►
From YouTube: SIG Chairs and TLs Monthly 20200211
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
Oh
all,
right,
hi.
Everyone
welcome
to
the
second
ever
well,
technically,
third,
because
of
the
time
zone
thing,
but
second
meeting
ever
four
sig
chairs
and
tech
leads
for
kubernetes.
My
name
is
Paris
I'm
going
to
get
us
through
this
agenda
today
we
definitely
have
a
packed
agenda
and
it
looks
like
at
least
fifteen
of
us
on
the
line
today
and
I
know
several
others
that
are
probably
me
joining
later,
as
well
overlapping
meetings,
of
course,
tis
the
kubernetes
life.
A
Don't
have
it
and
of
course
we
do
have
a
code
of
conduct,
as
always
be
excellent
to
each
other.
I
think
this
is
no
stranger
to
anybody
on
this
phone
call
right
now.
But
since
this
is
a
large
group,
do
me
a
favor
and
try
to
flag
us
down.
If
you
want
to
talk
about
something,
but
yes,
we
do
want
you
to
talk
about
things.
So
your
voice
is
encouraged
here,
so
definitely
still
flag
us
down,
and
then
we
did
it.
January
do
intros
what
I
wanted
to
do.
A
This
time
was,
if
you
didn't
give
an
intro
at
all
on
either
of
the
calls
whether
it
was
a
Tuesday
or
Thursday.
January
call
I
wanted
to
give
a
couple
minutes
to
folks
to
do
intros
to
have
a
minute.
Did
anybody?
Is
this
anyone's
new
or
issues
me?
This
is
anyone's
first
chairty
I'll
call
that
would
like
to
give
an
intro
Sode.
Oh.
B
A
C
A
D
E
F
H
A
Lots
of
slacks
we
did
this
in
January
as
well
for
I
think
the
total
was
thirty
plus
of
you.
You
can
see
on
the
front
page
of
the
agenda.
Taylor
github
handle
only
dole,
did
a
little
contact
list
when
he
did
the
transcription
services
went
through
and
and
clicked.
You
know
who
said
email
who
said
slack,
so
we
can
get
this
kind
of
preferred
contact
list.
A
So
we'll
do
that
again
for
those
of
you
that
just
said
that
and
then
chase
the
other
chairs
and
TLS
down,
so
that
we
can
eventually
get
ourselves
a
nice
baseline
of
communications.
As
everybody
knows
here,
the
project
is
humongous
both
upstream
and
the
entire
ecosystem.
So
it's
important
us
chairs,
understand
we're
getting
some
of
your
information
and,
what's
expected
of
you
so
now
that
we've
done
intros
and
things
like
that,
let's
just
do
really
quick
announcements.
I
know:
we've
got
Bob
on
the
line
from
contributor
to
summit
team
Bob.
E
A
D
I
J
H
Bob
so
I
do
have
a
question.
He
didn't
greet.
Is
there
a
few
people
in
the
data
protection
group
once
you,
you
know,
have
a
place,
so
they
can
talk
and
ask
questions.
So
I
thought
this
meet-and-greet
would
be
a
great
place
for
that.
So
I
just
need
to
fill
out
this
form.
Then
we
will
have
a
Nathan
like
a
table
or
how
does
this
work?
You
will.
D
Get
a
table,
it
will
have
your
liked
working
group
name
on
it.
A
little
like
little
stand.
You'll
also
have
buttons
that
will
say
like
your
working
group.
This
is
generally
a
time
for
new
contributors,
and
people
are
interested
in
possibly
joining
for
you
to
have
like
discussions
with
them,
but
you
know
you're
freed
you
use
it
for
general
discussion
as
well.
Just
be.
You
know
aware
that
it
will
probably
be
people
that
are
not
familiar
with
the
working
group
there
as
well.
D
F
D
D
D
A
D
Something
yes
send
an
email
to
community
at
kubernetes
Daioh.
Just
you
know,
saying:
hi
I'm,
the
you
know,
sig
chair,
you
know
lead
for
this
group.
We
have
a
couple
people
that
are
not
Ord
members,
that
we
would
like
to
attend
the
active
computer
track
and,
if
possible,
provide
their
like
emails.
Okay,.
A
Okay,
all
right
cool
and
any
last
questions
about
contributors
on
it,
alright
and
I'm
about
to
time
box
us
here.
So
the
next
announcement
is
during
steering
during
one
of
the
steering
meetings.
I
proposed
a
health
check,
that's
similar
to
an
Apache
pnc
style,
roll
called,
not
sure
if
folks
on
the
line
are
familiar
with
the
way
Apache
runs,
there's
which
what
runs
are
projects
where
it's
PMC's,
which
is
similar
to
a
chair
tech,
lead
combo.
A
If
you
will
they
go
to
the
board
the
Apache
board
every
so
often,
and
give
just
like
an
update
about
themselves
about
the
their
community
group.
It's
not
like
an
intro
like
kit
that
you
give
a
cube
con,
it's
more
about
like
us,
guys,
like
upstream
developers
and
like
the
health
of
your
community,
and
things
like
that.
I
wanted
to
flag
it
here,
because
obviously
this
is
very
pertinent
to
this
group.
It's
about
you
and
I
wanted
to
get
your
thoughts
on
it.
A
K
A
A
A
So
here's
some
of
the
example
type
questions
that
that
I'm
thinking
about
so
like.
What's
it
like
being
a
chair
for
this
group
I'm
talking
about
how
active
you
are
like,
what's
going
on
how
we
is
steering
like
how
can
we
help
you
all,
not
just
you
as
a
chair
but
I
mean
guess
that
included,
but
also
your
group
as
a
whole
kind
of
getting
closer
to
you
all,
both
personally
and
professionally
I
mean
not
necessarily
personally
but
I,
guess
on
a
more
one-on-one
basis
and
just
opening
those
lines
of
communication.
A
A
I
mean
that's
undiscussed,
a
part
of
the
proposal
right
now.
The
idea
is
a
no
more
meetings,
so
it
would
be
either
a
like
I
see
like
I,
like
I,
already
see
a
lot
of
reaction
so
that
it's
like
no
I'm.
