ΒΆ PurposeThe purpose of this article is to provide instructions for how to complete the Project Deliverables Audit, baseline expectations, and processes around the audit. If you have any questions, please reach out to your PM Team Lead/Director.The goal of the project deliverables audit is to ensure we're meeting a baseline standard across all our projects. The audit contains a number of checklist items that are required for our projects. We hope that by utilizing the audits and checklists, we can maintain a baseline level of client satisfaction through their project's life cycle.## Instructions1) Go to the CRM: https://crm2015.claritymis.com/CRM2015/main.aspx#786920604
- Please note that not all team members will have access to the CRM. If you would like to confirm if you should have access, please reach out to your Operations team member or Kristin W.
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Navigate to the "Projects View" by clicking the Home button, clicking the down arrow next to the "SALES" button, and clicking on "Projects"
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This will bring up all projects in the CRM. To get to the specific project's audit, search for your product in the small search area to the right of the words "_Project_Status_V01_New". Then select the project from the list of names that populates.
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This should bring up the project deliverable audit. You will know you are on the correct window if you see "Project: Information" at the top above the project acronym.
- Please only make updates and changes to the "Project Review" section as some of the other sections may cause issues with the CRM.
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Scroll down to the "Project Review" section. There are sections for each phase of projects, and the items for each phase correspond with specific deliverables that are expected for all projects.
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Each checklist item has four sections:
- Rating - This field is to indicate the level of concern or potential risk with the specific checklist item. The available items for this field is Red, Yellow, and Green.
- Green - No concerns / Call outs
- Yellow - Some concerns, issues, or call outs
- Red - Dealbreakers in terms of issues or concerns
- Status - This field is to indicate the progress of the checklist item. The available items for this field is Not Applicable, Not Started, Incomplete, Active, and Completed.
- Date Updated - This field is an open text field used to track when the checklist item was most recently completed.
- Notes - This field is an open text field used to track any comments, notes, To Do's, issues, etc.
- Rating - This field is to indicate the level of concern or potential risk with the specific checklist item. The available items for this field is Red, Yellow, and Green.
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Checklist Item Descriptions:
- Onboarding - Has the client met with Kyle S and/or Shelton S to provide credentials and initial information prior to discovery?
- This is no longer relevant with current project onboarding processes.
- Discovery - Has the project completed discovery?
- This is typically an item that is completed only once.
- Architecture - Has the architecture team provided high level architecture or order of feature completion to the Project Management team?
- The product feature development flow outlines the general recommended order for developing features for the project. This plan will take into account potential dependencies. The project manager will use this flow to create the Gantt chart.
- This is typically an item that is completed only once.
- Risk Areas - Has the Project Manager reviewed the project's risk areas with the client?
- This is typically an item that is completed only once.
- Base Install Sign Off - Has the initial out of box product setup been completed and signed off by the client?
- This is typically an item that is completed only once.
- Demo / Validation - Have we received a demo recording that validates the features completed?
- This is typically completed once a sprint.
- Sprint Projection / Plan - Does the PM have an updated Gantt chart for the project or have they sprint planned out the project work in Azure?
- This is typically completed once a sprint.
- Hours / PSR Reporting - Has the PM sent an hours update and PSR to the client?
- This is typically completed once a sprint.
- Timeline / Budget Update - Has the PM provided an update to the client regarding the project timeline & budget?
- This is typically completed once a sprint.
- Documentation of Expectations - Has the PM set expectations with the client regarding what features will be completed by the end of the sprint?
- This is typically completed once a sprint.
- Sprint Goal - Did we meet the sprint goal?
- This will be completed once per sprint - if we met the goal the rating should be green, if we completely missed the goal, red - if we are falling behind, yellow.
- Remaining Project Hours - what are the total estimated project hours remaining
- This will be completed once per sprint - to complete this, run a query in azure to get all remaining development work. Then multiply that number by 1.4 to get the total remaining hours (this will ensure PM/Meeting/QA time is included).
- This will be green if we either have enough hours on hand, OR if the hours on hand plus the hours remaining that the client is scheduled to pay will be enough. This will be yellow if we have a positive hours balance but do NOT have enough to complete the project. This will be red if we are negative OR if we do not have an invoice plan (i.e. there is no invoice that the client is aware of).
- Acceptance Criteria / Testing Plans - Does the team have acceptance criteria for features and test cases?
- This is typically an item that is completed only once.
- Testing & Validation - Has the client tested and provided feedback for the features completed?
- This is typically completed once a sprint or during the UAT process.
- Go Live Sign Off - Has the client provided sign off confirming that the project is ready to go live?
- This is typically an item that is completed only once.
- Ongoing Support, SLA - Does the client have an SLA in place?
- This is typically an item that is completed only once and as needed.## Cadence & ExpectationsThe project deliverable audits are typically completed by the project managers and the development leadership team.The project managers will update their project's deliverable audit once a sprint. Their audits must be updated every other Wednesday on the off weeks from Sprint Planning.The development leadership team will update the audit once a sprint as well, and their audits must be updated every other Wednesday by the end of the sprint.If any items are in Red status, team members must escalate to the leadership team to ensure that a plan to mitigate the issue is in progress.## Training Recording & Transcript00:00:04.095 --> 00:00:07.385 And the first is gonna be just a walk through with me.00:00:07.435 --> 00:00:10.125 But then I also want to kind of open it up further.00:00:10.135 --> 00:00:14.477 So First things first, we are going to walk through our our00:00:14.477 --> 00:00:18.457 teams project deliverables audit, which is basically a00:00:18.457 --> 00:00:22.871 document that we as the PM team fill out every two weeks and00:00:22.871 --> 00:00:27.574 then Dev leadership fills out on the opposing every two weeks to00:00:27.574 --> 00:00:32.132 try to capture kind of what's going on with the project, where00:00:32.132 --> 00:00:36.546 it stands, where all the pain points are so that we can work00:00:36.546 --> 00:00:40.960 together to kind of negotiate through them and mitigate them00:00:40.960 --> 00:00:43.275 and all that kind of fun things.00:00:43.755 --> 00:00:47.563 So the overall goal of this training is to help train all of00:00:47.563 --> 00:00:51.121 those project leads and project principles to be able to00:00:51.121 --> 00:00:54.991 complete these audits by Weekly on their own, but also to let00:00:54.991 --> 00:00:58.674 the whole dev team know kind of what we report on how that00:00:58.674 --> 00:01:02.419 information all works and that kind of leads me to what I'm00:01:02.419 --> 00:01:06.040 gonna pivot to the second portion of our time together on00:01:06.040 --> 00:01:09.285 which is going to be with me and the wider PM team.00:01:09.655 --> 00:01:13.019 I would love to invite you all when we get to that point to ask00:01:13.019 --> 00:01:14.385 questions of your PM team.00:01:14.395 --> 00:01:17.764 If there are things about our jobs that we can clarify for you00:01:17.764 --> 00:01:21.080 any information you want, just literally anything that we can00:01:21.080 --> 00:01:24.181 bring our