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From YouTube: Frontend/Backend Release Management #2
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A
B
Yeah-
and
this
is
just
a
quick
update
to
the
retrospect
I
think
it
was
the
rest.
Just
like
the
issue
that
you
typed
me
on
Jackie
it
there
is
some
weirdness
there
with
the
way
that
the
bot
is
calculating
and
more
as
much
per
milestone
versus
the
periscope
data.
So
I've
been
digging
into
that
I.
Don't
have
the
right
access,
so
I'm,
probably
gonna
have
to
schedule
some
time
with
John
I,
don't
think
Shawn
do
you
have
edit
access
and
periscope
do
you
know.
C
B
B
So
you
and
I
then
can
dig
into
that
offline.
Surely
we
meet
I
think
if
there's
an
old
symmetric,
I
linked
in
the
issue,
that
our
query
is
they
based
office.
They
will
probably
need
to
get
that
updated.
Okay,
because
I'm
pretty
sure
it
was
higher
than
18
I
would
go
off
the
bottom
number
right
now,
though
Jackie
in
the
interim,
okay.
A
C
C
C
A
C
Sure,
okay,
yes,
look
you
know
I,
think.
Probably
that
could
be
also
highlighted.
Maybe
I
can
call
that
the
next
meeting
is
you
know
if
there's
a
small
amount
of
permutation
made
that
people
notice
it
I
do
this
if
I
notice,
something's
wrong
a
name
is
just
a
broken
link,
you
know
just
do
an
email
I
like
why
not
yeah.
A
Because
we
should
get
credit
for
all
those
things
you
know
like
it's
it's
disappointing.
When
I
saw
like
two
three
milestones
ago,
we've
done
people
have
contributed
em
ours,
but
they
didn't
have
the
documentation
label
on
it
and
we
get
the
credit
for
it.
I.
Think
retrospect,
like
retro
actively,
though,
if
you
apply
those
labels,
the
queries
will
rerun
and
it
will
pull
those.
C
A
A
You're,
absolutely
right
and
I
would
encourage
that
ethic
on
our
team
that
if
they
have
on
the
board,
if
there's
an
issue,
that's
a
release.
P1
or
p2
and
they're
currently
signed
a
release.
P1
that
has
to
mrs,
but
those
MREs
are
fairly
large
and
there's
other
release,
peaches
or
P
ones.
On
the
board
that
may
take
like
a
couple
hours
to
fix,
heavily
consider
those
issues.
A
C
C
A
C
B
Yeah
we'll
get
we'll
get
that
figured
out
from
my
first
glance,
and
it
was
using
some
metrics,
unlike
is
included
in
engineering
metrics
equals
true
and
based
on
the
engineering,
Cox
I
think
that's
not
dating
outdated
metrics.
So
anyway,
we
continue
ger
with
it
and
get
that
fixed.
So
I
just
wanted
to
give
that
update
and.
C
A
C
A
Yeah
we
have
so
much
going
on,
so
I
am
just
I.
Just
wanted
to
see
like
I
can
also
go
in
and
add
this
query
like
the
counter
parameter
to
the
sequel
inside
periscope
I
could
have
like
the
faculty.
So
if
this,
if
that's
what
it
is
like,
if
it's
just
appending
that
counter
to
the
query
inside
of
our
dashboard
I
can
do
that
I'm,
just
not
sure
if
it's
also
like
connected
to
our
code
like
if
we
have
to
ingest
the
usage,
pain
differently
or
index
the
usage
ping
data,
because
I
know.
A
A
B
And
this
is
quick,
cuz
I
don't
want
to
take
away
from
the
other
items
on
the
doc,
but
Shawn
and
I
were
talking,
and
at
least
for
my
own
self
I
I
just
wanted
a
little
bit
of
clarity
so
and
as
things
are
moving
junky
from
the
plan
to
the
schedule
board
I'm
a
little
fuzzy
like
when
that's
happening
and
then
also
are
we
only
assigning
milestones
to
release
P
ones
based
on?
