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B
C
B
Agenda
yeah,
I
mean,
I
think,
the
first
quick
one
that
I
wanted
to
discuss
is
we
talked
about
having
iterations
the
iterations
feature
flag,
enabled
for
the
marketing
group
to
start
testing
them.
It's
my
understanding,
though,
that
part
of
it
has
slipped
to
13.2,
meaning
the
report
of
the
list
of
issues
and
with
it
and
the
edit
function.
B
B
D
D
D
I
think
we
absolutely
should
get
people
to
start
using
milestones,
so
I
think
we
should,
but
the
the
the,
but
the
distinction
I
would
make
is,
I
would
not
be
supportive
of
saying
we
should
have
a
milestone
for
all
of
marketing
where
300
issues
all
show
up
in
the
same
milestone,
because,
frankly
it
doesn't,
you
can't
filter
it.
You
can't
sort
it
you
can't.
D
C
D
But
you
can't
see
the
team,
you
can't
see
the
teams
burned
down
you,
you
see,
you
only
see
one
view
which
is
everyone
and
and
the
value
of
iterations
is
that
you're
able
then
to
you
know,
as
you
go
farther
into
the
organization,
each
each
level
get
what
I've
seen
with
iterations.
I
think
iterations
will
help
us
to
do
this
top
to
bottom
view
right.
B
But
I
think
I
think
we
agree
that
that
iterations
is
the
way
to
go.
This
is
just
a
temporary
measure
so
that
people
start
working
on
that
on
that
cadence
well,
current
way
of
working.
Essentially,
I.
E
B
I'd
still
be
I'll
still
be
advocating
for
having
the
marketing
white
ones,
because,
ultimately,
that's
what
we're
going
to
do
with
with
iterations
and
even
if
we
don't
use
the
burn
down
chart,
we
can
still
use
use
them
for
scheduling
and
use
the
use.
The
issue
boards
in
the
similar
way
that
the
corporate
marketing
team
and
the
and
the
growth
team
are
using
them.
So
to
me
it
would
be
just
perhaps
a
temporary
measure
before
we
switch
to
two
iterations.
A
The
the
I
I
guess,
the
question
there,
then,
is
if
we
start
pushing
people
down
the
train
of
using
oh
gabe's
on
good.
He
can
answer
this
if,
if,
if,
if
milestones,
are
kind
of
a
half
step
to
iterations
and
we
start
pushing
people
down
the
path
of
milestones
first
and
then,
a
month
later,
when
iterations
are
ready,
we
tell
them
to
shift
gears
and
and
while
they're
still
learning
how
to
do
work
differently,
we
also
kind
of
push
them
into
a
different
tool.
To
do
that.
A
On
the
other
hand,
I
know
we
have
a
time
box
where
we
have
to
effect
some
change,
so
hey
gabe,
we're
just
talking
about
about
iterations
and
when
we
think
it's
gonna
hit
and
whether
we
should
start
people
using
milestones
instead
of
them.
E
Yes,
you
should,
I
think
it
will,
so
it
was
supposed
to
be
live,
but
the
engineer
used
the
wrong
id
key
for
report
views,
so
the
report
view
doesn't
work,
but
that
should
be
fixed
soon
and
we
can
enable
it
for
marketing.
I
think
we
already
did
enable
it,
but
I'll
follow
up
on
that.
That
being
said,
the
downsides
of
using
iterations
right
now
is
that
they're
not
integrated
into
boards.
Yet
so,
if
you
want
to
have
like
filter
a
you
know,
scope
a
board
to
an
iteration
that
won't
work.
E
B
What's
the
gate,
what
what's
the
the
expectation
for
the
integration
in
terms
of
which
release?
Would
it
land
this
integration
with
tissue
boards
when.
E
I
think
that's
based
on
feedback
from
y'all,
like
how
important
is
it
to
have
it
right
away
versus
having
a
better
report
view
within
the
iterations,
because
right
now,
there's
not
a
burn
down,
chart
or
burn
chart
and
iterations
there's
just
a
list
of
issues
and
some
basic,
I
think
a
completion
percentage
at
the
top.
So
that's
where
we're
we
can
go
any
direction
at
this
point.
Okay,.
B
Okay,
I
mean
I'm
guessing
that
we
can
discuss
this
one
in
terms
of
prioritization.