teams together and really understand each other00:01:24.181 --> 00:01:27.175 better, that was what I would like to use our time for.00:01:27.185 --> 00:01:30.986 So I'm gonna go ahead and share screen and start off with the00:01:30.986 --> 00:01:33.315 tutorial on the project deliverables.00:01:33.325 --> 00:01:35.980 Audit, please feel free to interrupt me with questions00:01:35.980 --> 00:01:36.655 along the way.00:01:37.515 --> 00:01:40.933 Micki, do you mind if I just chime in for like 30 seconds to00:01:40.055 --> 00:01:41.975 Not all please.00:01:40.933 --> 00:01:41.325 injure?00:01:41.335 --> 00:01:41.705 OK.00:01:42.395 --> 00:01:47.030 I was just gonna save 11 comment on the deliverables, the idea00:01:47.030 --> 00:01:51.370 behind the deliverables is to increase our client sat like00:01:51.370 --> 00:01:55.637 basically standardize the process while my video is super00:01:55.637 --> 00:01:56.225 delayed.00:01:56.375 --> 00:01:57.345 I'm just gonna do audio.00:01:57.995 --> 00:02:03.031 It's to increase our ability to deliver consistently high00:02:03.031 --> 00:02:08.239 standards without having to become a person like personally00:02:08.239 --> 00:02:11.885 become a specialist in every single step.00:02:12.005 --> 00:02:13.125 In order to do that.00:02:13.515 --> 00:02:17.832 So that's like the very, very high level here is we wanna get00:02:17.832 --> 00:02:22.079 systematic with parts of the business that are just repeated00:02:22.079 --> 00:02:26.605 things and in areas that we know we need to have a checklist for00:02:26.605 --> 00:02:31.061 in a really clear process both for bringing new team members on00:02:31.061 --> 00:02:35.168 board and ramping folks into an area where they don't have00:02:35.168 --> 00:02:39.764 subject matter expertise as well as just allowing us to, you know00:02:39.764 --> 00:02:43.941 as folks that are doing a lot just as a human being that is00:02:43.941 --> 00:02:48.327 going to be imperfect, give us a place to go check in and make00:02:48.327 --> 00:02:48.675 sure.00:02:48.775 --> 00:02:50.665 That we have that consistent value.00:02:50.935 --> 00:02:55.709 Uh, one of the big things that I'll say in, in my experience00:02:55.709 --> 00:03:00.717 with client SAT is it generally and this is a stat that I heard00:03:00.717 --> 00:03:05.491 umm from someone who really focuses on client sat, but a bad00:03:05.491 --> 00:03:10.421 experience or a bad interaction usually takes somewhere around00:03:10.421 --> 00:03:10.655 30.00:03:10.705 --> 00:03:14.077 I know this is really precise, but about 37 positive00:03:14.077 --> 00:03:18.086 interactions to make up for, and so one of the ways to kind of00:03:18.086 --> 00:03:22.094 see this checklist is like how can we as a team make sure that00:03:22.094 --> 00:03:26.038 we're collaboratively validating that we at least have a good00:03:26.038 --> 00:03:30.237 experience with each step in our process so that we don't have to00:03:30.237 --> 00:03:34.245 do 37 of those to make up for a bad experience that can occur.00:03:34.735 --> 00:03:36.085 We'll never be perfect.00:03:36.335 --> 00:03:40.288 That's not the intent, but hopefully this just helps us and00:03:40.288 --> 00:03:44.438 helps us go to the next level of performance and value for our00:03:44.438 --> 00:03:44.965 clients.00:03:45.035 --> 00:03:46.415 So over to you, Micki.00:03:47.695 --> 00:03:48.715 All right.00:03:48.855 --> 00:03:49.425 Thank you.00:03:49.675 --> 00:03:54.154 So I will go ahead and share my screen and please let me know if00:03:54.154 --> 00:03:58.357 you can't see it properly and I will drop this link into the00:03:58.357 --> 00:04:02.560 chat for everyone and you can work directly with Caroline if00:04:02.560 --> 00:04:06.005 you don't have access to and need access to this.00:04:06.425 --> 00:04:10.322 So this is just the home page of our CRM where we store all of00:04:10.322 --> 00:04:11.435 our customer data.00:04:11.865 --> 00:04:16.146 And so in order to perform these deliverable audits, this step so00:04:16.146 --> 00:04:20.038 that our team walks through is first thing is we hover over00:04:20.038 --> 00:04:23.475 this little carrot here at the top left clan corner.00:04:23.565 --> 00:04:26.942 We actually go into the sales section and once we are in the00:04:26.942 --> 00:04:30.152 sales section, we then hover over the word sales and it's00:04:30.152 --> 00:04:33.583 little matching carrot and we go over to projects and this is00:04:33.583 --> 00:04:35.575 gonna take us to the projects area.00:04:35.685 --> 00:04:39.611 And if you were coming in here fresh, it's gonna have the full00:04:39.611 --> 00:04:42.415 list of every project ever known to clarity.00:04:42.425 --> 00:04:48.515 Kind all here in the CRM and how I migrate through mine.00:04:48.525 --> 00:04:51.846 When I do this is I just have an alphabetical list of all my00:04:51.846 --> 00:04:52.335 projects.00:04:52.345 --> 00:04:56.625 It's on my desk and I just walk through each one one at a time00:04:56.625 --> 00:04:58.595 and fill out the information.00:04:58.845 --> 00:05:01.535 So we'll just go ahead and show you what that looks like.00:05:01.545 --> 00:05:02.835 So we'll start off with ACC.00:05:04.145 --> 00:05:08.088 So that will bring up any project that has those letters00:05:08.088 --> 00:05:09.125 in its acronym.00:05:09.355 --> 00:05:11.185 And then I just click the one I'm looking for.00:05:11.195 --> 00:05:14.927 When you have a unique acronym, obviously you only have the one,00:05:14.927 --> 00:05:15.845 so there you go.00:05:16.055 --> 00:05:18.835 So this brings you to this screen, which has all of the00:05:18.835 --> 00:05:20.125 project information on it.00:05:20.135 --> 00:05:23.252 So there's a lot of information here that we generally don't00:05:23.252 --> 00:05:25.959 touch in this process, but you can also refer to for00:05:25.959 --> 00:05:27.185 information if you need.00:05:27.635 --> 00:05:31.365 So it will tell you kind of what the project phase is currently.00:05:31.595 --> 00:05:35.375 If this does need to be updated, I'm you can go ahead.00:05:32.475 --> 00:05:32.855 And Micki?00:05:34.695 --> 00:05:35.815 Hey making it.00:05:35.665 --> 00:05:36.175 Go ahead.00:05:36.345 --> 00:05:38.695 Can use them in just a little bit fired before you continue.00:05:36.345 --> 00:05:39.145 Yes, of course.00:05:38.745 --> 00:05:39.575 Kind of kind of small.00:05:40.415 --> 00:05:40.755 Thank you.00:05:40.475 --> 00:05:42.645 Yeah, not a problem.00:05:42.655 --> 00:05:43.695 Thank you for calling that out.00:05:43.705 --> 00:05:44.275 I appreciate it.00:05:45.755 --> 00:05:46.315 Uh, yes.00:05:46.325 --> 00:05:47.705 So project phase.00:05:47.825 --> 00:05:50.854 If this is wrong, I would reach out to Caroline or myself and00:05:50.854 --> 00:05:53.833 just let them know or let us know that that that isn't where00:05:53.833 --> 00:05:56.910 you think it should be, because generally we don't want anyone00:05:56.910 --> 00:05:59.840 who is not Operations or senior leadership kind of touching00:05:59.840 --> 00:06:00.865 these upper portions.00:06:01.075 --> 00:06:03.678 But if you do notice a discrepancy, please call it out,00:06:03.678 --> 00:06:06.466 because we do run into those from time to time, but it will00:06:06.466 --> 00:06:09.347 give you information about where the project is and it's life00:06:09.347 --> 00:06:09.625 cycle.00:06:09.825 --> 00:06:13.110 How fast we are looking to move on it, whether or not that00:06:13.110 --> 00:06:16.729 project is currently active, the hours that they the hourly rate00:06:16.729 --> 00:06:20.292 that they are running with and all that kind of fun stuff where00:06:20.292 --> 00:06:23.800 we really get into the portion that we are talking about today00:06:23.800 --> 00:06:27.196 is all the way down here at the bottom where it says Project00:06:27.196 --> 00:06:27.585 review.00:06:27.875 --> 00:06:32.868 So there are three sections to this that are referring to the00:06:32.868 --> 00:06:38.021 kind of three main phases that a project can be in, which is #100:06:38.021 --> 00:06:41.967 discovery, #2, active development and #3 heading00:06:41.967 --> 00:06:43.255 towards go live.00:06:43.335 --> 00:06:47.344 So as the project moves through those phases, you're going to00:06:47.344 --> 00:06:49.995 update each of the sections accordingly.00:06:50.325 --> 00:06:54.359 So for a CC they just completed discovery and are now in active00:06:54.359 --> 00:06:55.115 development.00:06:55.225 --> 00:06:58.588 So up until the point where they signed off on the restates, I00:06:58.588 --> 00:07:01.470 was only updating this top section and when they move00:07:01.470 --> 00:07:04.405 forward I started updating the second section as well.00:07:05.965 --> 00:07:11.097 Overall, our goal is to have every single feature in this00:07:11.097 --> 00:07:14.635 review