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A
Hi
everyone-
this
is
meg
stitroy
director
of
quality,
and
this
is
the
summary
recording
of
our
group
conversation
coming
up
on
february.
The
8th
2021
head
first
into
the
okrs
of
the
quality
department.
First
off
is
raw
and
efficiency.
The
team
has
been
very
ambitious
here
and
we
have.
I
believe
that
we
have
started
to
see
us
hitting
the
stretch
of
a
limitation
on
our
efficiency
in
pipelines.
A
We
started
to
hit
the
mission
returns
as
we
optimize
pipeline
jobs,
and
we
were
seeing
some
of
the
instability
in
the
master
pipelines
already,
so
we've
started
to
remove
some
of
the
pipelines,
restructure
them
and
right
now,
it's
it's
not
giving
us
the
gains
that
we
want
them
would
like
them
to
give
us,
so
we
would
have
to
regroup
and
change
our
approach
going
going
forward
in
in
the
next
iterations
from
what
we
have
executed
for
the
past
year.
A
I
think
we
will
try
to
to
hit
to
hit
the
plateau
on
the
raw
front.
We
have
increased
to
12.2
million
mr
dollars
up
from
8
million.
We
will
continue
this
this
journey
and
momentum
down
into
into
this.
This
quarter's
okr
overall
on
the
on
the
arr
raw
and
efficiency.
We
ended
the
quarter
at
42.5
percent
on
underprogress
on
the
product
side
75.6,
I'm
happy
to
to
say
that
we
have
identified
the
the
trends,
the
sources
of
transient
bugs
we
work
with
development
and
product
to
fix
them.
A
We
have
built
tooling
to
catch
these
regressions
of
transient
issues,
especially
in
most
request
suggestions
and
most
training
and
ci
merge
trains.
We
have
completed
dark
food
in
our
test
case
feature
in
our
processes.
A
On
the
team
side,
we
have
made
progress
on
increasing
the
number
of
maintainers
we've
automated
the
test
result
sessions.
I
think
this
one
completed
at
100
and
we've
completed
the
performance
and
compensation
review
on
time
and
this
one
ends
at
70.
So,
overall
I
think
we
did
well.
We
were
very
ambitious
on
the
arr
front
and
we
will
improve
next
time
around
on
this
quarters:
okay,
ours,
so
raw.
We
are
going
to
increase
from
the
baseline
of
12.2.
A
We
have
a
slide
to
talk
about
more
later
on
and
we
want
to
hit
25
million
in
in
this
quarter.
We
want
to
make
sure
project.
Hamster
is
a
success
and
also
implementing
three
expert:
sorry,
three
domains:
special
specialty
domains
in
nmr,
coaches,
evolving,
around
development,
quality
testing
and
technical
writing.
A
I
believe
that
there's
a
lot
of
room
to
improve
in
not
just
contributing
to
development
and
features
or
bug
fixes,
but
also
testing
and
and
documentation
and
technical
writing.
So
these
will
set
up
the
stage
for
those
types
of
contributions
on
the
pro
on
the
product
front,
increasing
the
quality
we
want
to
turn
s1
mttc
from
an
slo
into
an
sla,
and
we
work
with
christopher
the
vp
of
development.
On
this
this
front
as
well.
A
We
want
to
implement
time
to
failure
of
merge
requests,
pipelines,
sorry
up,
merge
requests
and
and
these
pipelines.
This
is
what
I've
said
before
we're
going
to
switch
our
approach
a
little
bit.
We
want
to
start
looking
at
how
to
step
up
the
feedback
will
make
ensure
that
the
tests,
the
jobs
that
fail,
fail,
faster
and
the
feedback
is,
is
faster
and
in
truly
good
lab
quality
and
quality
department.
A
This
is
the
results
of
our
latest
engagement
survey
in
the
department
we
did
well
with
100
participation,
though
we
did
a
slightly
lower
than
last
year.
A
The
key
areas
that
we've
identified
is
opportunity
for
learning
and
development.
Hence
the
the
okr
this
quarter
for
ensuring
that
everybody
has
a
space
and
time
to
learn,
leaders
and
motivation.
I
believe
that
as
leaders
we
need
to
do
a
better
job
of
socializing
and
advertising
our
three-year
strategy
raw
and
sending
a
message
that
invigorates
the
team
and,
lastly,
directing
resources.
A
This
has
been
a
key
hot
spot
or
a
concern
in
quality
for
a
while.
So
it's
not
very
surprising
that
this
has
come
up,
though,
I'm
happy
to
say
that
we
are
improving
on
directing
resources.
This
quarter
we'll
have
some
good
news
around
around
recruiting
soon,
and
the
results
of
this
is
fully
transparent.
Please
take
a
look
at
the
issue
linked
and
we
also
provide
the
same
in
our
engagement
survey
last
year
as
well.
So
the
in
the
2019
results,
my
top
of
mind
raw
and
three-year
strategy
is,
is
the
highest.
A
We
have
a
slide
to
talk
about
that.
I
do
truly
believe
that
the
three-year
strategy
to
execute
on
it's
a
team
effort-
and
you
will
see
please
look
forward
to
the
quality
reaching
across
the
aisles
to
to
work
with
other
departments
outside
of
engineering
in
this
area
as
well
and
raw,
is
a
really
key
key
factor
in
that
we're
making
progress
on
engineering,
metrics
and
there's
more
clarity
and
also
updates
to
how
we
work
in
in
a
slide
that
we
will
talk
about
it
pipeline
efficiency.