You
can
discuss
this
one,
this
one
offline
but
yeah.
What
I'm
saying
is
that,
even
if
the
dmvc
had
landed
atlanta
for
13.1
would
be
limited
in
terms
of
using
issue
boards
for
for
tracking,
for
tracking
iterations.
E
B
All
right
so
yeah,
I
mean
the
reason
I'm
bringing
this
one
up
is
because
we've
we're
delaying
we've
delayed
the
the
testing
by
my
team
captains
by
week,
at
least,
and
I'd
like
to
see
whether
we
can
agree
to
a
minimum
set
of
of
guidelines
so
that
they
so
that
we
can
start
working
with
them
to
to
test
this,
and
I
think
at
least
milestones
and
issue
boards
is
something
that
we
have.
We
should
have
the
basics
of.
B
I
think
one
thing
that
we
can
do
is,
would
you
mind
looking
at
at
those
proposed
changes
on
on
point
three,
for
these
comparisons
go
through
the
through
this
right
now
we
can
look
at
the
review
app
and
then
we
can
do
any
changes
live
even
essentially.
The
first
one
is
about
defining
milestones
and
iterations
and
I
think
for
the
iterations
one,
I'm
gonna
say
that
am
I
saying
this:
oh.
B
Yeah,
I've
added
some
notes
on
the
backlog
from
the
last
call
as
well.
It's
not
getting
too
much
detail,
but
it's
mostly
about
defining
but
backlog
as
a
as
a
milestone,
essentially.
C
Oh,
is
this
what
becky
had
shown
kind
of
having
a
backlog?
So
you
can
see
the
milestone
in
your
issue
board.
That's
similar
to
that.
B
Yeah,
so
let
me
just
share
something.
B
Words
yeah,
so
this
is
I'm
gonna
share.
My
screen.
B
This
is
the
tech,
evangelist
issue
board
and
they're,
using
the
current
marketing-wide
milestones
that
were
defined
a
while
a
while
ago
by
danielle
they
are
still
defined
under
github.com.
B
I
think
we
should
move
them
down,
but
but
yeah,
ultimately,
the
backlog
would
be
there
in
a
in
a
separate
list
as
well.
It's
just
that
I
haven't
added
it
here,
but
this
is
essentially
the
view
where
you
can
see
each
mouse
or
each
iteration
for
each
week.
In
this
case,.
B
C
Here-
and
that
was
where
I
think
becky
was
showing
her
idea
of
having
multiple
backlog
milestones
for
different
purposes,
like
kind
of
categorizing
them
said.
If
somebody
has
extra
work,
they're
able
to
fit
into
a
milestone,
they
can
take
a
look
at
either
milestone
for
backlog,
documentation
or
backlog.
B
I
mean,
I
think
I
think
that
would
be
the
baseline.
I
guess
that
could
be,
it
could
be
more
granular.
Some
teams
might
need
some
extra
backlogs.
Perhaps.
C
A
One
question
about
the
this
looks
great
by
the
way
the
the
iterations
link
there
I
just
saw
in
in
the
mr-
have
we
settled
on
a
one
week,
because
right
now
we're
we're
recommending
one
week
for
a
time
box
in,
I
think
yeah
one
week
from
monday
to
fridays,.
A
C
Yeah,
this
is
definitely
still
a
conversation
at
this
point,
I
don't
care
if
we
want
to
make
it
two
weeks.
I
think
we
should
just
keep
it
consistent
and
I
think
that's
where
john
was
saying
if
it
was,
if
we
have
iterations
we'll
be
able
to
have
an
epic
or
a
milestone
at
the
top
level,
and
then
within
your
team,
you
can
make
the
decision
on
two
week
versus
one
week.
D
C
At
lower
level,
are
they
then
milestones
so.
D
I
think
the
milestone
view
is
a
local
is
a
team
level
view
is
where
it
really
would
provide
some
sort
of
value
value
at
least
the
way
it
currently
works.
That's
the
least
the
way
I
think
the
way
I've
been
thinking
about
it.
As
we've
been
doing
this,
I
don't
know
I'm
just
at
the
end
of
the
day.
I
mean
part
of
what
I'm
what
I'm
wrestling
with
is.