to be marked as a green meaning.00:07:14.865 --> 00:07:16.275 Obviously green means go.00:07:16.525 --> 00:07:18.195 Things are good, everyone's happy.00:07:18.205 --> 00:07:22.595 We successfully completed that task, whatever it was, and it00:07:22.595 --> 00:07:26.985 left the client in a good state and was a happy interaction.00:07:26.995 --> 00:07:29.580 You know, it's not the one that we're going to have to come back00:07:29.580 --> 00:07:30.375 from, as Chris said.00:07:31.005 --> 00:07:35.653 So obviously we can walk through those and you can all read00:07:35.653 --> 00:07:36.505 onboarding.00:07:36.555 --> 00:07:39.505 Did they do onboarding and that onboarding meeting is with Kyle?00:07:39.515 --> 00:07:43.039 It is the last meeting that our clients have with their sales00:07:43.039 --> 00:07:46.676 team before they move to their project team and this is kind of00:07:46.676 --> 00:07:50.370 a pre discovery call and Shelton will often be involved in these00:07:50.370 --> 00:07:51.165 calls as well.00:07:51.175 --> 00:07:54.974 And basically we take the last bit of technical information00:07:54.974 --> 00:07:59.026 from the client in that call so that we can begin our discovery00:07:59.026 --> 00:07:59.405 phase.00:07:59.855 --> 00:08:02.720 So if a client did have onboarding and there were no big00:08:02.720 --> 00:08:05.585 concerns coming out of it, that would put it as a green.00:08:05.595 --> 00:08:06.765 We're gonna mark it as completed.00:08:07.145 --> 00:08:09.335 Any notes on that?00:08:09.345 --> 00:08:12.647 You know, I I have the date here when they actually had that00:08:12.647 --> 00:08:14.865 meeting and then we move into discovery.00:08:15.395 --> 00:08:17.545 Obviously, discovery is not a single touch point.00:08:17.555 --> 00:08:20.986 It's a lot of different touch points, so this can have a lot00:08:20.986 --> 00:08:21.885 more flex to it.00:08:22.115 --> 00:08:24.025 So is it going well?00:08:24.875 --> 00:08:28.445 Are we moving through discovery in a timely fashion?00:08:30.035 --> 00:08:33.867 Are there any red flags in terms of scope creep coming out of00:08:33.867 --> 00:08:34.485 discovery?00:08:34.615 --> 00:08:38.678 There's a lot of different pieces of context that would be00:08:38.678 --> 00:08:42.877 we would be looking to capture here just so some examples of00:08:42.877 --> 00:08:46.940 things that might push a rating here out of green and into00:08:46.940 --> 00:08:48.385 either yellow or red.00:08:48.515 --> 00:08:53.203 You can see a note here from when ACC was in discovery with00:08:53.203 --> 00:08:55.625 me and Shelton their time zone.00:08:55.635 --> 00:08:58.433 They're a French company and they could only meet in the00:08:58.433 --> 00:09:01.378 very, very early hours of our day, which was the very, very00:09:01.378 --> 00:09:02.065 end of theirs.00:09:02.615 --> 00:09:06.237 As a result of that, and the fact that European companies and00:09:06.237 --> 00:09:09.976 peoples in general tend to have very flexible summers and a lot00:09:09.976 --> 00:09:13.773 of time off, there was a lot of availability issues on their end00:09:13.773 --> 00:09:17.161 and they're discovery did stretch out much longer than we00:09:17.161 --> 00:09:20.665 would have normally expected to move through that phase in.00:09:21.855 --> 00:09:25.065 So when that was ongoing, I had that marked as a yellow.00:09:25.075 --> 00:09:29.049 It was a source of concern, but I was regularly communicating to00:09:29.049 --> 00:09:32.962 the client that this delay was on them and kind of letting them00:09:32.962 --> 00:09:35.285 drive the response to that, you know.00:09:35.295 --> 00:09:36.605 Did they wanna worry about it?00:09:36.615 --> 00:09:39.641 Or did they wanna just keep plodding along at their00:09:39.641 --> 00:09:43.482 timetable because they were cool with it and acknowledged that it00:09:43.482 --> 00:09:44.645 was their situation?00:09:44.655 --> 00:09:45.555 The whole way long.00:09:45.895 --> 00:09:47.185 Then we closed discovery.00:09:47.195 --> 00:09:50.604 I did update that they're green because it didn't end up causing00:09:50.604 --> 00:09:51.285 any problems.00:09:51.545 --> 00:09:55.555 It was a happy experience, despite the potential concerns.00:09:56.145 --> 00:09:58.095 Next item is architecture.00:09:58.165 --> 00:10:01.545 So architecture is the process that we go through kind of in.00:10:03.045 --> 00:10:03.345 Yeah.00:10:03.355 --> 00:10:04.445 What's the word I'm looking for?00:10:04.735 --> 00:10:07.735 Combination with discovery, where the information that00:10:07.735 --> 00:10:10.844 Shelton and the PM team are gathering from the client in00:10:10.844 --> 00:10:14.062 those discovery meetings is taken to our architecture team00:10:14.062 --> 00:10:17.553 with Eric and Justin and Tim and all the peoples who contribute00:10:17.553 --> 00:10:18.425 to that process.00:10:18.535 --> 00:10:21.714 And we kind of plan out how we are going to make all of the00:10:21.714 --> 00:10:24.945 wonderful things that the client is asking us for a reality.00:10:25.455 --> 00:10:29.142 So this is another place where we can either be rolling along00:10:29.142 --> 00:10:31.995 really, really well or we can be having issues.00:10:33.715 --> 00:10:37.498 So this is gonna be one of the main places where as Dev team00:10:37.498 --> 00:10:41.467 members and Dev team leads you are going to be stepping in here00:10:41.467 --> 00:10:45.312 because if you are the one who is actively developed involved00:10:45.312 --> 00:10:48.970 in that architecture process, you're gonna have a lot more00:10:48.970 --> 00:10:52.505 context than me as a non technical person who is outside00:10:52.505 --> 00:10:54.055 of that process may have.00:10:54.745 --> 00:10:58.186 So my notes for this one, I did call out that based on00:10:58.186 --> 00:11:02.251 discussions we were having with the client, the plan was made to00:11:02.251 --> 00:11:06.255 really try to limit to an utter bare essential MVP because they00:11:06.255 --> 00:11:10.070 wanted timeline and we were really struggling with bandwidth00:11:10.070 --> 00:11:13.948 on the architecture team at the point at which that they were00:11:13.948 --> 00:11:17.075 pressing through all these high technical things.00:11:18.915 --> 00:11:22.283 So those were my notes, but I'm positive that if I had Dev team00:11:22.283 --> 00:11:25.071 lead who was in those architecture meetings had made00:11:25.071 --> 00:11:28.175 their notes here, they probably would have had a lot more.00:11:29.805 --> 00:11:33.867 Text him technically relevant information to share that may00:11:33.867 --> 00:11:38.063 have been even more helpful for the team to have access to in00:11:38.063 --> 00:11:40.635 the reporting that comes out of that.00:11:40.685 --> 00:11:43.200 So this is gonna be a great place where if you see00:11:43.200 --> 00:11:45.615 something, we're gonna ask you to say something.00:11:45.685 --> 00:11:49.253 So if you were in those meetings and you see a point of concern,00:11:49.253 --> 00:11:52.765 this is the place at which you are going to make that clear and00:11:52.765 --> 00:11:55.015 available information to the whole team.00:11:55.145 --> 00:11:56.735 So I can come in here and see.00:11:56.745 --> 00:11:57.595 Oh darn.00:11:57.765 --> 00:11:58.135 You know?00:11:58.145 --> 00:12:01.367 Justin said he has this worry about architecture that I didn't00:12:01.367 --> 00:12:04.589 even know about, cuz I'm not in those meetings, so that is one00:12:04.589 --> 00:12:07.555 of the big places where you guys are going to contribute.00:12:07.645 --> 00:12:12.444 So anything that you see as a concern is going to make you00:12:12.444 --> 00:12:15.615 want to move that right into a yellow.00:12:15.945 --> 00:12:19.241 Anything that you are thinking is a deal breaker, something00:12:19.241 --> 00:12:22.756 that could potentially cause the client to wanna walk away from00:12:22.756 --> 00:12:23.415 the project.00:12:23.625 --> 00:12:26.545 That could cause the whole thing to break down when we actually00:12:26.545 --> 00:12:27.275 try to build it.00:12:27.425 --> 00:12:30.771 That would make it a red, and if you're rating something as red,00:12:30.771 --> 00:12:33.911 this is absolutely not the only time and place you should be00:12:33.911 --> 00:12:34.785 calling that out.00:12:35.175 --> 00:12:38.005 Obviously this is great resources, Chris said.00:12:38.175 --> 00:12:41.481 But if you are seeing those kinds of concerns, you should be00:12:41.481 --> 00:12:44.245 letting your PM know whoever's PM on that project.00:12:44.255 --> 00:12:46.225 And if you're not sure who to talk to, talk to me.00:12:46.715 --> 00:12:47.325 Come to me.00:12:47.335 --> 00:12:48.325 Bring me your concerns.00:12:48.335 --> 00:12:52.024 I am here to support everyone, so if you have something you're00:12:52.024 --> 00:12:55.185 