Not
this
isn't
create
a
meeting.
This
would
be
either
molding,
something
that's
currently
there
already,
whether
it's
the
current
steering
committee
meeting,
whether
it's
the
community
meeting
whatever,
but
just
adding
this
in
some
way
or
maybe
we
as
steering
committee
members,
come
to
your
meeting,
something
something
like
that
TBD.
A
A
A
I
put
mine
there
I'll
link
to
a
github
issue
when
this
is
what
I
was
using
to
follow
up
with,
but
just
some
of
the
just
some
of
the
summaries
and
takeaways
that
I
had
from
the
meeting.
We
talked
a
lot
about
again
the
baseline
communication,
slack
being
the
overwhelming
yes,
especially
on
certain
moderated
channels,
a
lot
of
people
saying
no
to
github,
but
there
were
a
lot
of
people
that
said
yes
to
it
as
well.
So
obviously
the
takeaway
here
is
that
we're
not
going
to
necessarily
win
so
to
speak.
A
This
is
again
not
currently
laid
out
like
this
and
in
the
governance
document,
but
I
was
curious
as
to
like
hey
what
would
a
job
description
look
like
if
we
were
trying
to
quote
hire
for
a
chair
right
and
a
lot
of
the
conversation
last
month
was
around
how
we
perceived
the
chair
role
and
some
of
us
even
perceive
it
differently
based
off
SIG's.
Some
of
us
were
talking
about
PRN
role,
books
of
a
chair
for
that
special
sig
into
a
role
book
somewhere
in
your
charter,
etc,
etc.
A
C
C
There's
definitely
one
thing
that
I've
noticed
this
is
covered
many
topics
on
there
that
at
least
in
Service
Catalog,
this
thing
is
kind
of
just
maintained,
I,
don't
know
all
of
the
oral
history
spoken
word
knowledge,
sort
of
necessary
to
run
the
sig,
but
might
not
be
immediately
obvious.
New
contributors.
A
C
Because
I
like
a
lot
of
the
stuff,
is
it
is
written
down
in
places,
but
in
like
I
mean
this
is
like
sensitive
information
and
you
know
passwords
and
stuff,
and
it's
like
the
co-chairs
got
hit
by
a
bus.
Then
just
you
know
bad
things
would
happen,
but
there's
there's
no
like
official
process
to
pass
that
torch,
so
we're
just
kind
of
winging
it.
Okay.
M
A
A
This
case,
this
would
be
a
business
of
the
you
know,
I'm
saying
this
and
I'm
like
Richard
Nixon
quotes
like
business
of
cig.
So,
like
other
sake,
members,
you
know
talking
about
you,
know
future
development
or
maybe
handling
of
other
contributors
or
contributor
related
relations.
Things
along
those
lines.
E
A
A
That
way,
right
just
because
you
hear
again
from
Jonathan
like
hey,
we
might
do
something
differently
and
in
service
catalogue,
it's
kind
of
like
okay,
let's
draw
out
some
of
those
some
of
those
differences,
because
some
people
might
want
to
know
about
those-
and
you
know
how
to
do
that
thing
or
something
like
that,
and
we
can
collaborate
in
that
way.
So
any
other
comments
about
the
chair,
roll
itself
and
like
roll
books
and
what
a
job
description
would
look
like,
or
expectations
of
a
chair.
Anything
like
that.
A
And
then
said
so
to
Jonathan's
point
and
I.
Don't
know
if
this
is
what
George
is
dating
a
last
call.
We
did
have
a
discussion
about
getting
more
sort
of
onboarding
documents
together.
There
is
currently
the
document,
that's
the
sake,
working
group
lifecycle,
dock
that
I
tell
chaired
new
chairs,
just
a
reverse
engineer,
almost
meaning,
like
hey
you're,
going
to
need
access
to
all
of
this.
If
we,
if
you
needed
a
creation,
you're
gonna
need
it
now
as
a
chair,
but
there's
other
ways
that
we
can
obviously
present
that
information
George.
N
I
was
gonna,
say:
there's
the
lifecycle
document,
which
I'm
linking
here
and
in
absence
I
would
just
say,
just
go
through
it
again
and
make
sure
that
it's
so
make
sense
for
your
sig
here.
It
is
right
here
because
a
lot
of
the
things
in
creating
creating
a
sager
stuff
that
you
kind
of
need
to
maintain
over
time.
So
you
know
I,
don't
know.
Let's,
let's
say
we
were
doing
a
handover
between
Bob
and
Paris
or
something
we
would.
N
You
know
we
would
say
all
right,
let's
just
go
through
the
easy,
whether
you're,
sick
or
working
group.
That
kind
of
makes
sense
right,
like
ensure
all
sick
chairs
tech
leads,
are
community
members.
Okay,
is
everyone
in
the
org,
you
know
send
an
email
to
steering
committee
just
scope,
the
sig.
You
know
you
could
look
at
that
and
say:
alright,
you
know
we're
doing
a
handover.
It
probably
doesn't
hurt
to
you
know.
N
Let's
steering
now,
probably
the
kubernetes
like
see
the
last
step
announced
on
you
sig
on
kubernetes
to
have
you
can
adapt
this
to
be
like
hey
everybody,
we're
having
a
leadership
change
over.
So
a
lot
of
the
creating
is
sig
and-
and
things
like
that
is
also
something
that,
like
you,
can
kind
of
audit
that
you're
doing
anyway
regularly
cuz,
you
kind
of
should
be
I.
Think
according
to
the
governance,
which
is
the
other
document
that
I
was
going
to
link
to
oh.
A
Would
be
cool
if
we
could
all
share
if
we
could
share
that
as
well,
so
what
I'm
taking
a
so
if
anybody
on
the
line
right
now
has
any
onboarding
documents
for
chairs
tech
leads
all
right,
I,
don't
know
if
maybe
even
on
the
roles
with
the
heck
right,
let's
collect
those.
If
you
not
now,
but
either
in
this
agenda
or
in
slack
or
something
copy
and
paste
your
links,
and
then
we
can
use
that
to
share
and
build
off
those
to
making.