D
D
I
don't
know
three
months
of
gradually
moving
in
this
direction,
and
you
know
it's
it's
it's
a
gradual
step
either
each
point
along
the
way,
and
and
frankly
my
concern-
and
that
is
why
I
shared
in
the
earlier
call-
is
that
to
go
from
none
of
this
to
say,
let's
go
to
one
week.
Iterations
is,
I
think,
high
risk
as
far
as
being
disruptive-
and
I
think
the
reality
is,
is
that
I
don't
think
it's
going
to
make
us
that
much
more
efficient.
D
I
think
we're
going
to
spend
a
lot
of
turn,
trying
to
figure
that
out
and
manage
it
and
so
for
frankly,
I
think
that
the
successful
path
is
one
in
which
we
gradually
we
take
teams
and
we
teach
them
the
process
and
we
teach
them
how
to
go
through.
You
know
whether
you
know
refining,
what's
in
the
backlog,
refining
an
issue
to
decide
whether
or
not
it's
suitable
to
go
into
a
sprint
which
you
know.
Frankly,
I
don't
think
we've.
You
know
that
that
has
something
that
we've
just
started.
D
Trying
to
do
here
so
yeah,
I'm
I
like
you
know
I
think
two
weeks
is
pretty-
is
a
is
a
great
starting
point
for
us
to
get
into
it.
One
week
is
more,
you
know,
I
don't
know
it's
it's
one
that
at
least
from
where
I
sit
at
and
having
talked
to
a
couple
of
people
and
looked
at
it
feels
like
it's
a
it's
an
awful
aggressive.
Let's
just
go.
Do
this.
C
Where
any
of
the
people
that
you
talk
to
in
growth,
marketing
who's
been
successful,
doing
it
with
one
week's
friends,
that's
the
only
question
I
would
ask
like
who
are
you
when
you
reference
that
you've
been
talking
to
people
and
two
weeks
seems
the
right
answer?
Have
you
talked
to
anybody
who's
been
successfully
doing
it
in
the
one
week,
sprints.
D
B
D
D
D
I
I'm
just
I'm
looking
at
this
from
how
do
you
take
people
from
where
they
are
from
a
change
management
perspective
to
where
we
want
them
to
be
as
to?
How
do
we
do
this
in
a
way
that's
going
to
be
lasting
and
successful?
So
if
david,
if
you
don't,
if
you
feel
like
we
want
to
go
to
one
week,
sprints
then
propose
it
great.
I
just
don't
know
where
you
know
where
we're
going
to
get
the
resources
to
effectively
implement
that
over
time.
D
B
E
I
put
this
link
in
the
chat
it's
worth
reading.
It
talks
about
iterations
within
the
context
of
extreme
programming
which
marketing
is
not,
but
the
principle
of
shorter
iterations
they're
better
for
teams
that
are
adopting
new
things,
because.
E
It
is
a
shorter
window
for
them
to
have
things
that
are
ambiguous
or
for
things
that
are
at
risk
to
go
uncorrected
or
unnoticed.
It
does
put
a
little
bit
more
pressure
on
the
team
because
you
have
like
more
planning
cycles,
but
it
that's
offset
by
the
risk
reduction
and
having
faster
feedback
about
the
process.
E
If
that
makes
sense.
So
when
I
did
when
I
switched
everyone
over
at
my
last
company
from
doing
waterfall
to
being
agile,
we
just
skipped
everything
and
we
went
straight
to
xp
and
we
did
one
week
iterations
right
and
then,
after
six
nine
months,
the
team
was
comfortable
with
everything
we
gave
the
teams
the
option
to
do
a
one
week
or
two
week,
iterations
right.
So
that's
my
experience
for
what
it's
worth.
C
And
I
think
that
aligns
to
what
growth
has
been
doing
and
john
the
just
a
reminder:
growth
has
someone
who's,
fully
dedicated
full-time
right
now
to
project
management.
That's
becky!
That's
why
I've
been
pulling
her
in,
so
they
did
start
with
two
weeks
and
they
moved
to
one
week
because
it
was
an
easier
thing
to
adopt
as
a
new
process
and
that's
the
only
reason
I've
been
echoing
non-stop
for
the
last
two
weeks
that
we
should
consider
one
week
to
start.
C
It
is
going
to
be
a
change
management,
no
matter
what,
but
I
think
that
aligns
to
what
gabe
just
said
about
when
you're
new
to
it.