worried about, please, please, please never hesitate.00:12:55.315 --> 00:12:56.165 Put it in front of us.00:12:56.175 --> 00:12:56.795 Put it in front of me.00:12:58.235 --> 00:13:01.125 So moving forward, the next area is risk areas.00:13:01.435 --> 00:13:04.766 So this is another big part of what the architecture team does,00:13:04.766 --> 00:13:07.576 and this is something that Shelton is very intimately00:13:07.576 --> 00:13:09.345 involved in, is developing those.00:13:09.395 --> 00:13:13.257 That list of concerns that we wanna make sure the client is00:13:13.257 --> 00:13:15.445 aware of as we start development.00:13:15.505 --> 00:13:19.354 So if there are features that could potentially be impacted by00:13:19.354 --> 00:13:22.897 how clean their data is, we wanna make sure we're calling00:13:22.897 --> 00:13:23.935 that out to them.00:13:24.225 --> 00:13:26.045 So this is yet another great place.00:13:26.085 --> 00:13:28.649 Obviously you should be saying these things in those00:13:28.649 --> 00:13:31.648 architecture meetings so that we can include that information00:13:31.648 --> 00:13:34.695 into the architecture and into the bird that we're developing.00:13:34.765 --> 00:13:38.263 But once again, here is a great place to kind of call out any00:13:38.263 --> 00:13:41.535 particular points of concern for everyone to be aware of.00:13:41.685 --> 00:13:43.915 So obviously green is good yellow.00:13:43.925 --> 00:13:45.235 I'm a little worried, red.00:13:45.735 --> 00:13:47.545 Ohh my gosh, something's really wrong here.00:13:48.375 --> 00:13:51.296 And then our last one in the discovery phase is the base00:13:51.296 --> 00:13:51.705 install.00:13:51.915 --> 00:13:55.632 So this has been moving kind of up in our process as to when we00:13:55.632 --> 00:13:56.445 complete this.00:13:56.655 --> 00:14:01.301 So this is generally done very quickly after we start discovery00:14:01.301 --> 00:14:02.825 with clients anymore.00:14:03.095 --> 00:14:06.366 So this may be something that you're assigned to do to get00:14:06.366 --> 00:14:08.305 that base install sign off set up.00:14:09.255 --> 00:14:12.265 So basically setting up out of the box stuff for them on their00:14:12.265 --> 00:14:14.989 platform, so this might be something where Paul may have00:14:14.989 --> 00:14:17.951 some information you know when he set up the server there was00:14:17.951 --> 00:14:18.715 something weird.00:14:18.765 --> 00:14:22.514 He has a concern if Justin's putting the, you know, out of00:14:22.514 --> 00:14:25.055 the box phase one up and has a concern.00:14:25.125 --> 00:14:27.135 The user places where you're going to call that out.00:14:27.305 --> 00:14:30.383 This is not one I generally see a lot of yellows and Reds on00:14:30.383 --> 00:14:33.562 where you get pretty much got the pattern of setting up out of00:14:33.562 --> 00:14:33.965 the box.00:14:33.975 --> 00:14:36.816 Jeff, down to an art at this point, but if you do ever see00:14:36.816 --> 00:14:38.645 something that's the place to say it.00:14:39.885 --> 00:14:43.814 So pressing forward into active development, there are a number00:14:43.814 --> 00:14:47.436 of touch points that we are concerned about when a project00:14:47.436 --> 00:14:51.364 is inactive development and one of the ones we've been pressing00:14:51.364 --> 00:14:53.205 on the most recently is demos.00:14:53.365 --> 00:14:58.047 So our goal in recent months has been for every Sprint where we00:14:58.047 --> 00:15:02.435 have a project that has more than 50 hours or more than 25.00:15:02.445 --> 00:15:05.806 Caroline, you can remind me which one it technically is, but00:15:05.806 --> 00:15:08.946 either way, if a project in active full development, all00:15:08.946 --> 00:15:12.361 features that were completing during the Sprint should have a00:15:12.361 --> 00:15:15.115 demo recording being produced at the close of it.00:15:15.125 --> 00:15:20.210 So some great examples this Sprint Michael Perez did bring00:15:20.210 --> 00:15:22.795 up one for both Tasco and ACC.00:15:23.625 --> 00:15:24.215 Great one.00:15:24.225 --> 00:15:24.995 And thank you, Caroline.00:15:25.005 --> 00:15:26.975 Confirming that is 25 hours.00:15:27.265 --> 00:15:30.404 So yes, when the end of the Sprint has come and we have00:15:30.404 --> 00:15:33.430 completed feature work on a project that is an active00:15:33.430 --> 00:15:35.895 development, they should be getting a demo.00:15:35.905 --> 00:15:38.395 And yes, kudos to Michael Perez for the awesome demo.00:15:38.405 --> 00:15:42.727 Work on both of those clients were very happy to see them and00:15:42.727 --> 00:15:46.769 it really gives us a great opportunity to show the client00:15:46.769 --> 00:15:50.951 that we are producing active working code at the end of our00:15:50.951 --> 00:15:55.202 two week sprints and this is a great way to also not let UAT00:15:55.202 --> 00:15:59.105 languish until we are actually fully in UAT at the end.00:15:59.295 --> 00:16:02.151 If we can be getting real time feedback from the clients on oh00:16:02.151 --> 00:16:03.465 hey, that doesn't look right.00:16:03.555 --> 00:16:05.705 That doesn't feel like what we were looking for.00:16:05.815 --> 00:16:09.289 We can get ahead of that in advance rather than having to00:16:09.289 --> 00:16:11.085 rebuild everything at the end.00:16:11.445 --> 00:16:15.718 So demos is going to be another one where the dev leads should00:16:15.718 --> 00:16:16.735 be calling out.00:16:16.785 --> 00:16:17.695 Did that happen?00:16:18.045 --> 00:16:19.255 Did you see the demo?00:16:19.545 --> 00:16:20.785 Did it look good?00:16:20.865 --> 00:16:23.793 Did you feel confident that we represented ourselves well that00:16:23.793 --> 00:16:25.605 we showed that the work was completed?00:16:25.885 --> 00:16:29.119 So Dev team leads if if you're not sure if a demo for your00:16:29.119 --> 00:16:32.517 project or when you're reporting on has gone through, talk to00:16:32.517 --> 00:16:32.955 your PM.00:16:33.185 --> 00:16:35.415 Let find out did hey, did someone send you a demo?00:16:35.425 --> 00:16:37.015 Did we get one of those this Sprint?00:16:37.085 --> 00:16:37.965 What's going on there?00:16:37.975 --> 00:16:41.296 Because we should be all confident that that is regularly00:16:41.296 --> 00:16:44.730 happening because it's a great predicator of success on the00:16:44.730 --> 00:16:45.245 projects.00:16:45.255 --> 00:16:46.615 And then we have definitely noticed that.00:16:48.155 --> 00:16:51.925 So obviously Green regular demos are happening.00:16:52.135 --> 00:16:53.585 No, nothing's getting missed.00:16:53.715 --> 00:16:57.994 It's all going well if you hear feedback from a client from a00:16:57.994 --> 00:17:00.685 demo you can pop that in here as well.00:17:01.015 --> 00:17:03.923 Kind of let everyone know if there is any adjustments that we00:17:03.923 --> 00:17:05.705 need to make to our overall approach.00:17:06.755 --> 00:17:08.655 Next one being Sprint projections.00:17:08.775 --> 00:17:11.903 This is definitely going to be one that probably falls a little00:17:11.903 --> 00:17:14.688 bit more on the PM side of things, but basically, are we00:17:14.688 --> 00:17:16.105 making a plan for the Sprint?00:17:16.275 --> 00:17:17.175 Do we have a goal?00:17:17.925 --> 00:17:18.965 Uh, do we have?00:17:18.975 --> 00:17:22.479 Kind of a overall target of how we're going to get from point A00:17:22.479 --> 00:17:25.653 to point B, but if you as a dev team lead feel like we're00:17:25.653 --> 00:17:29.102 dropping the ball on that and you may have a very good clue on00:17:29.102 --> 00:17:29.375 that.00:17:29.465 --> 00:17:32.690 This is the place where you need to be making that clear, so if00:17:32.690 --> 00:17:35.714 you don't think we're headed in the right direction, if you00:17:35.714 --> 00:17:38.989 think we've missed something and how we've planned out how we're00:17:38.989 --> 00:17:41.105 going to attack our sprints, call it out.00:17:41.165 --> 00:17:43.573 You know, if you don't think we're working in the right00:17:43.573 --> 00:17:46.239 direction, if we left a schema change till the end and that's00:17:46.239 --> 00:17:47.055 gonna be a problem.00:17:47.805 --> 00:17:49.205 This is a great place to call that out.00:17:51.375 --> 00:17:54.005 Next one being hours and PSR reporting.00:17:54.015 --> 00:17:56.900 So once again, something that's probably gonna fall more on to00:17:56.900 --> 00:17:58.685 the project management side of things.00:17:58.855 --> 00:18:02.128 So definitely deferring to the PMS here to talk about hours00:18:02.128 --> 00:18:05.074 with the clients, but just acknowledging that that is00:18:05.074 --> 00:18:08.456 definitely another place where we need to be making sure that00:18:08.456 --> 00:18:11.674 we are being communicative and really the number one place00:18:11.674 --> 00:18:14.565 where the dev team