N
I
N
D
I
A
A
I
Mean
I
can
do
it.
You
know,
I
was
trying
to
be
silent
this
one,
but
laying
in
the
cut
alright,
so
yeah
so
for
Sync
release.
We
have
a
lot
of
different
things
that
we
do
day
to
day,
whether
it's
the
members
of
the
release
team,
our
new
release
manager
associates
which
grow
up
to
become
branch
managers
and
eventually
patch
release
team
members.
So
I
think
we
have
some
like
ladders
in
place.
I
So
I'm
noodling
on
that
and
I
haven't
really
figured
it
out.
I'm
guilty
myself
trying
to
find
issues
that
people
can
get
involved
with
I
find
it
to
be
kind
of
tricky
on
the
release
side,
because
some
of
the
issues
require
you
know
intense
knowledge
of
these
random
1,800
line
scripts
and
things
like
that
or
access
to
thing
that
you
may
not
have
access
to
until
you
move
through
the
ladder
so
trying
to
figure
out
how
to
chunk
off
work.
P
I
K
K
Oh,
this
would
be
a
good
first
issue
if
it
wasn't
priority
critical
urgent,
so,
like
part
of
it
really
gave
some
thought
about
whether
to
let
it
let
that
sit
and
see
if
we
could
get
a
fix
within
the
next
like
a
few
hours,
but
because
it
was
touching
security
content.
I
was
like
no
but
just
+1,
that
that
is
like
a
real,
a
real
dilemma
and
a
real
like
ooh
resource
question.
A
P
J
Yeah
I'm
not
saying
I
would
never
do
it.
There's
certainly
a
lot
of
things
we
put
on
the
backlog,
but
I
am
just
saying
I
understand
what
Stephen
was
describing
where
yeah
20
minutes.
It's
gonna
take
a
minute
to
fix
it,
but
when
you
add
in
the
time
to
find
someone
because
there's
not
always
someone
who's
interested
and
then
take
it
through
a
review
cycle,
you're
looking
at
I
can
get
the
fix
in
20
minutes
or
I
can
get.
The
fix
in
20
days
may
or
may
not
make
the
release
I.
I
Mean
the
the
one
upside
of
doing
it
yourself
is
that
what
I
try
to
do
when
issues
like
that
pop
up
is
excruciating
lis
document
them
I'm,
both
in
the
issue
and
in
the
repo,
so
that
when
it
pops
up
again
someone's
like
oh
well,
can
I
work.
Look
yes,
I've
written
this
and
explicit
detail
for
you
to
follow
directions.
So
hopefully
it
doesn't
happen
again,
but
it
is.
It
is
tricky
trying
to
manage
doing
that
and
and
allowing
for
people
to
take
up
that
work
versus
getting
it
done.
D
A
G
A
Doing
the
release
method
as
well
I
mean
in
our
sub
projects.
We've
realized
that
almost
all
of
the
sub
projects
have
some
kind
of
team,
and
some
kind
of
each
person
is
some
kind
of
role
in
that
team.
So,
like
events
and
triage
and
I
think
it's
like
sick
marketing,
now,
16
and
we've
been
trying
to
roll
with
the
teams
and
also
Steven
I'm
hearing.
Also
what
you're
saying
about
the
nurturing
elements?
I
hear
you
very
loud
on
that
one.
A
So
we
can,
if
you
want
to
vent
to
me,
I'm
here
and
I'm
I,
think
we're
also
trying
to
do
our
best
to
and
are
in
control
back.
So
we
see
the
same
issues
with
like
what
Bob
mentioned
about
how
it's
very
hard
to
scope,
that
middle
ground
work
of
giving
the
person
all
the
access
in
the
world
and
giving
them
a
nice
solid
project
Zack.
What
about
sharing
some
of
the
stuff
that
you
do
in
Docs,
because
I
think
you
all
do
some
good
stuff.
There.
K
K
So
there's,
if
you
look
at
the
curve
like
y
axis
x
axis,
if
you
look
at
the
the
curve
over
time
of
number
of
contributors
increasing
and
quality
increasing,
what
we
noticed
is
that
there's
actually
an
expertise
gap
that
this
area
shaded
in
the
immigrant.
This
two
lines
ends
up
being
the
gap
between
number
of
contributors
and
member
of
contributors
with
expertise,
I
think,
with
a
lot
of
other
SIG's
that
there's
a
certain
amount
of
training
that
constitutes
a
floor
to
entry
into
the
sing.
I
could
not
a
lot
of
people.
K
Maybe
this
is
not
the
case
that
I
can't
imagine
a
lot
of
people
showing
up
to
like
six
CLI
and
saying
I'm
brand
new
I'm,
not
a
coder
I
want
to
contribute,
but
with
Doc's.
That
is
often
the
case,
because
it's
perceived
both
accurately
and
inaccurately
as
a
place
where
you
don't
need
to
be
technical
to
contribute
and
it's
gross,
but
that's
the
language
that
people
use
that
face.
Quinn
is
very
accurate.
I.
A
K
K
When
we
have
good
first
issues,
people
snap
them
up
very
quickly,
things
that
are
well
bounded,
discretes
time,
boxed
things
that
are
these
self-disclosing,
those
tend
to
go
very
quickly,
but
people
who
are
capable
of
making
informed
judgments
about
ambiguous
material,
that's
where
the
gap
happens
and
there's
really-
and
this
is
in
some
ways.
This
is
a
like
a
profession,
wide
gap
with
with
technical
documentation,
there's
really
no
effective
or
standard
way
to
train
people
to
bridge
that
gap,
and
this
is
where
I
plug
in
advance.
I
A
question
on
that,
because
I
I
dipped,
my
toe
in
cystic
Doc's,
when
I
started
off
and
one
of
the
things
that
I
tried
to
tackle
was
like
updating,
old
documentation
and
didn't
have
like
appropriate
context
on
all
that
stuff.
I
probably
do
now,
but
those
issues
are
stable,
but
what
I'm?
What
I'm
thinking
of
is?
How
do
we
maybe
do
the
reverse?
How
do
we
train
people
to
be
good,
good,
Doc's
of
fires,
I
guess
that
are
already
in
other
SIG's
right?