A
The
engineering
productivity
team
has
been
pushing
really
hard
on
this.
I'm
very
excited
on
the
next
approaches,
as
we
look
forward
to
shorten
the
feedback
loop
and
also
evaluate
how
we
can
make
make
things
faster
going
forward.
Community
efficiency
is
high
on
the
list
as
well.
A
A
The
rest
is
carried
over
from
last
last
update,
so
we'll
focus
only
on
the
the
deltas,
a
career
growth
number
six.
So
I'm
proud
to
say
that,
as
of
last
quarter,
every
team
in
quality
engineering
has
contributed
into
some
into
some
form
of
feature,
development
and
or
bug
fixes.
This
really
highlights
that
we
are
not
your
average
quality
department.
We
are
not
your
your
traditional
qa
department.
The
engineers
in
quality
do
have
the
competencies
to
understand
software
development
challenges
and
they
are
delivering
going
forward.
A
We
will
see
how
we
can
factor
this
into
the
career,
growth
and
career
matrix
as
well,
but
as
of
now
as
a
as
a
teams
unit,
we
have
made
a
lot
of
progress
here
and
I'm
very,
very
proud
of
the
team
on
that
number.
Seven
is:
how
do
we
maintain
team
engagement
as
we
grow
and
the
rest
is
the
follow
on
moving
to
the
next
slide.
Zuma,
I
mentioned
before
that
we
ended
up
the
a
we
start,
we'll
start
the
baseline
at
12.2
million
mr
dollars.
A
Our
goal
is
to
to
be
above
20
million
we're
making
progress.
Obviously
we
can
always
be
better
there's
a
lot
of
room
to
improve
here.
The
increase
largely
has
been
increasing,
improving
the
measure
making
sure
that
all
the
contributors
are
being
accounted
for
and
improving
some
efficiencies
and
pipelines
this
quarter.
We
will
really
need
to
work
with
all
the
tams
and
having
communication
with
with
the
customers,
we're
also
working
on
a
certification
program
to
attract
our
customers.
A
Engineering
personas
as
well-
and
those
are
those
will
aid
in
this
momentum
and
then
mr
coach
specialties,
which
I
highlighted
before.
I
truly
believe
that
mara
is
a
team's
effort,
and
this
is
this:
will
this
adds
momentum
to
multiple
facets
of
our
business?
So
I'm
very
excited
about
that.
A
Moving
on
to
slide
the
next
next
update
is
key.
Our
kpis,
we're
working
to
measure
pipeline
mean
time
to
failure
and
that
will
replace
one
of
our
kpis
on
duration
master
pipeline
and
then
review
laptop
radar
are
above
90
percent
for
for
a
sustained
amount
of
time
now-
and
that's
that's
been
great,
mtdc
of
s1
is
stable.
A
A
A
How
much
more
we
have
to
prioritize
uncharged
bucks
is
the
ratio
of
unknown
to
knowns,
and
we
we
now
have
an
indicator
on
making
sure
that
the
bugs
are
charged,
and
then,
lastly,
we
want
to
work
on
the
average
age
of
opened
bugs.
So
this
will
help
provide
clarity
in
addition
to
the
backlog,
the
backlog
talks
in
terms
of
block
numbers,
but
this
one
it
measures
the
average
age,
so
we're
still
deciding
whether
we
will
swap
over
the
amount
of
number
of
bucks
in
the
backlog
and
go
for
age
instead.
A
I
believe
that
is
a
better
measure
and
that
also
aligns
with
the
sdlc
metrics
book
as
well
linked
below
now.
Please
continue
to
follow
on
that
and
then
all
this
metrics
is
also
available
in
the
centralized
handbook,
dashboards
that
drills
down
into
every
product
section
stage
and
also
groups,
another
follow-up
engineering
metrics.
I
briefly
touched
on
this,
so
we
now
have
a
clear
outline
on
on
what
the
current
work
stream
is.
Like
all
the
efforts
of
p
of
the
performance
indicators.
A
Key
and
regular
of
all
engineering
departments
is
now
a
shared
capacity
of
the
of
all
the
data
analysis,
analysis
and
engineering
and
the
leadership
from
quality.
A
We
now
have
a
clear
dris
dris
into
the
assignments
and
then
and
then
clear
responsibilities,
so
these
drives
own
a
section
in
the
board
and
making
sure
that
they're
the
interface
with
the
department
leaders
that
they
report
to
bringing
that
to
our
our
work
stream
and
ensure
that
we're
moving
forward
collectively
together
productively
in
terms
of
engineering
metrics
and,
lastly,
all
the
other
quality
and
efficiency
pushes
that
we're
driving
within
within
inside
the
department.
We
want
to
use
tanuki
stand,
which
is
the
machine
learning
service
to
replace
our
manual
charge
rotation.
A
We
wouldn't
we
want
to
ensure
what
we
have
already
ensured,
that
the
software
engineers
and
tests
have
visibility
in
future
specs,
so
the
lower
level
tests
in
the
pyramid
and
across
gitlab.
There
was
an
incident
that
that
calls
out
to
me
that
our
complexity
in
releases,
and
especially
especially
security
releases,
is
increasing
this.
This
relates
to
the
latest
encryption
incident.
A
A
That
concludes
the
overview
of
the
quality
department
update
for
the
group
conversation.
I
hope
this
recording
is
useful
to
you.
If
you
get
to
catch
this
and
have
time
to
join
us,
please
do
join
us.
We
look
forward
to
answering
your
questions
and
I
hope
you
all
have
a
good
rest
of
the
day.
Thank
you.