is going to need to support here.00:18:14.575 --> 00:18:19.619 And I know this is a big ask and not an easy one to always meet,00:18:19.619 --> 00:18:20.705 but estimates.00:18:21.225 --> 00:18:23.802 So obviously the architecture team builds out our initial00:18:23.802 --> 00:18:26.600 estimates and we put those into our Azure tickets and you kind00:18:26.600 --> 00:18:29.220 of know what the score is when you start your work on your00:18:29.220 --> 00:18:29.575 tickets.00:18:29.945 --> 00:18:32.455 But you guys are the ones in the weeds.00:18:32.525 --> 00:18:35.312 You guys are the ones who may look at something and be like,00:18:35.312 --> 00:18:38.052 wow, this was underestimated or this is gonna take me a lot00:18:38.052 --> 00:18:40.655 longer than the two hours that's written on this ticket.00:18:42.425 --> 00:18:46.907 That is no like flame on anyone, and if you run into that,00:18:46.907 --> 00:18:49.945 communicate it, it's not a you problem.00:18:49.955 --> 00:18:51.265 It's not an architectural problem.00:18:51.275 --> 00:18:52.305 It's an US problem.00:18:52.375 --> 00:18:53.445 It's a full team.00:18:53.455 --> 00:18:56.890 We need to come together to make a plan for how we're gonna fix00:18:56.890 --> 00:19:00.109 it and that fixing it may be handing it off to somebody who00:19:00.109 --> 00:19:03.490 can maybe do it within that time and that's that's no shade on00:19:03.490 --> 00:19:03.865 anyone.00:19:03.955 --> 00:19:05.205 We all have different skill sets.00:19:05.215 --> 00:19:07.842 We all have different things that were great at, so it may be00:19:07.842 --> 00:19:10.638 a thing where we want to hand it off and let somebody else tackle00:19:10.638 --> 00:19:10.765 it.00:19:10.935 --> 00:19:13.021 It may be a thing where we need to go back to the architecture00:19:13.021 --> 00:19:14.675 team and be like, Are you sure about this number?00:19:14.825 --> 00:19:16.855 We need to adjust the clients expectations.00:19:16.935 --> 00:19:19.835 Are we gonna be able to do this or is this a non sequitur?00:19:20.165 --> 00:19:23.334 Or alternatively, did we run into data issues or complexity00:19:23.334 --> 00:19:26.397 in their system that were unaware that we were unaware of00:19:26.397 --> 00:19:29.459 and it's a them problem and we're gonna need to negotiate00:19:29.459 --> 00:19:31.835 through that conversation and let them know.00:19:31.845 --> 00:19:36.405 Hey, for XYZ reason that's on your guys team.00:19:36.705 --> 00:19:39.423 This is going to take longer and let's make a plan for how we're00:19:39.423 --> 00:19:40.175 gonna manage that.00:19:40.265 --> 00:19:42.809 So this is a great place to be calling out those kinds of00:19:42.809 --> 00:19:43.115 things.00:19:43.205 --> 00:19:46.608 And the number one ask that I would ask of everyone on the00:19:46.608 --> 00:19:50.126 whole dev team is if you run into some place where you think00:19:50.126 --> 00:19:53.875 our numbers are off, let us know as early as you can because the00:19:53.875 --> 00:19:57.278 sooner that our team can get ahead of that both internally00:19:57.278 --> 00:20:00.565 and with the clients, the better off we're all gonna be.00:20:00.575 --> 00:20:04.169 Because as Chris said, if we hit one bad interaction with the00:20:04.169 --> 00:20:07.705 client, it takes us a long time to build that trust back up.00:20:07.835 --> 00:20:11.919 So if we have to go to them and say after a feature is already00:20:11.919 --> 00:20:15.614 been completed that we went double the estimate, they're00:20:15.614 --> 00:20:16.845 gonna be mad at us.00:20:16.855 --> 00:20:19.470 We're not telling about that them about that first and00:20:19.470 --> 00:20:22.464 getting ahead of it before it happened and then we're going to00:20:22.464 --> 00:20:24.175 have to work to rebuild that trust.00:20:25.345 --> 00:20:29.002 So my ask would be please communicate those things in00:20:29.002 --> 00:20:30.695 advance whenever you can.00:20:30.785 --> 00:20:35.830 It's gonna make our jobs easier and in the end, it's gonna make00:20:35.830 --> 00:20:38.115 your jobs easier too, so yes.00:20:36.195 --> 00:20:38.065 Can I just chime in on that for a second?00:20:38.455 --> 00:20:40.105 I think it's such an important one.00:20:40.445 --> 00:20:43.784 I think that's really, I think that's a really challenging00:20:43.784 --> 00:20:47.235 thing depending on people's personality style to raise that.00:20:48.055 --> 00:20:49.015 Umm, I know.00:20:49.025 --> 00:20:52.623 For me this is this is a big challenge within our C level00:20:52.623 --> 00:20:56.469 team and our leadership teams that my personality tends to be00:20:56.469 --> 00:20:57.585 conflict avoidant.00:20:58.965 --> 00:21:01.785 It's really, really rough in the role that I'm in.00:21:02.385 --> 00:21:02.895 Umm.00:21:03.125 --> 00:21:06.646 And I think that a lot of folks on our team will have that if if00:21:06.646 --> 00:21:09.895 you don't have that, even the better because we really need00:21:09.895 --> 00:21:13.253 you to speak up because you're probably gonna be speaking for00:21:13.253 --> 00:21:16.015 several other people who don't have that tendency.00:21:18.025 --> 00:21:21.705 And the other thing I would say is that it it should be rewarded00:21:21.705 --> 00:21:25.045 within our team and I I know that this isn't perfect and I00:21:25.045 --> 00:21:28.045 know that's surely this doesn't happen consistently.00:21:28.745 --> 00:21:32.036 Umm it it should be something though that we speak about00:21:32.036 --> 00:21:32.555 together.00:21:32.565 --> 00:21:36.810 And we say, you know, this is what we want to reward is when00:21:36.810 --> 00:21:40.845 we say the truth, especially if it's like the hard thing.00:21:41.335 --> 00:21:44.837 And I think this is a really tough thing for people because00:21:44.837 --> 00:21:48.397 you don't want to seem like you're saying that, you know, so00:21:48.397 --> 00:21:51.665 and so, who estimated it and put a low number is wrong.00:21:52.275 --> 00:21:56.078 It it can feel like you're challenging them and I just say,00:21:56.078 --> 00:21:59.880 you know, in in my opinion, I think there could be a bigger00:21:59.880 --> 00:22:03.175 conversation that we can work on and press through.00:22:03.625 --> 00:22:04.475 I I don't.00:22:04.485 --> 00:22:07.674 I'm not saying that we can perform magic right away, but00:22:07.674 --> 00:22:09.295 there's an opportunity there.00:22:09.305 --> 00:22:12.118 If you're saying in your heart of hearts right now when you're00:22:12.118 --> 00:22:15.063 hearing Mickey say this like I'm I'm not gonna say that because I00:22:15.063 --> 00:22:17.518 don't feel comfortable that that's going to give me in00:22:17.518 --> 00:22:17.875 trouble.00:22:18.745 --> 00:22:23.164 What Micki is saying is exactly right, and I I do think a lot of00:22:23.164 --> 00:22:26.903 folks on the team do say something, but I just want to00:22:26.903 --> 00:22:30.914 acknowledge that it's pretty understandable that this is a00:22:30.914 --> 00:22:32.545 tough topic to bring up.00:22:33.225 --> 00:22:33.605 Umm.00:22:33.895 --> 00:22:36.775 And I think one of the ways and then I'll and then I'll go over00:22:36.775 --> 00:22:37.405 to you, James.00:22:37.655 --> 00:22:41.241 But one of the ways to deal with this is you can also raise it00:22:41.241 --> 00:22:42.265 with your manager.00:22:42.395 --> 00:22:44.245 You can raise it with your project manager.00:22:44.995 --> 00:22:48.955 You can raise it with even with your OPS team reviews.00:22:49.425 --> 00:22:52.600 And so they're really should be different outlets for you to00:22:52.600 --> 00:22:54.785 kind of go to, to share that information.00:22:55.035 --> 00:22:56.205 So over to you, James.00:22:59.505 --> 00:23:02.115 Let's say a project came in.00:23:02.685 --> 00:23:04.095 Estimates are for it's.00:23:04.105 --> 00:23:05.115 It's a decent sized project.00:23:05.125 --> 00:23:06.865 There's a lot of different things to estimate.00:23:06.985 --> 00:23:09.598 The architecture team has gone through and done their best to00:23:09.598 --> 00:23:11.535 make estimates for a lot of different things.00:23:12.115 --> 00:23:15.374 Sometimes there's an assumption about why something is the way00:23:15.374 --> 00:23:18.115 it is, and that's why the estimate seems low to you.00:23:18.365 --> 00:23:21.655 When you go to do it in practice and then it turns out, oh, this00:23:21.655 --> 00:23:24.135 thing that they were based in the assumption on.00:23:25.115 --> 00:23:29.098 Wasn't right and it's not that big of a deal, which gonna make00:23:29.098 --> 00:23:32.385 sure everybody knows and try to adjust accordingly.00:23:32.395 --> 00:23:35.561 So sometimes the estimates are from like they thought a certain00:23:35.561 --> 00:23:38.528 feature was already done or being pulled in from the client00:23:38.528 --> 00:23:39.665 or something