I
K
L
K
But
like
a
fun
fact
during
the
release
cycle,
it
happens
without
fail.
There
are
feature
developers
who
see
the
docs
deadline
in
advance
and
there's
it's
a
small
number
like
between
between
two
and
four
who
opened
their
docs
PRS
like
within
the
first
week.
They've
got
the
placeholders
open
they
bang
stuff
out
and
then,
like
everyone
else,
it's
a
fight
to
the
finish
to
get
ducks
peers
in
whether
that
correlates
meaningfully
to
two
resources
or
if
that
doesn't
correlate
at
all
I,
don't
know.
But
it's
it's
interesting
to
observe
so.
I
Something
I
had
mentioned
to
Jim
and
not
to
go
crazy
on
the
the
dogs
portion,
but
like
something
I've
mentioned
to
Jim,
it's
like
it'd
be
interesting
if
there
was
a
way
somehow
programmatically,
maybe
to
trigger
oh
this.
Maybe
this
stock
has
not
been
updated
in
three
months
or
something
like
that.
Maybe
someone
should
take
a
look
at
it
and
like
their
owners
that
are
subject
matter
like
that,
might
already
be
configured
I,
don't
know
but
being
able
to
say
like
maybe
an
issue
opens
that's
flagged
with
the
cig
or
I.
I
K
A
All
right,
I
got
a
tiny
box,
us
so
clearly
good
discussion
and
let's
go
around
really
quick
and
do
around
Robin
with
I
want
to
know
exactly
the
tapes
of
contributors,
so
you're,
looking
for
right
now
in
your
group,
examples
get
down
to
like
XYZ
component
needs,
approvers
direly
things
that
are
on
the
top
of
your
head
right
now,
if
you
say
skip,
do
me
a
favor
and
put
it
put
it
in
later
in
the
notes?
I'm
very
curious,
so
Bob
you're,
just
first
on
my
thumbnail
here,
what's
contrived
a
cooking
for
I
would.
D
Say
honestly,
right
now
people
to
go
through
and
ought
in
update
the
developer
guide
and
there's
been
a
whole
slew
of
stuff
that
hasn't
been
updated
in
a
while.
Something
just
came
up
the
other
day
where
you
know
things
were
referencing
I
think
it
was
a
hack
e
to
e
go
instead
of
you
know,
cube
test
and
and
there's
just
all
sorts
of
bits
that
are.
D
A
J
Eads
my
ideal
contributor
would
be
someone
with
a
deep
understanding
of
cute
primitives,
who
has
a
good
understanding
of
multi-node
parallel
programming
and
would
be
able
to
resolve
problems
like
in
the
garbage
collection
controller
they're
going
to
require
changing
and
migrating
core
metadata.
Api's
that'd
be
my
ideal
contributor.
J
A
J
E
Sorry
attend
me:
I,
like
home
David,
said
I,
basically
want
me
I'm
picking
on
you
dude
so
for
auth
I.
Think
there's
some
sort
of
out
of
project
work
like
so.
We've
been
working
on
like
API
audiences
for
tokens
for
a
long
time,
I
think
one
of
the
foundational
pieces
that
was
left
was.
We
want
to
make
sure
that
other
language
projects
that
consume
like
service
account
tokens
like
know
how
to
reload
tokens
off
from
disk.
So
you
know
that
would
that's
really
cross-cutting
raced
on
go
code.
It's
Python
code,
Java
code,
random
stuff.
E
So,
like
we
don't
control
those
community
projects
that
are
not
there,
not
even
the
kubernetes
community
so
certainly
like
having
an
understanding
of
how
that's
sort
of
coming
along
would
help
us
like
I,
don't
think
we
can
really
move
to
the
I,
don't
think
we
can
require
the
changes
that
we
want
to
require
until
we
kind
of
have
a
bit
more
stronger
consensus.
Other
things
are
like
I
know.
It
was
pretty
contentious
at
last.
Cute
convey
the
chairs
and
I.
We
talked
about
sort
of
the
future
of
PSPs.
I
do
think.
E
Like
I
know,
Tim
had
wanted
to
do
some
concepts
for
like
what
sort
of
the
next
thing
might
look
like,
but
I
know
he's
also
really
busy
and
hasn't
necessarily
had
a
chance
to
make
one.
So
that
might
be
a
place
that
if
someone
has
a
background
and
policy
they
could
work
on.
Certainly
you
would
have
to
sort
of
gain
understanding
of
vanities
intrinsics,
but
you
can
build
this
out
of
tree
so
that
would
be
fine.
I
know
the
dynamic
policy
work
kind
of
stalled
out
a
little
bit,
it's
kind
of
yeah.
E
We
don't
necessarily
have
that
many
people
working
on
it
and
I
think
it
sound
like
version
2
now
or
three
like
three
iterations
of
going
back
and
forth
and
I
know,
there's
a
strong
desire
to
have
it
sort
of
be
built
out
of
tree
and
then,
if
the
api's
makes
sense
and
they
can
go,
we
could
bring
it
into
tree,
but
I
don't
think
anyone's
actively
trying
to
take
the
last
bit
of
feedback
that
we
had
and
try
to
go,
build
it
out.
So
there's
certain.
E
A
What
are
other
just
because
of
time
I
can't
we
can't
do
everyone
now,
any
other
groups
that
are
immediately
like
looking
for
people
of
all
varieties
on
whether
it's
new
contributor
approver,
like
people
to
grow
into
approvers.
Anybody
else
want
to
shout
out
stuff
that
they're
doing
we're
looking
for
rather.
I
Project
managers,
I
think
I
think
across
the
board.
In
the
end,
the
project
we
could
do
with
people
who
are
interested
in
taming
the
collective
backlogs.
There
was
a
an
issue
that
I
probably
have
to
go.
Look
at
again,
one
around
issue
triage
so
resurrecting
that
one
to
make
it
easier
to
triage
issues,
cross
sig
for
kubernetes
kubernetes
at
the
very
least
and
then
seeing
how
that
can
play
across
repos.
There's.