B
A
Your
first
item,
the
schedule
board,
is
really
a
filter
or
like
a
label
of
issues
that
are
in
planning,
see
ICD
planning
on
the
planning
board.
But
then
our
scheduling
workflow
status,
so
whenever
it
leaves
design
and
then
it
goes
into
a
needs
way
issue
as
soon
as
an
engineer
appends
the
needs
wait,
appends
the
weight
and
I
and
I
remove
the
needs,
weight
tag,
I
move
it
into
scheduling.
A
So
since
we've
been
changing
some
hands,
the
engineering
management
side,
if
it
meets
the
criteria
that
John
used
to
be
evaluating,
which
was
doesn't
have
the
right
ux.
Does
it
have
a
right
proposal
and
does
it
happens?
Wait
then
he
would
move
it
into
you
ready
for
development
if
it
was
a
doesn't
get
it
as
a
release.
A
P2
yeah
I've
just
been
moving
it
directly
and
ready
for
development,
because
some
of
the
bugs
that
we've
been
waiting
are
like
p2,
bugs
that
we
should
get
fixed
sooner
than
later,
because
the
SLA
that
we
needed
to
render
so
I've
just
been
kind
of
short-circuiting
sorry
I'm
violating
our
process,
but
I
just
was
short-circuiting
that
to
get
it
on
the
top
of
the
backlog,
so
that
engineers
can
pick
that
up
for
the
next
milestone.
Okay,
it's
going
to
your
second
point.
A
I
have
the
direction
items
that
I
want
to
ship
in
that
feature
that
that
shift
that
feature
ship
in
that
milestone
and
milestones
are
those
those
P
ones.
They
cannot
exceed
30%
of
our
team's
capacity,
so
I
try
to
keep
those
those
release,
P
ones
that
are
scheduled
for
a
milestone
at
under
10
M
rs4
weight,
because
that
assumes
that
we
have
a
20%
20
25
percent
error
rate
in
our
in
our
measured
waiting.
A
So
this
would
mean
it
we
can
for
sure
deliver
those
three
items
that
are
in
that
milestone
and
then,
once
and
once
those
things
are
shipped,
the
team
can
spin
off
new
issues,
pull
those
into
the
milestone
if
they
need
to
or
go
ahead
and
reach
to
the
top
the
backlog
and
assign
the
milestone
as
soon
as
they
move
it
into
in
dev.
So
that's
that's
kind
of
the
the
flow
based
off
of
like
her
yeah
cooling,
awesome.
B
C
A
C
A
C
A
The
scheduling
label
now
that
we're
getting
into
like
our
groove
or
us
three
like
we
have
like
this
rhythm
and
I'm,
not
sure,
if
that's
even
if
that's
even
the
right
statement
but
I
can
stop
appending
they're
ready
for
development
and
start
using
the
scheduling
label
again.
I
just
was
trying
to
expedite
the
most
of
the
bugs
that
I've
been
moving
into
ready
for
development,
but
her
13.1
for
that
neatly
tissue
I
won't
move
anything
into
ready
for
development.
That'll,
be
your
guys's
responsibilities.
C
A
A
B
A
C
I
think
you
already
answered
most
well,
it's
really
just
one
actually.
So
the
reason
I
put
this
in
here
so
I
know
that
this
is
a
p3,
and
so
you
know
really
probably
plan
to
get
to
it
anytime
soon,
however,
ie
someone
I
used
to
work
with
I
was
talking
about.
This
was
somebody
to
work
with,
and
he
knows
this
guy
who
lives
in
Switzerland,
who
he's
one
of
the
main
timers
on
the
Jupiter
project
anyway,
and
so
I
reached
out
to
him
and
I.
C
Just
you
know,
send
me
messages
and
he's
you
know,
he's
really
nice
guy
actually
super
interesting
anyway,
in
terms
of
defining
how
to
do
something
and
so
I,
just
I
just
realized
I
couldn't
I
had
trouble
explaining
to
him
what
what
we're
trying
to
do-
and
he
said
examples
and
I
realized.