like that.00:23:39.675 --> 00:23:42.825 And so that's why they're estimate was a low amount.00:23:43.655 --> 00:23:44.665 So we need to.00:23:45.465 --> 00:23:47.385 It can then be for an entirely innocent reasons.00:23:47.395 --> 00:23:49.385 It doesn't mean, but he's bad or stupid or wrong.00:23:49.755 --> 00:23:50.495 It just happens.00:23:51.625 --> 00:23:56.721 So you know it's not a bad thing to tell somebody hey or to raise00:23:56.721 --> 00:23:57.415 the flag.00:23:57.425 --> 00:24:00.615 Hey, the assumption that this thing was based on wasn't00:24:00.615 --> 00:24:03.691 necessarily, uh, you know, aligned with what actually00:24:03.691 --> 00:24:07.223 happened in reality, it's been six months since the estimates00:24:07.223 --> 00:24:07.735 occurred.00:24:07.805 --> 00:24:10.629 We're now in phase two of the project or whatever things00:24:10.629 --> 00:24:10.975 happen.00:24:10.985 --> 00:24:13.835 Things change cost for client requirements.00:24:13.845 --> 00:24:16.025 Adjust over time and things get left behind.00:24:16.035 --> 00:24:19.255 They don't update every single ticket that occurred.00:24:19.485 --> 00:24:22.001 There's lots of different ways that things that can go wrong,00:24:22.001 --> 00:24:23.015 so just be understanding.00:24:23.025 --> 00:24:27.018 Whenever they do go wrong and try to help correct it and get00:24:27.018 --> 00:24:31.141 it updated, I would also just add a one small thing about like00:24:31.141 --> 00:24:34.937 the more that we can plan for testing, including building00:24:34.937 --> 00:24:38.602 tests that will that will automate testing like whether00:24:38.602 --> 00:24:42.660 it's in selenium or for the back end or for back end of stuff00:24:42.660 --> 00:24:46.260 back in Phoenix back end of connect to whatever you're00:24:46.260 --> 00:24:47.045 building on.00:24:47.195 --> 00:24:51.522 Try to help guide towards building more of those kinds of00:24:51.522 --> 00:24:55.626 testing things into the estimates so that we can start00:24:55.626 --> 00:25:00.325 building more higher reliability code overtime and that's all.00:25:00.015 --> 00:25:01.375 It's a great call out JG.00:25:00.625 --> 00:25:00.915 Here.00:25:00.925 --> 00:25:01.235 Here.00:25:01.385 --> 00:25:01.825 Thank you.00:25:01.585 --> 00:25:02.335 That's awesome.00:25:03.025 --> 00:25:03.955 Yeah, absolutely.00:25:03.965 --> 00:25:07.410 And I could not agree with more with the with everything JG just00:25:07.410 --> 00:25:07.675 said.00:25:07.785 --> 00:25:08.395 Absolutely.00:25:08.405 --> 00:25:10.777 You know, that's what I meant when I said it's not a you00:25:10.777 --> 00:25:11.775 problem or them problem.00:25:11.785 --> 00:25:12.595 It's an US problem.00:25:12.665 --> 00:25:15.375 We have to figure it out together, figure out what00:25:15.375 --> 00:25:17.075 assumptions were made and where.00:25:17.345 --> 00:25:20.425 We need to readjust our expectations of each other and00:25:20.425 --> 00:25:23.672 our shared understanding of what the plan is and what the00:25:23.672 --> 00:25:27.312 architecture looks like so that we can successfully move forward00:25:27.312 --> 00:25:27.815 together.00:25:29.035 --> 00:25:32.968 So next item I'm in, this is a big one in terms of what the PM00:25:32.968 --> 00:25:36.963 team really does on a day to day basis and that's documentation00:25:36.963 --> 00:25:40.583 of expectations and this is really Harkins back to what I00:25:40.583 --> 00:25:44.204 was saying about if you think that there is going to be a00:25:44.204 --> 00:25:47.949 place where you're going to exceed either in the hours it's00:25:47.949 --> 00:25:51.570 gonna take you to complete an item or the Sprint cycle in00:25:51.570 --> 00:25:54.503 which it's going to be completed, getting that00:25:54.503 --> 00:25:58.124 information to the PM team, to leadership, to everyone in00:25:58.124 --> 00:26:00.745 anyone so that we can adjust the clients.00:26:00.755 --> 00:26:05.166 Expectations so that they're not disappointed because I think we00:26:05.166 --> 00:26:09.442 all know as humans, the number one most miserable thing in the00:26:09.442 --> 00:26:13.717 world is expecting things to go a certain way and then getting00:26:13.717 --> 00:26:17.788 disappointed if we plan, you know, to get a present 2 weeks00:26:17.788 --> 00:26:20.095 from now and we get it in a week.00:26:20.365 --> 00:26:21.155 We're thrilled.00:26:21.165 --> 00:26:24.591 We're super happy, but if we're expecting that present today and00:26:24.591 --> 00:26:27.489 it doesn't show up for two weeks, it's frustrating and00:26:27.489 --> 00:26:30.862 you're disappointed and you're upset and that's exactly how the00:26:30.862 --> 00:26:33.919 clients feel every time we're expecting to deliver them a00:26:33.919 --> 00:26:37.239 piece of working software that's a present that they are super00:26:37.239 --> 00:26:40.295 thrilled to open and see you next step in their projects.00:26:40.525 --> 00:26:44.240 If we say, hey, I'm gonna get you that by Friday and I can't00:26:44.240 --> 00:26:47.407 get that to them until the Friday after that or two00:26:47.407 --> 00:26:51.061 Fridays, it's going to lessen the joy they get from opening00:26:51.061 --> 00:26:54.715 that fun new, exciting gift that they're so thrilled about.00:26:55.515 --> 00:26:59.401 So being able to set those expectations and then deliver on00:26:59.401 --> 00:27:03.351 them successfully in a great way that we can maintain client00:27:03.351 --> 00:27:07.043 satisfaction and keep them happy, which is going to make00:27:07.043 --> 00:27:10.345 all of our jobs and all of our lives a lot easier.00:27:10.415 --> 00:27:12.819 So this is gonna be a place where you're going to call out00:27:12.819 --> 00:27:14.285 any place where you're seeing that.00:27:14.295 --> 00:27:16.045 That's not happening.00:27:16.055 --> 00:27:19.560 So if you as a dev team lead are seeing that stuff is getting00:27:19.560 --> 00:27:22.951 pushed, Sprint to Sprint to Sprint and we're not delivering00:27:22.951 --> 00:27:26.512 the successful working feature, this is the place where you're00:27:26.512 --> 00:27:29.733 going to call that out as, hey, red flag here, there's a00:27:29.733 --> 00:27:30.185 problem.00:27:30.555 --> 00:27:32.245 How can we solve this together?00:27:32.515 --> 00:27:36.293 And that may mean adjusting allocations so that we can focus00:27:36.293 --> 00:27:40.071 on this specific feature and get it to the client to kind of00:27:40.071 --> 00:27:41.805 start to rebuild that trust.00:27:42.265 --> 00:27:46.187 So that is a great one here where you guys can really help00:27:46.187 --> 00:27:50.507 support us on calling out places where you see us not delivering00:27:50.507 --> 00:27:54.760 the news expectations and that does bring us to the final third00:27:54.760 --> 00:27:57.285 phase items here acceptance criteria.00:27:57.415 --> 00:28:00.185 So did we set acceptance criteria in the BRD?00:28:00.195 --> 00:28:01.945 Did you see them in your tickets?00:28:01.955 --> 00:28:04.185 Do you know what our definition of done is?00:28:04.295 --> 00:28:07.449 Do you know how to know when the feature does the thing that it's00:28:07.449 --> 00:28:08.165 supposed to do?00:28:08.655 --> 00:28:11.465 And if you see something here once again, say something.00:28:11.475 --> 00:28:14.785 If you go into a ticket and there is that misalignment of00:28:14.785 --> 00:28:18.322 understanding of how we're going to build this and how you're00:28:18.322 --> 00:28:22.031 supposed to know it's done right all that out because it's not a00:28:22.031 --> 00:28:25.397 personal failure on anybody's part, it's something that we00:28:25.397 --> 00:28:29.163 need to solve this group so that we can make sure that when we're00:28:29.163 --> 00:28:32.757 done, the feature does with the client needs it to do and both00:28:32.757 --> 00:28:36.352 they and us know how to test it and validate that it's working00:28:36.352 --> 00:28:36.865 properly.00:28:37.975 --> 00:28:41.025 And that ties into the next one, which is testing and validation.00:28:41.375 --> 00:28:45.295 So a great call out here would be validating the work you do00:28:45.295 --> 00:28:49.215 goes up to QA successfully and goes up to Sage successfully.00:28:49.375 --> 00:28:52.474 So the job isn't done when it works on your local and I know00:28:52.474 --> 00:28:55.674 that I am not one to be speaking about this topic because I am00:28:55.674 --> 00:28:57.655 not a developer, but we all know this.00:28:57.665 --> 00:29:00.845 We all know that what matters is whether or not the client can00:29:00.845 --> 00:29:04.025 touch it and stage, and it does the thing it's supposed to do.00:29:04.395 --> 00:29:08.072 So this is the call out to everybody to make sure that when00:29:08.072 --> 00:29:11.688 you are pushing stuff up to QA, you're doing a sniff test,00:29:11.688 --> 