Also
a
project
board
plug-in
that
someone
was
working
on
at
some
point
a
while
ago.
I
One
of
my
biggest
pains
is
that
when
an
issue
gets
open,
it
doesn't
land
anywhere.
So
before
my
cig
meeting,
I
have
to
make
sure
it's
on
the
project
board.
I
have
to
make
sure
it's
accurate,
accurately,
prioritize
and
so
on
and
so
forth.
If
there
was
someone
doing
that
or
someone
working
on
automation
around
that
that'd
be
super
dope
yeah.
I
A
I
A
All
right,
okay,
just
for
the
sake
of
time,
and
if
anybody
else
is
looking
for
stuff,
please
list
it
there.
There
is
a
eventual
purpose
for
this
stuff,
but
definitely
add
it
there
all
right,
so
I
wanted
to
at
least
give
a
quick
how-to
of
using
and
utilizing
group
mentoring
techniques
to
get
more
reviewers
and
approvers
for
certain
areas.
So,
if
you're,
finding
that
some
of
your
owner's
files
only
have
one
like
one
individual
in
it
or
if
they're,
stale
or
whatever
and
you're
realizing,
hey
I
have
areas
that
we
really
need.
A
Reviewers
and
approvers
on
mentoring
can
really
help
you.
So
the
formula
is
pretty
broad
and
it's
broad
because
you
could
customize
it
that
this
is
where,
like
we
tried
when
we
did
some
like
initial
tests
to
make
this
as
specific
as
possible,
but
we
realized
that
we
boxed
ourselves
in
a
lot
of
ways.
A
So
we
undid
a
lot
of
the
components
to
the
program
and
sort
of
giving
a
ala
carte
if
you
will
as
long
as
it
involves
some
of
this
formula,
so
the
formula
is
ask
so
obviously
you
need
to
get
the
word
out
that
you're.
Looking
for
people
in
certain
areas,
not
today,
okay,
you're
not
like
jumping
the
ladder,
you're
still
going
through
the
ladder,
and
they
still
have
to
gain
trust
with
you
and
things
like
that,
but
hey
eventually,
six
months
or
so
down.
A
The
line
I'd
like
to
base
on
performance
get
folks
that
are
interested
in
in
helping
us
maintain
this
certain
area.
So
you
ask
and
that's
the
customization,
how
you
ask
that's
up
to
you.
You
have
the
same
goal.
Everybody
is
going
to
have
the
same
goal.
So,
if
you're
looking
for
more
more
reviewers,
the
goal
at
this
end
of
the
certain
determined
time
period
is
more
reviewers.
A
So
obviously
you
would
need
to
get
members
current
members
to
go
to
a
reviewer
status
and
then
slack
is
actually
the
key
ingredient
here
and
I'm
going
to
show
that
to
you
in
a
second
and
the
ideal
again,
because
we've
done
some,
we've
done
some
testing
here.
The
ideal
is
three
mentors
to
ten
mentees
in
a
group,
so
you
can
see
that
it's
not
a
one-on-one
situation.
It
is
a
group
situation,
so
you're
utilizing.
This
is,
if
you
can
see
my
screen
right
now-
slack
yes,
I
have
folks
approvals
to
do
this.
A
This
was
a
one
of
our
test
cohorts
that
we
did
from
member
to
reviewer
and
they
were
utilizing
slack
stand-ups
on
a
weekly
basis
for
a
three
month
time
period
and
their
goal
was
to
get
to
reviewer
status
at
the
end
of
that
month
and
what
were
they
using?
They
were
using
the
community
membership
guidelines
that
we
have
drafted
already
adds
their
guidelines
so
they're
saying,
for
instance,
one
of
them
is
like
20p
ours.
Yes,
that's
an
arbitrary
number,
but
at
least
gets
the
people
to
do
the
work.
A
That's
the
ambiguous
part
that
we
keep
telling
people
that
they
need
to
do
here
is
do
the
work.
This
gives
some
structure
to
that
work
right,
so
you
can
see
Lucas
here
having
a
slack
stand-up
with
folks,
and
then
they
go
in
and
say
what
they've
reviewed
and
then
Lucas
goes
in
and
gives
some
kind
of
like
many
thanks.
This
is
probably
a
bad
example.
A
I
can
go
ahead
and
get
some
more
where
they're
going
back
and
forth
on
issues,
and
things
like
that,
so
this
is
sort
of
a
very
broad
way
of
doing
this
and,
of
course,
you're
gonna,
add
private
slot
channels.
If
folks
are
uncomfortable
with
like
asking
asking,
you
know
questions
that
they
might
consider
a
low
level
something
along
those
lines.
We
also
now
have
some
generic
route
mentoring
channels
that
we
use
that
we
can
utilize
to
so
staffing.
A
Pr
reviews
for
your
sig
could
be
useful
to
you,
because
you
can
push
people
to
that
channel
if
you're
looking
to
get
more
reviewers
and
things
and
then
their
peers
will
help
you
mentor
them.
That's
the
beauty
about
peer
mentoring
and
that's
it
for
the
how-to
that
part
I
know
that
was
like
I
wanted
to
spend
a
little
bit
more
time,
but
that's
what
I
got
four
minutes.
Yeah
I
did
go
ahead
and
update
a
lot
of
them,
an
upstream
mentoring
documentation
that
we
have.
A
Please
take
a
look
at
that
and
there
are
a
couple
groups
that
have
already
done
this,
like
I
said
both
on
a
testing
level
as
well
as
some
some
folks
have
implemented
some
parts
of
this
and
that's
cool.
That's
what
it's
all
about
take
the
part
you
want,
not
necessarily
the
person
don't
work
for
you.
Questions
concerns
comments
about
group,
mentoring,.
A
A
Alright
sigdoc
sign
oh
we're
out
of
time.
We
can
definitely
still
hang
on.
I,
don't
have
anything
after
this,
but
if
anybody
needs
to
drop
feel
free,
we
will
see
you
next
month
but
say
Doc's
if
y'all
still
want
to
hang
on
and
talk
about.
Your
open
discussion
looks
like
we've
got
a
chair
transition
unless
you
already
compromised.
