►
Description
https://docs.google.com/presentation/d/1p5j77fF6Nz5y_UkQCNoxg02YM0V87jW9VcM4ccyOJs8/edit#slide=id.g29a70c6c35_0_68
NRT vs. FRT -- suspending AMER NRT SLA for two weeks - https://gitlab.com/gitlab-com/support/support-team-meta/-/issues/3367
Improving the AMER Crew Slack channel - https://gitlab.com/gitlab-com/support/support-team-meta/-/issues/3366
Splitting to an AMER-E and AMER-W crew - https://gitlab.com/gitlab-com/support/support-team-meta/-/issues/3331
Async crew collaboration & review for challenging tickets - https://gitlab.com/gitlab-com/support/support-team-meta/-/issues/3368
A
Hey
there,
this
is
lee
matos
senior
support
engineering
manager,
america's
east,
with
a
jam-packed
presentation
for
you
today.
This
is
around
the
work
we've
been
doing
with
senior
managers
and
managers
and
support
engineers
around
epic
130..
Here's
an
update
for
april
here's
some
of
the
results
that
we've
seen
from
managers
and
where
we
want
to
go
forward
so
strap
in
and
let's
dive
in
together.
A
So
I
want
to
just
reiterate
the
one
of
the
main
goals
of
epic
130
is
around
connecting
managers
with
the
problems
that
engineers
are
having
both
technical
and
process
pain
points
and
working
to
solve
them
right.
We
also
set
out
some
goals
in
that
where
we
wanted
to
achieve
95
assignment
rate,
where
we
wanted
to
achieve
95,
frt
sla
and
to
deliver
against
those
as
part
of
that
process,
but
the
real
key
core
that
we're
focused
on
is
this
connection
and
then
delivering
results.
A
So
I
wanted
to
take
that
minute
to
elaborate
here
around
the
helping
hierarchy
that
we
added
to
the
handbook
a
few
weeks
ago.
This
this
idea,
where
support
engineers
help
solve
customer
problems,
managers
solve
the
support,
engineer,
problems,
senior
managers,
help
solve
scaling
problems
and
tom
cooney
helps
to
solve
company
problems.
A
So
with
that,
this
is
important
because
lyle
and
I
are
trying
to
make
sure
that
we're
creating
an
environment
where
managers
are
helping
engineers
solve
these
problems.
So
we've
asked
managers
to
join
in
with
engineers
to
pay
attention
to
help
us
understand
what
managers
are
seeing
and
then
we're
going
to
try
and
solve
those
problems.
So
that's
what
this
deck's
about.
So,
if
you're
a
manager
watching
this
in
a
mayor,
you
should
be
familiar
with
what
you're
going
to
see
if
you're
a
manager
outside
of
a
mayor.
A
This
may
be
some
new
information
for
you
about
what
we're
looking
at
into
an
amer.
If
you're
an
engineer
inside
of
a
mayor,
these
should
be
some
pain
points
that
you're
feeling
and
if
they're
not
talk
to
your
manager,
talk
to
the
manager.
That's
been
involved
in
your
crew
because
there's
some
sort
of
disconnect.
A
I
think
these
represent
the
challenge
as
well
based
on
what
I've
seen,
but
I
just
want
to
emphasize
that
that
this
is
the
moment
where
we're
trying
to
make
sure
that
lyle-
and
I
are
doing
our
part
in
a
mayor-
to
build
an
environment
where
managers
can
be
successful
at
identifying
and
executing
against
these
challenges.
Support
engineers
feel
supported
in
the
face
of
these
challenges
so
before
we
dive
into
those
challenges,
I
just
want
to
give
some
data
right.
A
You
know
me,
I
love
data
and
it's
middling
we're
not
seeing
any
real
material
impact
in
amer
or
all
regions
based
on
managers
getting
involved
in
crew
in
some
ways.
That's
good,
because
that
means
that
there
wasn't
this
sort
of
like
managers,
came
in
and
changed
everything
and
then
all
all
the
stuff
has
shifted,
and
we
saw
amazing
results,
and
you
know
this
kind
of
it's
not
that
managers
got
involved.
A
Things
didn't
change
much
so
in
some
ways,
that's
good,
because,
hopefully
that
means
managers
are
listening
and
learning
and
understanding
and
helping
right
and
then
we're
now
going
to
be
able
to
start
to
change
with
these.
These
elements
here
in
other
ways
it's
a
little
bit
sad
to
me.
I
I
don't.
We
have
challenges
that
we
still
want
to
get
this
consistently
above
95
and
we're
struggling
to
hit
that.
So
that's
something
to
think
about.
A
I
also
wanted
to
bring
that
data
into
just
global
right
because
we're
talking
about
a
mayor,
but
we
pay
attention
globally
right.
