathan-
was
the
roll-up
report
for
eric
really
just
needs
to
stay
in
powerpoint.
If
he's,
if
he's
using
it
for
that
purpose.
With
these
other
slides,
you
can't
solve
that
without
doing
the
same
thing
that
you're
doing
today,
you
could
get
information
and
you
could
find
that
information
a
little
bit
easier
so
that
creating
that
powerpoint
maybe
takes
a
little
bit
less
time.
But
you're
gonna
have
to
put
that
effort
into
creating
the
view.