00:29:15.242 making sure that it went successfully, that it's doing on00:29:15.242 --> 00:29:15.425 QA.00:29:15.435 --> 00:29:18.037 What you saw it doing on your local and whoever's taking00:29:18.037 --> 00:29:20.775 responsibility for a push to stage is doing the same thing.00:29:20.785 --> 00:29:24.317 When it goes to stage, the items that you migrated up there, is00:29:24.317 --> 00:29:25.255 it still working?00:29:25.685 --> 00:29:28.770 Does it still meet the clients expectations and this is the big00:29:28.770 --> 00:29:31.759 part of those demo recordings that were really pressing to do00:29:31.759 --> 00:29:34.748 because it's really hard for it not to be working properly if00:29:34.748 --> 00:29:37.447 you have to go in and do a recording showing the client00:29:37.447 --> 00:29:38.555 that it works properly.00:29:39.895 --> 00:29:43.655 So once again, this is a place where you can call it out.00:29:43.875 --> 00:29:46.219 If you're not seeing that happening and I am another00:29:46.219 --> 00:29:48.385 person, I am a person you can call that out too.00:29:48.395 --> 00:29:52.002 If you don't have access to this and you see a problem there, so00:29:52.002 --> 00:29:55.497 you're going to get sick of me saying it because I will say it00:29:55.497 --> 00:29:57.105 to you until the end of time.00:29:57.365 --> 00:30:00.135 Transparent communication between all levels of our team00:30:00.135 --> 00:30:03.050 is the number one way that we can all work together to make00:30:03.050 --> 00:30:05.625 projects go successfully and make our clients happy.00:30:05.815 --> 00:30:10.496 So last couple items here in the Phase 3 tuning and hardening,00:30:10.496 --> 00:30:13.245 that's gonna be a DevOps team thing.00:30:13.295 --> 00:30:14.545 Did we set up the environment?00:30:14.555 --> 00:30:15.445 Is it ready to go?00:30:15.735 --> 00:30:17.275 Does it have all the bells and whistles?00:30:17.395 --> 00:30:21.001 I'm not going to pretend to know any of the technical terms for00:30:21.001 --> 00:30:24.325 all that, so leave that there last two, go live, sign off.00:30:24.335 --> 00:30:25.495 This is a PM one.00:30:25.685 --> 00:30:28.728 We are never supposed to turn a site live without the client00:30:28.728 --> 00:30:29.675 putting in writing.00:30:29.805 --> 00:30:34.448 Yes, I approve it to go live, so PM should be making sure that00:30:34.448 --> 00:30:38.575 they get that and that we are documenting that in here.00:30:38.645 --> 00:30:41.905 When a site is launched and then the last one is just ongoing00:30:41.905 --> 00:30:42.325 support.00:30:42.405 --> 00:30:45.403 So if a project has launched their live, they're right now00:30:45.403 --> 00:30:46.215 they're running.00:30:46.305 --> 00:30:47.455 They're doing their things.00:30:47.625 --> 00:30:49.585 How's ongoing support going?00:30:49.665 --> 00:30:50.455 Are they happy?00:30:50.745 --> 00:30:51.685 Are they mad?00:30:52.085 --> 00:30:54.135 The things keep breaking through.00:30:54.145 --> 00:30:55.055 No fault of our own.00:30:55.325 --> 00:30:57.005 I'm not talking about reality, am I?00:30:58.945 --> 00:31:01.045 Anyway, what's up?00:31:01.835 --> 00:31:04.025 That is the project deliverables audit.00:31:04.105 --> 00:31:06.933 As I said, PM team is doing it once every two weeks and Dev00:31:06.933 --> 00:31:09.665 team leaves are doing it in the opposing every two weeks.00:31:10.035 --> 00:31:12.525 Any questions about the form?00:31:12.645 --> 00:31:15.075 How to get here anything like that?00:31:19.535 --> 00:31:20.155 Going once.00:31:19.965 --> 00:31:21.765 I was just gonna chime in really fast.00:31:20.715 --> 00:31:21.755 That I didn't.00:31:21.765 --> 00:31:23.725 Sorry, can I have one question real quick?00:31:24.385 --> 00:31:24.545 Yeah.00:31:24.395 --> 00:31:24.505 Yes.00:31:25.565 --> 00:31:31.757 So when we fill out the form, UM honestly it's I I love reading00:31:31.757 --> 00:31:34.465 the the dev so feedback too.00:31:35.215 --> 00:31:41.678 When when do we delete comments or like you know, what's the00:31:40.645 --> 00:31:41.175 I can.00:31:41.225 --> 00:31:41.895 I can answer that.00:31:41.678 --> 00:31:43.055 cool? Thanks.00:31:43.245 --> 00:31:43.575 Is.00:32:02.345 --> 00:32:02.725 Umm.00:32:02.785 --> 00:32:06.330 Can we can use that for reporting so it has a little00:32:06.330 --> 00:32:10.743 trigger basically that like when you save it it pushes it over so00:32:10.743 --> 00:32:15.023 I could go in and change all of these values to like yellow and00:32:15.023 --> 00:32:19.236 red and put a bunch of notes and it would keep the values that00:32:19.236 --> 00:32:21.175 were here, but it would take.00:32:21.185 --> 00:32:24.780 It would essentially represent in the project itself, which is00:32:24.780 --> 00:32:26.035 what we're looking at.00:32:26.745 --> 00:32:28.965 Those latest values that were input.00:32:31.355 --> 00:32:35.971 The idea behind that is we want to be able to see a progression00:32:35.971 --> 00:32:40.226 in essentially let the team you know, sort of share a view00:32:40.226 --> 00:32:40.875 together.00:32:41.675 --> 00:32:45.930 I don't think that that's the most, you know, the world's best00:32:45.930 --> 00:32:46.335 setup.00:32:46.615 --> 00:32:48.205 If if you're thinking, wait.00:32:48.215 --> 00:32:51.570 So whenever the Dev team fills this out, the you know the00:32:51.570 --> 00:32:54.115 project principle, it's gonna overwrite it.00:32:54.765 --> 00:32:58.833 Umm yeah, basically, that's the way that we designed it right00:32:58.833 --> 00:32:59.095 now.00:32:59.105 --> 00:33:03.600 So that this is basically a view of the latest inputs and then00:33:03.600 --> 00:33:07.809 the dashboard is meant to represent, you know, essentially00:33:07.809 --> 00:33:12.375 a view where we're going to be accumulating all of the content.00:33:12.465 --> 00:33:16.796 So persisting all of the sort of entities that were kind of00:33:16.796 --> 00:33:21.053 archiving this into into that dashboard view, so you could00:33:21.053 --> 00:33:24.951 then see kind of like a historical view of if it went00:33:24.951 --> 00:33:29.569 from green to yellow to red or if it went from bad red, yellow,00:33:29.569 --> 00:33:33.105 green and what the action items were, et cetera.00:33:33.575 --> 00:33:37.016 So I think there's probably gonna be room for improvement on00:33:37.016 --> 00:33:40.513 that if if you have immediate feedback in this meeting, would00:33:40.513 --> 00:33:41.415 love to hear it.00:33:42.905 --> 00:33:46.514 If you wanted, you know, think about it and share later as00:33:46.514 --> 00:33:50.062 we're interacting with this, feel free to let you know, I00:33:50.062 --> 00:33:53.365 think myself and Eric will be the ones updating that.00:33:54.665 --> 00:33:58.760 We got something that works reliably, but we're happy to00:33:58.760 --> 00:34:03.070 adjust it so that it's really friendly for everyone to work00:34:03.070 --> 00:34:03.285 in.00:34:03.295 --> 00:34:03.995 Does that make sense?00:34:04.945 --> 00:34:05.635 Absolutely.00:34:05.705 --> 00:34:06.065 Thank you.00:34:06.175 --> 00:34:07.435 OK, absolutely.00:34:07.495 --> 00:34:08.025 Yes, ma'am.00:34:08.255 --> 00:34:12.886 And I was just gonna make one comment too that it just the00:34:12.886 --> 00:34:17.830 thing for everyone to keep in mind is that phase one and phase00:34:17.830 --> 00:34:22.695 three are really representative of effectively A1 time set of00:34:22.695 --> 00:34:27.325 project deliverables and then the phase two is per Sprint.00:34:27.735 --> 00:34:30.768 And I think that Mickey said that and I think a lot of folks00:34:30.768 --> 00:34:31.265 know that.00:34:31.275 --> 00:34:35.324 I just wanted to make sure that for anyone who didn't catch it00:34:35.324 --> 00:34:39.502 the first time, you'll phase two is representative of items that00:34:39.502 --> 00:34:43.550 are basically going to be a kind of consistent set of measures00:34:43.550 --> 00:34:45.735 for each Sprint for this project.00:34:45.825 --> 00:34:50.221 So it's expected that one Sprint might be all greens, and then00:34:50.221 --> 00:34:54.267 the next Sprint it could be yellow and red, and that's OK00:34:54.267 --> 00:34:58.662 for this project level to get updated with that, because again00:34:58.662 --> 00:35:00.685 we're persisting it into the.00:35:00.725 --> 00:35:02.095 It's literally an entity.00:35:02.105 --> 00:35:05.328 That's like, I think it's called Project Review or Project00:35:05.328 --> 00:35:06.365 deliverable review.00:35:07.325 --> 00:35:07.575 Umm.00:35:07.585 --> 00:35:10.855 And every single time there's a change to these records.00:35:11.255 --> 00:35:14.421 Uh, it puts them in there so we can see a trailing history,00:35:14.421 --> 00:35:16.215 especially of the phase two work.00:35:16.305 --> 00:35:19.224 So we can see how the sprints are progressing and make sure00:35:19.224 --> 00:35:21.315 that they're trending in a good direction.00:35:21.525 --> 00:35:23.185 So back to you, Mickey.00:35:23.735 --> 00:35:24.425 Thank you.00:35:24.595 --> 00:35:27.334 So that is everything I had in the project deliverables and I00:35:27.334 --> 00:35:29.940 know you guys are antsy to go back to doing the things you00:35:29.940 --> 00:35:30.425 need to do.00:35:30.495 --> 00:35:33.578 But I did just want to offer you the opportunity since Elena00:35:33.578 --> 00:35:36.205 Cassi and I are all here in your training with you.00:35:36.295 --> 00:35:39.686 Are there any questions that we can answer for you about the00:35:39.686 --> 00:35:42.854 work that we do or literally anything to do with project00:35:42.854 --> 00:35:43.465 management?00:35:44.155 --> 00:35:45.775 I open the floor to the whole team.00:35:49.795 --> 00:35:52.239 And they're really sad if no one has a single question, though,00:35:52.239 --> 00:35:53.155 I'm gonna just say that.00:35:53.675 --> 00:35:54.735 I have a question Micki.00:35:55.405 --> 00:35:56.085 Thank you.00:35:56.775 --> 00:35:57.085 Yeah.00:35:57.095 --> 00:35:59.809 What would be the best way when we wrap up these client00:35:59.809 --> 00:36:00.245 meetings?00:36:00.255 --> 00:36:01.645 I know you've been some of them with me as well.00:36:02.495 --> 00:36:05.306 Where you know it's a especially in the Kinect side, we run into00:36:05.306 --> 00:36:05.435 it.00:36:07.375 --> 00:36:11.550 Talking technical details with the client, making sure that the00:36:11.550 --> 00:36:15.072 the changes that that has on the project get recorded00:36:15.072 --> 00:36:15.985 appropriately.00:36:16.705 --> 00:36:19.007 I'll send a summary after the meeting and say, hey, Micki,00:36:19.007 --> 00:36:20.255 this is what we need to address.00:36:20.445 --> 00:36:22.453 This is maybe the tickets need to be created or these are the00:36:22.453 --> 00:36:23.295 questions that get raised.00:36:23.585 --> 00:36:24.725 What's the best way to do that?00:36:25.865 --> 00:36:27.715 Thank you very much for calling that out.00:36:27.945 --> 00:36:31.357 So I have had this conversation with Paul and he's been utterly00:36:31.357 --> 00:36:34.715 amazing about doing this for me in meetings I've had with him.00:36:34.925 --> 00:36:39.558 If you are in a session with a client with your PM taking notes00:36:39.558 --> 00:36:44.191 on what you were understanding as coming out of that meeting is00:36:44.191 --> 00:36:45.855 super, super important.00:36:45.965 --> 00:36:49.581 And the reason why is because obviously we come from very two00:36:49.581 --> 00:36:51.155 very different backgrounds.00:36:51.165 --> 00:36:52.575 You guys understand the technical?00:36:52.585 --> 00:36:54.515 We are doing the best we can with it.00:36:54.805 --> 00:36:57.783 We we are all trying to grow, but you don't have the same00:36:57.783 --> 00:36:58.655 level of context.00:36:58.665 --> 00:37:02.204 So we may hear the same words and not understand exactly what00:37:02.204 --> 00:37:05.514 you understood from that meeting, so documenting what you00:37:05.514 --> 00:37:07.625 understood, sending that to your PM.00:37:07.675 --> 00:37:11.339 And if you don't feel like that that got captured looping in00:37:11.339 --> 00:37:14.882 either senior Dev leadership, Brandon or looping in myself00:37:14.882 --> 00:37:18.125 just to make sure like, hey, this is what came of it.00:37:18.375 --> 00:37:21.065 I want to make sure that we fully documented this.00:37:21.295 --> 00:37:24.426 That is really welcome and please, please please do that00:37:24.426 --> 00:37:27.940 because the best way, as I said already, yeah, we can make sure00:37:27.940 --> 00:37:31.400 we're all on the same page as transparently communicating with00:37:31.400 --> 00:37:34.365 each other what we understand as being the takeaways.00:37:37.505 --> 00:37:38.605 Yeah, I think it's a good point.00:37:39.135 --> 00:37:42.054 You know if if after the meeting people are typing up a little00:37:42.054 --> 00:37:44.834 meeting summary, you know it takes 5 minutes, 10 minutes to00:37:44.834 --> 00:37:47.568 type something up, especially if you're discussing project00:37:47.568 --> 00:37:48.355 altering changes.00:37:48.685 --> 00:37:50.734 It goes a long way towards helping the PM and helping the00:37:50.734 --> 00:37:51.405 project move along.00:37:52.465 --> 00:37:52.925 Absolutely.00:37:54.035 --> 00:37:54.475 Here here.00:37:54.035 --> 00:37:54.495 You're here.00:37:54.055 --> 00:37:54.855 Thank you, Tayler.00:37:56.935 --> 00:37:58.105 Anybody else have any questions?00:37:58.985 --> 00:38:02.425 When you are making edits to the UI, are you making?00:38:02.465 --> 00:38:04.960 If you need to make several at once, do you type in several and00:38:04.960 --> 00:38:07.455 then you click save and it saves them all as a single snapshot?00:38:07.465 --> 00:38:11.196 Or is it at each time I edited a field it's making us down shot00:38:08.115 --> 00:38:08.315 Yep.00:38:11.196 --> 00:38:12.595 that with that one edit?00:38:13.185 --> 00:38:14.335 That is a great question.00:38:13.805 --> 00:38:14.105 Uh.00:38:14.425 --> 00:38:16.495 It is when you save, yeah.00:38:14.665 --> 00:38:15.705 Every time he had saved.00:38:16.425 --> 00:38:17.405 Yes, thank you.00:38:16.505 --> 00:38:19.709 So if I were to type in here there and click away from it,00:38:16.875 --> 00:38:17.495 It's eight, OK?00:38:19.709 --> 00:38:22.967 you're gonna see this little pop up here that says you have00:38:22.967 --> 00:38:23.835 unsaved changes.00:38:23.925 --> 00:38:26.981 And then there's a little floppy disk image down at the bottom00:38:26.981 --> 00:38:30.036 right corner and you just click that and it saves it, and then00:38:30.036 --> 00:38:30.715 it's recorded.00:38:32.095 --> 00:38:32.295 OK.00:38:32.455 --> 00:38:35.865 It is kind of small, so just make sure you remember to save00:38:32.895 --> 00:38:33.675 Yeah, I think.00:38:35.865 --> 00:38:38.195 it whenever you're done with your notes.00:38:37.935 --> 00:38:38.125 Yep.00:38:38.235 --> 00:38:41.105 Yeah, to CRM 2015 for you there.00:38:39.535 --> 00:38:40.015 I've done that.00:38:40.825 --> 00:38:44.256 I think controls say I think control S works on that screen00:38:44.175 --> 00:38:45.245 It does, yeah.00:38:44.256 --> 00:38:45.285 too, though, yeah.00:38:44.715 --> 00:38:44.975 That.00:38:45.295 --> 00:38:45.595 OK.00:38:46.925 --> 00:38:47.415 Yeah.00:38:47.425 --> 00:38:51.494 And like I I do want to emphasize it, it will probably00:38:51.494 --> 00:38:55.785 be pretty easy for Eric and I within a couple of hours to00:38:55.785 --> 00:39:00.372 change that form factor on the UI if it makes sense to have a00:39:00.372 --> 00:39:01.555 call or discuss.00:39:02.265 --> 00:39:05.385 I would say especially you know for the team members that are00:39:05.385 --> 00:39:08.302 actively using it, you would probably gonna have a strong00:39:08.302 --> 00:39:11.371 opinion that you form about the best way to do it and we are00:39:11.371 --> 00:39:12.075 here to serve.00:39:12.085 --> 00:39:14.235 So just let us know what you're thinking.00:39:14.785 --> 00:39:18.999 We can also make suggestions for how we think we could make it00:39:18.999 --> 00:39:19.935 better easily.00:39:20.765 --> 00:39:22.625 Umm but yeah.00:39:22.695 --> 00:39:23.075 Thank you.00:39:23.915 --> 00:39:24.955 And for clarifying, James.00:39:26.205 --> 00:39:29.901 I think if you're trying to hit a 1080P screen size, you're00:39:29.901 --> 00:39:31.995 probably gonna cover most people.00:39:32.145 --> 00:39:35.335 I don't know how many are regularly going to put that onto00:39:35.335 --> 00:39:38.415 a screen that's on that where that would be problematic.00:39:38.665 --> 00:39:40.905 But that's just and opinion there.00:39:42.005 --> 00:39:42.305 Thanks.00:39:46.715 --> 00:39:49.395 Alright, going once, going twice.00:39:49.405 --> 00:39:51.005 Any other questions for your PM team?00:39:56.695 --> 00:39:57.205 All right.00:39:57.215 --> 00:39:58.765 Thank you everybody for your time and attention.00:39:58.775 --> 00:40:01.691 I really appreciate it and if you ever do have questions, uh00:40:01.691 --> 00:40:03.745 one off, please don't hesitate to ping me.00:40:03.835 --> 00:40:04.805 I'm always happy to chat.00:40:05.865 --> 00:40:06.565 Thank you, Mickey.00:40:07.175 --> 00:40:08.245 Thank you.00:40:07.235 --> 00:40:08.535 Thanks, making you great job.00:40:08.195 --> 00:40:09.225 Great job, Mickey.00:40:08.595 --> 00:40:09.845 Thank you, Micki. Great.00:40:08.915 --> 00:40:09.315 Thank you.00:40:08.945 --> 00:40:09.585 <v @1>Thank you, Micki.00:40:09.495 --> 00:40:10.265 Thank you, Mickey.00:40:09.865 --> 00:40:09.985 Job.00:40:10.575 --> 00:40:10.915 Thank you.
- Onboarding - Has the client met with Kyle S and/or Shelton S to provide credentials and initial information prior to discovery?