We
break
it
down
to
see
the
impact
of
the
processes
that
we're
using,
but
we
do
want
to
pay
attention
globally
and
and
we've
seen
a
small
raise
in
the
floor
globally,
but
the
average
four-week
average
of
the
pre-period
versus
the
post
period.
There
was
a
small
drop
and
I
don't
think
that
this
was
related
to
anything
besides
the
natural
ebbs
and
flows
right.
A
If
we
do
this,
if
we
did
a
random
sampling
across
the
years,
I'm
sure
we'd
see
ebbs
and
flows
like
this,
so
at
the
moment
neutral
on
the
quantitative
side.
Now
we're
about
to
dive
in
to
the
qualitative
side-
and
this
is
where
we're
about
to
start
to
make
changes
and
I've
created
issues
here
and
I'm
going
to
dive
in
we're
going
to
talk
about
all
of
these
nrt
frt
americrew
slack
channel
splitting
into
ameri,
east
and
west
crew
and
async
collaboration
right.
A
So
we're
just
going
to
start
with
this
top
one
here,
which
I
think
is
the
biggest
and
hopefully
most
impactful
suspending
nrt
for
amer
region
tickets
for
two
weeks.
So
in
this
attempt
we
told
managers
focus
on
frt.
We
told
engineers
hey,
we
want
you
to
focus
on
frt,
assign
tickets
and
manage
them.
Don't
worry
about
the
nrt
clocks
right,
but
we
still
saw
the
tension.
We
still
saw
the
internalized
experience
where
we
still
value
that
clock
in
that
red
and
it's
hard
to
tell
frt
versus
nrt.
A
Sometimes
you
just
see
that
red-
and
you
say
I
need
to
solve
that
one
and
in
the
past
that
was
a
workflow
we
used,
but
we
are
trying
to
evolve
our
workflows
and
we
think
that
in
the
moment
this
is
holding
us
back.
So
in
the
issue,
I
talk.
A
little
bit
more
and
I'm
asking
the
team
to
provide
some
feedback,
but
we're
looking
to
turn
this
off
next
week
in
a
mayor.
Do
it
for
two
weeks
look
at
our
data.
A
We
have
a
couple
of
gut
checks
that
we
can
use
to
test
and
validate
and
verify.
So
we
feel
very
confident
that
we
could
turn
nrt
sla
off
for
amer
region
tickets
for
two
weeks
or,
however
long
we
need
in
that
period
right
if
it
was
two
days
and
we
saw
a
massive
tank,
we
turn
it
back
on
and
everything
else
should
work,
but
in
that
two-week
period,
if
things
stay
relatively
stable,
can
we
extend
and
understand
and
maybe
expand
out
right.
A
A
Now
with
that
comes
responsibility,
but
I'm
confident
in
our
team,
I'm
confident
that
we
can
deliver
so
we're
excited
to
see
what
happens
there
and
the
issue
that
I
linked
at
the
top
on
the
side
before
covers
it,
and
it
will
be
on
this
last
slide
as
well.
The
other
thing
I
heard
from
managers
and
lyle
heard
as
well
representing
both
of
us
here,
is
that
the
slack
channel
is
getting
a
little
bit
overwhelming
with
the
bots.
I've
heard
this
from
some
support
engineers
as
well,
and
we
kind
of
are
solving
like
six
different
problems.
A
Right
now
and
that's
okay,
we
experimented
and
I
want
to
make
sure
everybody
knows
we
need
to
continue
experimenting,
but
we
also
do
need
to
make
decisions.
So
in
this
moment
we
are
going
to
experiment
one
more
time
in
a
mirror
and
the
idea
is
to
make
an
amer
slack
channel
for
now
that
has
one
bot
in
it,
so
this
doesn't
affect
other
regions,
as
we
start
to
test
this
now.
A
Should
that
bot
be
new
tickets,
should
that
bot
be
frt
about
to
breach
or
no
bot
at
all
right,
so
I've
created
an
issue
where
you
can
go
and
you
can
vote
and
I
would
love
your
vote.
I
want
to
implement
this
channel
starting
next
week
so
that
we
can
use
that
channel
in
a
mirror
and
see
does
this
help
and
if
it
does,
we
want
to
give
that
data
to
the
other
channels
and
other
teams
that
say
hey.
We
use
this
bot.
A
This
bot
alone
was
really
helpful,
see
if
that
helps
your
team
right
and
and
if
it
doesn't
work,
then
maybe
we
deprecate
the
slack
channel
right.
Maybe
we
just
use
support
team
meta,
I'm
not
sure
right,
we'll
need
to
understand
really
what
we
need
and
then
build
the
right
thing.
So
this
is
an
iteration
that
we
want
to
try
to
give
a
space
to
explore
and
try
to
attempt
to
simplify.