We
kind
of
just
your
examples,
although
I
think
we
can.
A
So
I
I
have
a
meeting
with
Marin
over
in
the
delivery
team
to
kind
of
talk
through.
What's
the
best
dogfooding
approach
for
this
and
that's
gonna,
be
it
could
be
different
than
what
our
customers
may
say.
They
want
from
an
embassy
effective
as
what
I
was
initially
thinking
is
that
we
would
build
this
run
this
up.
A
A
That,
currently,
in
our
run
book
plan,
we
have
like
a
two-year
plan
for
run
books
because
that's
how
much
effort
it's
gonna
take.
If
we
really
look
at
objectively.
The
first
step
is
getting
our
the
visibility
part
which
we've
already
executed
against
this.
Next
one
is
building
out
our
Jupiter
integration,
or
we
can
choose
to
prioritize
the
markdown
execution.
C
A
I'm
evaluating
actually
I'm,
not
it's
in
my
back
look
I
would
be
valuing
if
Jupiter
versus
the
executor
markdown,
because
the
thing
is
is
like
on
the
infrastructure
side
on
the
configure
side,
Victor's
team,
he
is
all
about
supporting
Jupiter,
because
a
lot
of
the
infrastructure
personas
are
used
in
Jupiter
as
a
si
management
tool.
Yeah.
C
A
From
a
release
side,
people
are
using
all
these
kinds
of
tools,
whether
it's
home
scripts
sequel,
whether
it's
an
excel
file,
so
building
out
native
release,
capabilities
inside
of
release
runs
what
capabilities
inside
of
get
lab
would
meet
our
release
manager
persona
more
pointedly,
because
release
managers
aren't
always
coders
right.
There,
there's
sometimes
just
purely
non-technical,
whereas
infrastructure
managers
are
going
to
be
technical
and
are
very
comfortable
with
this
idea
of
setting
up
a
Jupiter
hub
to
share
that
run
book
across
multiple
multiple.
A
A
That
would
be
very
release.
Management
focused,
but
it's
the
reason
why
Victor
and
I
are
sharing
the
runbook
category
forget
lab,
because
if
I
was
to
own
it
wholly,
we
would
be
only
investing
in
like
the
release,
persona
first
and
then
building
incrementally
more
personas
into
our
run
books.
But
mark
pun,
sock,
doesn't
agree
with
that.
He
wants
us
to
address
friend
books
as
a
as
a
global
priority,
so.
C
Okay,
okay,
all
right!
Well,
just
with
all
that
in
mind,
I'll,
just
I'll,
just
kind
of
present
in
one
of
the
possible
options,
is
more
or
less
what
they're
doing
with
merge,
because
for
me
the
the
difficulties
were,
things
like
you
know,
I
get
with
it.
What
they're
doing
here-
and
this
is
kind
of
like
what
I
understood
it
to
be
before?
C
Is
you
know
how
do
you
handle
if
indication,
for
example,
you
know
if
you
can
have
all
these
scripts,
you
know
they're
running
against
a
database
I
mean.
Maybe
it
is
even
scope
to
eventually
you
know
great
well,
you
know,
but
you
know,
because
you
need
immediate
indication
to
be
able
to
wherever
those
goods
are,
to
the
other
run
these
scripts
without
going
and
cut
and
paste
and
passwords
or
whatever
so
I.
A
I
think
this
is
super
helpful
for
me,
because
it
helps
give
give
me
constraints
when
I
talk
to
customers
about
how
are
you
using
Jupiter
or
if
you're,
using
Jupiter,
because
when
I
go
into
these
conversations,
sometimes
they're
early
selling
opportunities.
So
customers
are
very
interested
in
all
the
tech
that
they
could
use
as
a
compliment
to
get
lab
and
Jupiter
could
be
a
great
compliment
to
get
lab,
but
it
might
have
a
heavy
overhead,
like.
Oh
absolutely,.
C
A
C
First
put
on
the
table:
well,
this
is
well.
This
is
like
the
rolls-royce.