You
can,
like
you,
can
start
to
learn
from
the
ambiguity
and
one
week
is
maybe
easier
to
wrap
your
head
around
than
two
weeks
when
you're
starting
out
with
a
new
process.
C
D
B
Yeah
one
thing
that
I
would
round
it
to
add
as
well:
I
just
throw
some
more
data
to
is
that
it's
not
only
growth,
but
corporate
marketing
has
been
has
been
doing
this
as
well,
and
one
thing
to
notice,
though,
is
it's
not
like
a
full
hl,
agile
process?
It's
essentially
defining
weekly
milestones
and
going
through
the
black
box,
signing
them
for
a
week
and
then,
if
they
haven't
been
completed
and
move
them
to
the
to
the
next
week.
B
So
in
that
sense
it
doesn't
add
that
much
of
of
of
an
overhead
it's
mostly
to
ensure
that
that
we
get
some
cadence
and
get
some
some
closure
in
the
issues
that
we're
working
on,
and
this
could
be.
This
could
be
considered
as
well
as
something
that
we
do
in
an
incremental
manner.
As
in
we
set
up
very,
very
simple
project
management
guidelines,
and
then
we
can
refine
them
as
we
as
we
go
along.
E
B
B
But
you
know
perhaps
to
solve
to
to
to
conclude
this,
so
we
just
start
with
with
one
week
and
then
move
two
and
then
change
to
two
weeks.
If
we
feel
it's
too
aggressive.
D
D
It's
another
thing
to
say:
let's
jump
in
and
go
if
we're
going
to
jump
in
and
go,
we
better
have
to
have
the
resources
committed
to
it.
Becky
being
committed
to
it
on
that
side
is
a
reason
why
it
works
and
on
my
side,
I'm
committed
to
doing
it
because
I'm
managing
the
team
and
leading
kind
of
incrementally
there,
and
so
I'm
feeding
it
in.
But
you
know
what
it's
gonna.
D
It's
that
commitment
that
I
don't
know
if,
as
I
see
it,
we've
put
into
place
some
of
the
guidelines
and
some
of
the
background
behind
it,
and
even
in
this,
even
in
the
pivot,
that
that
gabe
went
through
from
waterfall
to
xb,
where
they
went
to
one
week
iterations
I
guarantee
there
was
a
significant
investment
in
the
change.
Management
goes
with
that.
It's
not
something
they
just
read
it
and
did
it
they
they
there
was
real
work
that
went
into
it.
I
think
that's
something.
We've
got
to
make
sure
we
call
out
right.
B
But
I
think
I
think
one
thing
too
and
by
the
way
I
agree
with,
I
agree
with
all
of
that,
but
I
think
one
thing
that
we
we
need
to
consider
as
well
is
the
fact
that
we're
not
going
to
switch
this
from
day
one
to
day
two.
Essentially.
First
of
all,
we
want
to
get
the
feedback
from
the
team
captains
and
then,
when
we
first
initially
when
we
first
defined
the
mvc,
I'm
not
sure
it
was
2.0
3.0
there
was
an
aspect
of
rollout,
which
was
we
were
essentially
moved
out
of.
B
This
of
this
of
this
exercise
is
something
that
that
we
should
still
factor
in
as
well,
and
if
the
feedback
is
that
that
is
too
much
overhead
that
there's
there
needs
to
be
someone
dedicated
in
each
team,
then
we
should
make
sure
that
this
is
widely
known
and
this
not
just
within
h10
but
but
yeah
on
the
cmo
staff
side
of
things
and
and
also
make
sure
that
these
guidelines
cater
for
that
as
well.
B
But
I
mean
the
summary:
sorry,
I'm
just
rambling
a
bit
the
summaries
that
that
I
think
we
should
start
with
something
that
we
can
present
to
team
capitans
and
then
factor
in
that
that
feedback.
If
they
feel
that
we're
imposing
something
that
won't
work
with
them,
then
we
can
just
course
correct.
If
we
need.
C
To
and
I
think,
coming
back
to
john's
feedback,
also
like
starting
with
one
team
and
moving
to
the
next
like
this,
is
the
captain
pieces
we're
getting
feedback,
we're
thinking
about
how
we
maybe
fit
into
like
what
we're
proposing
fits
into
their
workflows,
the
concept
of
when
we're
going
to
train
people.