A
It
creates
a
little
bit
more
stress
where
my
intention
is
to
look
at
data
over
the
last
12
weeks
confirm
that
we
see
a
reasonably
consistent
curve
week
over
week,
and
if
we
do
then
on
our
peak
days
whatever
day,
it
appears
to
be
in
the
short-term
trend.
We'll
say,
let's
see
if
we
can
purposefully
build
a
team
that
works
on
the
amer
east
side,
the
team
that
works
on
the
amer
west
side
to
try
and
set
us
up
for
success
right
and-
and
this
could
be
half
day
cruise.
This
could
be
right.
A
We
have
to
figure
out
how
to
do
that.
I
don't
think
we
have
enough
people
now
to
do
ameri,
east
and
west
crew
every
day,
and
I
think
some
days
may
not
need
that,
but
we're
going
to
try
and
target
peak,
and
if
that
helps
and
as
we
scale,
then
we
scale
that
out.
So
that's
something
that
I
want
to
share
here
and
you
know,
as
I'm
talking
about
this,
this
could
influence
scheduling.
This
could
be
difficult.
A
I
don't
know
right,
I'm
going
to
continue
to
look
at
this
and
we
want
to
try
and
roll
this
out.
This
was
something
that
managers
shared.
They
said
the
experience
inside
of
crew
day
by
day
can
vary
so
much
depending
on
where
people
are
in
the
crew,
and
that
is
something
that
we're
trying
to
smooth
out.
A
We
want
to
make
more
consistent
and
make
it
easier
for
crew
members
to
collaborate
right
and
if
somebody
is
coming
in
and
working
alone
or
with
one
other
person
in
the
morning
and
responsible
for
20
tickets,
as
it
was
this
morning
and
the
rest
of
their
crew
doesn't
arrive
to
lunchtime
that
can
be
very
stressful.
So
I
want
to
acknowledge
that
and
see
if
we
can
reshape
that.
A
A
Every
support
engineer
knows
this:
we've
felt
this
before
and
our
team
is
really
solid.
I
want
to
own
that.
I
think
we
do
a
really
good
job
of
supporting
each
other,
but
that
doesn't
mean
that
we
all
have
an
experienced
here
asking
for
help
and
getting
crickets
right.
I'm
not
going
to
pretend
like
that
hasn't
happened,
and
so
here
we
want
to
acknowledge
that
that
this
happens
and
see.
Can
we
get
more
seniors
to
engage
on
these
tickets?
A
Can
we
get
an
easier
way
to
identify
those
tickets
or
that
specific,
ask
or
tag
them
in
an
appropriate
way
so
that
we
get
them
reviewed
right
and
we
potentially
swarm
them
right?
That's
a
technique
or
a
style
that
we've
heard
before
that
you
may
have
heard
of
so
that's
something
that
we
could
consider.
But
at
the
moment
this
one
is
the
most
experimental,
but
it
came
out
of
the
manager
discussion
and
the
managers
are
saying
we
see
this
happen.
Collaboration
is
something
that's
challenging
on
these
challenging
tickets.
A
So
how
do
we
make
that
better
and
we're
opening
that
question
like
I
said
this
one's
the
most
abstract
and
the
most
difficult,
so
the
others
more
concrete
and
actionable
and
moving
this
one,
ideating
understanding
will
be
exploring,
and
I
look
forward
to
your
input
on
that.
So
with
that.
I
wanted
to
end
on
this
last
slide
again
to
share
the
team
to
know
and
if
you're
an
engineer
is
this.
A
That
says
for
some
reason,
we
can't
do
it
because
of
other
things
right,
I'm
looking
for
that.
So
if
you
have
that
share
that
immediately,
otherwise,
in
the
next
week,
you
should
start
to
see
the
crew
channel
forming
a
new
crew
schedule
being
made
and
then
implemented
in
a
few
weeks
time
and
then
frt
and
nrt,
the
nrt
clocks
in
america
being
adjusted.
So
if
you
have
any
questions,
feel
free
to
raise
them
on
those
issues.
A
Look
forward
to
that
and
if
there's,
if
these
aren't
the
problems,
that
you're
feeling
as
an
engineer
bring
it
to
a
skip
level.
Tell
myself
to
lyell.
We
want
to
make
sure
that
we're
solving
them,
but
we
felt
fairly
confident
that
this
was
a
good
sampling
of
what
engineers
were
experiencing
and
what
managers
have
seen
and
we're
confident
that
we
could
start
to
address
them.
A
So
looking
very
forward
to
doing
this,
working
together
as
a
team
using
the
helping
hierarchy
to
help
each
other
solve
these
problems
and
as
we
continue
to
evolve
more
work
with
your
managers.
Work
with
your
crew
manager
work
with
your
your
the
manager
that
manages
your
team
and
let
them
know
what's
on
your
brain,
because
we
should
continue
to
make
sure
we're
helping
each
other
solve
the
stack
of
problems
that
we
have.