You
know,
because
yeah
I
mean
books,
you
can
just
do
with
an
Excel
spreadsheet
guide
and
many
people
probably
do
so
yeah,
okay,
very
interesting
and
I'll
I'm.
Just
gonna.
Keep
that
in
mind
because
it's
a
p3,
you
know
I
won't
spend
much
time
and
I've,
but
just
just
just
because
I've
got
the
conversation
going.
I
want
to
kind
of
get
out
of
this.
A
And
I
would
say
it's
part
of
our
global
strategy,
anyways
to
be
more
ant,
with
our
release,
orchestrations.
So
from
a
priority
standpoint.
I
think
this
is
acceptable
to
spend
some
time
on
when
I
think
about
time,
investment
and
horizons,
especially
for
a
senior
engineer.
I
want
most
of
your
time
in
horizon
two
or
three.
B
A
A
A
A
C
A
C
A
Okay,
so
I'll
skip
over
the
review
friend
and
back
in
issues
in
progress.
We'll
talk
with
the
pajamas
implementations
issue,
Thank
You
Nicole
for
creating
that
pajamas
component
scope.
I,
think
that
that
issue
will
be
what
we
deliver.
First,
obviously,
and
then
we
have
the
second
issue
for
implementing
it.
Jake
seems
pretty
excited
about
working
on
this
stuff
yeah,
so
we'll
make
sure
that
we
have
that
ready
and
Ayana
has
told
me
that
both
the
pagination
work
and
the
sorting
component
may
leverage
a
lot
of
the
same
technology.
A
So
we
may
feel
like
killing
two
or
three
issues
with
one,
mr,
which
is
great-
I
mean
to
em
ours
really
because
you're
the
implementation
of
the
component-
and
you
know
the
implementation
on
the
releases
page.
So
that's
a
great
amount
of
velocity
that
we
could
be
gaining
with
just
this
one
feature:
I
mean
the
upfront
costs
may
be
pretty
high,
but
that
was
kind
of
a
cool
and
cool
learning,
awesome,
great,
perfect
and
then
process
improvements.
A
I
wanted
to
get
your
guys's
perspective
on
the
needs
weight
issue
and,
if
you
feel
like
this
is
giving
the
team
opportunity
to
collaborate
from
front
end
and
back
end
perspective,
typically
I
assign
a
back
end
and
a
front
end
engineer
to
the
same
issue
so
that
there's
at
least
awareness
that
they
need
perspective
on
both
and,
in
the
end,
we
end
up
breaking
up
the
issues.
Even
if
we
do
merge
the
effort
back
in
the
same
mr,
but
just
want
to
know
what
are
your
guys
or
socks
on
this?
C
A
C
A
B
A
C
C
A
Stuck
in
the
backlog,
and
it
helps
because
then
we're
able
to
be
iterative
and
break
things
down,
which
I
think
is
good,
but
if,
if
it
starts
becoming
an
administrative
burden
or
they're,
not
they're,
not
motivated
to
do
these
kinds
of
things
or
if
the
issues
that
I'm
selecting
or
to
high
like
too
much
context.
Switching
just,
let
me
know
I.
C
A
C
A
C
C
A
C
A
Necessarily
so
typically,
a
tech
evaluation
can
be
I
want
to
understand
what
things
exist
today
in
the
code
and
all
the
risks
and
components
that
we
need
to
rewrite,
or
it's
just
like
it's
like
a
research
and
ticket,
but
we
don't
call
it
research
ticket
because
it
go
is
confusing
for
for
a
new
X.
Whenever
we're
looking
at
that,
so
I
can't.
A
Two
or
three
em
ours,
just
in
the
tech
evaluation
issue,
before
we,
okay,
it
forward
with
a
with
the
implementation.
Okay,
I
got
to
jump
to
my
other
meeting,
but
this
was
super
helpful
for
me
is.
This
is
still
good
for
you.
Is
this
a
good
use
of
your
time?
Yeah
all
right.
Let
me
know
if
you
need
anything
bye,
y'all,.