We
could
do
a
phased
approach
for
team
by
team
and
maybe
enlist
help
from
becky.
C
If
that's
something
that
growth
marketing
can
support,
so
that
she
can
get
them
started
and
then
hand
over
those
reins
to
the
manager
of
the
team
so
that
they
can
continue
the
process
but
have
a
little
bit
of
help
to
start
out
just
something
to
think
about.
I
don't
want
to
raise
her
hand
yet,
but
I
I
think
that
I'd
talk
with
danielle
about
that.
If
we
can
go
that
route
and
that
will
be
after
the
finish
of
the
agility
projects,
is
the
implementation
piece.
C
One
thing
that
I
I
don't
know
who
I
was
talking
about,
but
like
looking
at
the
agility
project
overall
goals,
still
it
says
something:
it's
mainly
focused
on
leadership
visibility.
But
I
remember
in
the
first
agility
call
we
were
focused
a
lot
on
the
high
level
leadership
visibility
and
I
remember
todd
saying
no.
This
is
about
the
team
working
more
cohesively,
but
it
was
never
reflected
in
the
overall
goals
and
kpis
of
the
project.
C
So
I
know
it's
really
late.
I
remember
flagging
this
like
a
month
ago,
trying
to
say
like
what
are
the
goals
specifically
because
it
can
get
muddied
if
it's
not
outlined,
but
like
the.
If
the
goal
is
still
cohesive
approach
for
marketing,
then
I'd
want
to
just
call
that
out,
because
it
doesn't
say
that
on
the
epic.
B
I
think
one
of
one
of
the
things
that
I
remember
and
I
think
it
might
be
on
the
still
on
the
notes
from
from
the
agility
check-in.
I
think
what
todd
mentioned
was
that
visibility
was
important,
but
not
as
important
as
to.
B
Have
us
jump
through
hoops
to
to
achieve
that?
Essentially,
I
think
it's
mostly
well.
It
was
mostly
about
being
being
effective
and
I
think
being
cohesive
is
a
part
of
that,
but
yeah.
If
it's
not
reflected
on
the
epic,
then
we
can
just
go
ahead
and
update
it.
C
The
results
still
show
you
get
up
for
every
cmo
staff
meeting
you
get
use
gitlab
for
every
strategy.
Marketing
strategy
and
tactics
call
use
gitlab
to
show
egroup
and
other
groups
of
marketing
is
doing.
I
know
if
we
want
to
still
align
to
this.
We
need
to
have
clear
definitions
of
what
how
they
would
use
it
in
my
mind,
and
I
think,
for
the
high
level
visibility.
The
road
map
is
what
we
were
leaning
towards
as
the
indicator.
C
I
feel
like.
The
road
map
would
still
be
used
for
the
marketing
strategy.
Tactics
call
because
you
can,
if
you
use
weight
and
you
use
issues
and
they
align
to
epics,
you
can
quickly
see
the
projects
that
are
in
plan
in
place
and
the
the
progress
to
finish
in
the
roadmap,
like
the
road
map,
seems
like
the
solution
to
all
of
these
questions.
All
of
these
key
results
am
I
alone
in
thinking
that.
A
B
B
If
some,
some
of
you
can
merge
it
afterwards,
if,
once
the
comments
have
been
addressed,
then
we
can
start
with
that
and
then
jackie,
would
you
mind
having
a
stop
at
cleaning
up
the
goals,
then
inclusive
data,
including
that
aspect
of
creativeness
or
whatever
the
noun
is
called.
B
Then
do
you
mind,
sorry,
would
you
mind
updating
the
the
nvc's
goals
to
reflect
that
that
aspect
of
becoming
more
effective
by
having
a
cohesive
set
of
guidelines.
C
B
I
yeah
one,
I
think
one
content
change
that
you
had
already
added
to
the
other
one
and
I
think
for
the
the
the
other
change
that
I
commented
on.
I
think
I
would
add
the
date
to
the
iterations
name
rather
than
on
the
milestone.
Okay,
but
yeah
I
mean
I'll.
D
B
All
right,
that's
good,
to
do
on
a
friday
yeah
all
right,
let's
follow
up
on
this
live
channel,
then
see
if
we
can
do
something.
Some
of
these
things
before
the
the
next
column
on
tuesday
and
I'll
update
the
okr
today
on
the
asparagus
suggestion
on.