R
A
Caitlin,
hey
Caitlin,
welcome
to
the
team.
Thank
you.
I
also
added
a
monthly
lol
for
everyone.
This
is
the
last
12
months
and
meeting
minutes
and
zoom
so
clusters
very
chatty
cig
release
your
the
next
chattiest
sink
storage
and
contradicts,
but
if
you
add
in
the
sarah
Novotny,
if
you're
like
what
is
the
sarah
Novotny,
if
you're
like
what
is
that,
that's
actually
the
thursday
community
meeting,
that
was
how
Sarah
had
built
it
in
to
the
Zune
licenses.
So
that's
it
for
February.
E
I'll,
ask
you
a
question
Paris
before
I
go
yeah
on
the
mentoring
thing
I,
so
I
I
didn't
realize
this.
When
we
were
talking
about
the
sick
chair
stuff
earlier
I,
don't
think
the
word
mentoring
is
mentioned
in
that
dock
at
all.
Yeah
you're
right
now.
Is
that
because
it's
asking
about
chairs
and
not
tech
leads
or
is
it
a
purposeful
like
we
don't
want
to
include
that
in
the
scope
of
that
position,.
A
Yeah,
so
a
lot
of
people
would
say
that
that
falls
in
to
this
general
thing
right
here,
but
I
agree
with
you
I
think
that
their
role
this
is
like
I'm.
Obviously
speaking
for
people
that
aren't
here
right
now,
I
think
the
role
was
originally
chair,
specifically
again,
not
like
combo
tech
lead,
not
just
tech
lead.
Chair
specifically,
was
intended
to
legitimately
run
the
operations,
which
sounds
a
lot
like
project
management
of
said
sake.
A
A
lot
of
us
do,
do
those
mentoring
components
as
well.
So
that's
the
kind,
that's
the
stuff
that
I'm
that
I'm
saying
like.
Let's
us
that
stuff
out
and
say:
should
it
be
a
state
like?
Should
it
be
in,
like
should
mentoring,
for
instance,
be
a
part
of
the
sig
chair
role?
That's
the
kind
of
the
discussion
that
I
think
we
should
have.
So
you
think,
do
you
think
mentoring
should
or
shouldn't
I.
E
Mean,
though,
since
now
you
told
me
for
sure
that
this
is
chair
and
that
chair
plus
tech
need
and
not
technically
I,
could
probably
you
sort
of
go
what
chair
doesn't
have
that,
but
I
think
tech
wait.
Does
yes
like
to
me
at
least
to
me:
if
the
technique
doesn't
have
it,
then
you
don't
have
anyone
left.
I
L
I
I
I
Are
doing
five
releases
of
kubernetes
right
now,
so
the
yeah,
so
the
the
kind
of
the
idea
about
behind
the
emeritus
advisor
is
that
it
is
a
former
release
team
lead
or
it
started
off
as
a
former
release
team
lead
that
would
come
back
and
give
their
sage
with
them
about
the
process
right
be
around.
You
will
help
mentor
shadows
to
help
keep
the
leads
in
line
in
terms
of
in
terms
of
culling
the
backlog.
I
Things
like
that
also
I,
think
this
cycle
will
have
them,
be
the
primary
for
the
retrospective
that
we
hold
right
because
I
think
between
the
cycle
that
they
were
on
and
the
cycle.
That's
the
cycle
that
they're
currently
emeritus
advisor
for
they've
got
a
lot
of
context
of
the
history
of
the
release
team
right.
So
that's
part
of
the
reason
that
we
brought
that
role
into
place,
but
I
think
that
you
know
my
my
wish
for
everyone.
Who's
on
the
release
team
and
every
role
in
general.
I
Is
that,
like
one,
the
people
on
the
release
team
go
away?
They
go
like
two
different
SIG's
I
think
that
each
of
the
roles
on
the
release
team
like
lends
itself
to
a
different
sig
right,
CI
signal
testing,
an
enhancement
p.m.
right
and
so
on,
and
so
forth.
Docks
docks
right
but
like
allowing
them
to
gain
the
knowledge
and
kind
of
like
gauntlet,
essentially
a
3-month
gauntlet
and
then
go
share
some
of
the
ideas
that
they
have
with
different
eggs.
So
we've
seen
some
of
that
happen
like
definitely
like
Bob
Bob.
It's
a
great
example.
I
Jim
is
a
great
example
of
people
like
working
on
at
hanson's,
working
on
docks,
figuring
out
how
to
bridge
the
gaps
but
across
multiple
things,
with
the
work
that
we
do,
but
in
that
I
think
I'd
mentioned
on
the
the
first
call
that
there's
kind
of
a
requirement
while
you're
on
the
release
team-
and
this
is
not
just
for
release
team
stuff.
This
is
also
like
release
engineering
that
you
learn
the
role
while
doing
the
role
while
teaching
the
role
right
and
that's
a
tricky
thing
to
ask
someone
to
do
in
a
quarter.
I
But
that
is
that's
kind
of
our
expectation
right
and
the
people
who
you
know
the
people
who
are
doing
that
bubble
up
to
be
leads
for
those
sections.
So
I
think
it's
for
me
at
least
I
think
it's
it's
everyone's
responsibility
to
try
to
be
mentoring,
like
I,
can't
I
I,
don't
like
the
expectation
that
only
the
tech
leaves
or
only
the
chairs
are
doing,
that
work.
I
think
it's
possible
for
everyone
to
do
that.
Work.
E
So
you
think
that's
a
byproduct
of
the
fact
that
you
guys
sort
of
have
a
lot
of
I.
Don't
use
the
word
churn,
but
you
have
a
lot
of
movement
through
positions
like
like
for
say:
God,
like
I,
like
I
kind
of
I.
Don't
necessarily
think
we
do
anything
to
grow
the
sink,
but
at
the
same
time
I
don't
know
if
any
of
us
is
particularly
compelled
to
trying
to
grow
it.
Does
that
make
sense.
E
O
B
I
Kind
of
like
special
tribal
knowledge
right
that
you
don't
that
you
don't
have
unless
you
you
put
some
skin
in
the
game
for
a
while
right
and
then
he
gets
the
point
where
you're
like
oh
all,
right
well,
someone
else
should
probably
learn
that,
but
do
I
have
time
to
teach
that
person
or
write
the
doc
to
do
that
thing
so,
like
I,
think
I,
don't
think
it's
a
lack
of
want
to
grow
contributor
ship
of
the
sake,
I!
Think
it's
I!
Think
it's
too
many
spoons
right
I
mean.
E
A
Hey
I'm
Oh,
on
whatever
channel
it
is
like
we're
looking
for
future
reviewers
for
this
SIG,
because
I'm
not
gonna,
live
forever
and
I
would
like,
and
then
that's
when
you
create
the
programs
around
what
you
need
right
there's.
No,
there
is
no
one
program
that
fits
all
of
our
needs
right
so
like,
but
then
you
hit,
you
hit
you
dollar
hitting
on
the
spoons,
and
this
is
what
I'm
trying
to
suss
out
from
these
meetings
right.
A
A
A
Hats
as
well
and
I
feel
a
lot
of
times.
We
do
conflate
those
hats
sometimes
and
that's
why
I
feel
like
it's
important
that
we're
all
on
the
same
page
about
okay,
I'm,
a
chair-
and
this
is
my
duties
and
I-
think
what
a
chairs
duties
actually
are
like
I
think
the
chair
is
actually
meta
and
I.
Think
the
chair
is
responsible
for
figuring
out
who
the
hell
is
responsible
for
figuring
out
mentoring,
I.
A
Think
that's
the
chair,
I
think
the
chair
is
the
meta
like
I
feel
like
cuz,
you
it's
a
chair.
You
all
know
you
can't
do
all
these
things
right
like
that's.
Not
a
thing
like
the
chair
should
be
the
ultimate
delegator
in
my
opinion,
like
yeah,
that's
like
cuz.
It's
like
your
Grand
Central
Station.
Already
right
like
no,
you
know.
What's
going
in
and
coming
out,
you
will.
D
The
chair,
like
in
you,
know,
sort
of
keeping
an
eye
on
all
the
things,
keeping
an
eye
on
all
the
things
but
Nestle,
a
part
of
all
the
things
are
working
on
all
the
things
you
can,
you
should
be
able
to.
You
know,
spot
the
things
that
are
more
friendly
to
this
sort
of
thing
to
you
know
bringing
in
you
know,
new
contributors
are
elevating
more
people
to
reviewers.
I
Yeah
and
I
think
this
comes
back
to
the
do.
The
work
thing
too
right
like
it's
incredibly
and
I
mean
this
is
a,
but
this
is
a
persona.
I
think
that
it's
a
personality,
personality
thing
like
it's
not
easy
to
just
I,
have
a
bunch
of
like
brilliant
or
potentially
brilliant
are
brilliant,
but
they
you
know
they
just
haven't.
I
Had
a
you
know,
an
opportunity
to
flex
their
muscle
like
there
are
issues
that
people
are
assigned
to
and
I
have
to
like
it's
an
issue
that
I
have
to
come
back
to
you
and
like
expound
on
exactly
the
the
problem
that
we're
trying
to
solve,
so
that
someone
can
can
can
do
it
and,
and
then
there
are.
There
are
other
issues
where
I
mean
that's
exactly
the
ask
for
me,
but
if
someone
else
might
have
said
well,
I
tried
this
and
I'm
like.
Oh,
my
god,
you
did
a
thing.
I
F
I
Those
are
some
of
the
people
who
have
gotten
promoted
into
different
roles
like
we
literally
just
did
it
for
for
for
Daniel
all
right,
so
Daniels,
now
a
release
manager
associate,
he
got
in
there
and
just
started
rewriting
the
rewriting
some
of
the
released
Julie
right
and
go
and
I
was
like
that's
what
I
needed
like
it.
You
know
it
like
it's.
It
was
a
problem
that,
like
okay,
we
have
maybe
15
tools
or
something
to
rewrite
I
can't
do
them
all
by
myself.
I
I
A
A
There
is
like
you've
already
except
you've,
already
you've
already
set
the
expectations
of
here's,
the
things
that
we
look
for
in
this
role
and
here's
three
months
try
to
do
it
and
then
like
you're,
giving
constant
feedback
to
that
person,
and
the
great
thing
about,
like
the
great
thing
that
when
we
did
the
cohorts,
the
great
thing
that
we
found
at
the
end
was
they
already
knew
it
or
not
like
they
were
like.
Oh
god,
I
didn't,
do
any
work,
I'm
not
like.
A
No
way
like
you
can't,
like
you
probably
even
saw
I,
don't
know
if
he's
so
like
you
can
probably
see
one
been
tied
up
with
quite
a
bit
of
work,
but
trying
to
review
some
PRS
when
I
get
a
chance
like
because
people
are
checking
in
because
of
the
flack
stand-up.
So
it's
like.
They
already
know
that,
like
hey,
I'm,
messing
up
right
now
and
just
like.
So
it's
not
like
you
know
at
the
end
it
like
there's
like
so
much
pressure
of.
Oh
no
I
have
to
give
somebody
terrible
feedback.
It's
just
like
hey.
A
This
was
what
I
was
gonna
say
like
in
ten
minutes,
but
I
only
had
four
minutes
so
like
that.
Camaraderie
really
like
builds
that
up
to
be
less
of
a
burden
on
you
as
a
mentor,
so
I
would
love
to
see
this
more
widely
adapted
right
now,
it's
just
like
onesie
twosie
nonsense,
not
nonsense!
Great
I'm,
great
nonsense,
great
great,
great
nonsense,
I
guess
so.
I
Yeah,
so
for
for
release
at
least
we're
trying
to
do
what
hasn't
started
yet,
but
but
more
I,
guess
more
shadow
informational
between
the
leads
and
the
shadow
is
making
that
more
formalized.
I.
Think
a
lot
of
the
thing.
A
lot
of
the
chatter
is,
is
kind
of
asynchronous.
We
did
spin
off
a
bunch
of
separate
slack
channels
for
each
of
the
like
sub
teams
of
the
release
team.
A
I
Yeah
I
gonna
be
honest.
The
duyst
has
been
helping
out
a
lot.
A
new
to-do
app
that
I've
been
using
I,
know
Bob
you're
you're
playing
around
with
it
too
like,
but
just
the
ability
to
like
gamify
your
to
do's
and
have
them
listed
in
separate
projects.
So
I
could
go
back
and
we'll
get
what
was
going
on
in
my
list
and
I'm
gonna
probably
build
some
automation
around
that,
but
yeah
it's
like
I
think
the
hardest
part
is
I.
Would
love
to
like
I?
Do
the
separate
I'll
do
separate
project
boards?
I
For
so
say,
like
p.m.
will
be
you
know,
2019
q1
or
yada
yada,
yada
right
and
then
we'll
do
separate
done.
Columns
for
in
on
the
release
side
for
done,
118
done
117
right.
It
would
be
nice
to
be
able
to
I
think
we
kind
of
go,
go,
go
with
the
work
and
all
that
that's
kind
of
charted
out
in
such
a
way
that
it's
hard
to
aggregate
what
you've
done
over
a
cycle
would
be
really
cool.
To
be
able
to
say
like
this
is
what
we
accomplished
and
I
actually
have
a
to-do
list.
I
A
to-do
item
that
says
like
write
up
an
email
to
the
community
about
cig
release
contributions
over
the
last
few
cycles,
and
it's
one
of
those
things
I'm
like
well.
First
I
have
to
aggregate
them
all,
okay
and
but
I
think
it
would
be
cool
to
kind
of
like
also
have
that
where,
where
people
can
feel
like
their
contributions
are
being
valued
on
a
larger
stage.
By
saying
like
hey,
these
are
all
the
things
we
accomplished.
You
know
the
the
thing
like
a
cig
shout
out
kind
of
thing,
right,
I'm,.
D
Trying
to
do
something
well,
I
start
creating
the
the
milestones
the
community
repo
just
so
we
can.
We
can
have
that
sort
of
same
same
sort
of
thing.
Instead
of
that
done,
column
just
be
able
to
look
at
the
milestone
and
see
what
was
done.
Like
you
know,
118
119,
he
said
that's
what
I'd
like
to
try
and
do
for.
R
R
F
I
Loved
Trello
I'm,
using
it
for
I'm,
using
it
for
the
kubernetes
community
day
in
New
York,
because
more
people
are
on
Trello,
it's
a
little
easier
to
collaborate
that
way,
but
for
personal
stuff,
yeah
I'm
between
todoist
and
and
Google
reminders.
I
basically
have
to
dump
the
Google
reminders
in
to
do
this
and
I
know
they'll
be
todoist
holy
cool.
D
Oh
Beckett
two
duis
Jeff
actually
has
something
for
like
syncing
github
and
all
that
what
doest
well
I
think
that
mostly
dropped
but
could
use
some
love
and
I.
Think
once
that's
done.
If
there's
enough
of
us
using
todoist,
that
would
be
a
good
little
thing.
E
A
N
A
It
yeah
I
suppose
in
the
world
and
work
with
the
like
the
people
internally,
like
the
corporate
people
that,
like
put
on
that
volunteer,
stuff
and
I
know.
A
lot
of
them
are
fighting
for
open
source
initiatives
to
go
on
the
corporate
related
volunteering
thing.
You
know,
whatever
your
program
is
kind
of
like
whether
it's
like
40
hours
or
oh,
we
do
it
for
a
day
or
whatever.
It
is
like.
Definitely
talk
to
us,
your
osco
about
that
and
cuz
I.
A
I
Yeah
I
gotta
say
that
the
because
the
Bob
and
I
were
talking
about
it,
ji-suk
right
and
we
were
talking
about
like
some
of
the
improvements
for
like
the
enhancements,
sig
p.m.
stuff
and
and
he's
like.
Oh
maybe
it
could
be
a
good
idea
to
do
like
a
GSI
project
for
that
and
I
was
like
no,
it's
a
terrible
idea.
It's
a
terrible
idea
because,
like
it
kind
of
goes
back
to
that
mentorship
thing
right,
like
that's,
I
felt
super
bad
about
it,
because
I
was
like
eventually
maybe,
but
this
is
stuff.
I
A
If
you
set
those
expectations
ahead
of
time,
you
want
to
hear
my
story
with
those
expectations
ahead
of
time,
meaning
you
tell
the
intern
look
kind
of
a
show.
A
This
is
the
real
world
and
I'm
gonna
guide
you
through
this,
not
only
me,
but
my
group
of
who
me
is
around
me
like
so
for
outreach,
II,
that's
kind
of
what
we
did
with
vishka
right.
Oh
this
go.
We
said,
like
I
wrote
up
the
most
bland
Job
Description.
It
was
like
four
bullets
like
I,
am
ashamed
right
when
I
and
literally
like
because
I'm
like
help
me,
everybody
and
everybody's,
like
all
great
it
looks
good
shipping
great
anyway.
A
The
bullets
were
just
like
really
bland
of,
like
you
know,
create
a
contributor
site,
update
docks.
So
when
we
did
the
interview
when
I
did
the
interview
with
her
I
said,
the
Job
Description
looks
all
over
the
place,
because
that's
currently
current
state
of
things
and
the
end
result,
though,
that
we're
looking
for
is
X
Y
Z,
so
I
feel
like
if
we're
communicating
what
the
end
result
looks
like
and
then
giving
them
the
resources
to
do
it.
A
So
then
I
said:
okay,
let's
take
30
minutes
and
I'm
gonna
tell
you
all
your
resources,
so
we
need
at
the
end
of
three
months,
a
contributor
slate.
That
has
three
features
and
we
also
need
some
updates
to
our
dev
guide.
Right.
So
then
I
say:
okay,
here's
Bob
Bob
does
XYZ.
Here
is
George,
George
does
X
Y
Z,
you
know
here's
our
country,
here's
our
you
know,
meetings
whatever
and
include
them
like
the
rest
of
us
right
and
we
definitely
had
bumps
like
I.
Have
I
actually
have
some
learning
experiences,
but
it's
called
okay.