FY21-Q3 Development Department OKRs
Run infrastructure more efficiently => 61.2%
Objective (IACV): - Key Result: Move Helm Chart to Complete and assist bringing stateless services on Helm Chart
=> 53.3%
- Key Result: 100% of non-blocked issues labeled
stage-efficiency
&kubernetes-migration-blocker
completed per milestone => 58% and Complete 50% of online garbage collection MVC => 80%=> 69%
Increase dogfooding, performance, and productivity => 79.5%
Objective (Product): - Key Result: Dogfooding
=> 70%
- Key Result: GitLab performance faster than Github
=> 87.6%
- Key Result: Raise Development Department Narrow MR Rate from ~8 to 10
=> 81%
=> 77%
Objective (Team): Expand the capabilities of our team - Key Result: Ship first iteration of architecture discipline with staff+ ICs
=> 70%
- Key Result: Add 5 new MR coaches in Development Department (Support open source community outreach)
=> 6/5 (100%)
- Key Result: Implement feature flag management
=> 60%
Good
- All
kubernetes-migration-blocker
issues completed and good progress onstage-efficiency
- Security Dogfooding discovered many new features: #8366 (closed)
- We peaked over 10 for one month on MR Rate
- Simulation days resulted in a shared plan and expected timeline for fully adopting GitLab Incident Management.
- We got a lot of community involvement on this HAML OKR
- Goal was exceeded. Multiple folks in Development were already interacting with community members so it was low hanging to get them in the MR coach program.
Bad
- We did not fully define Implement feature flag management in detail early enough in the quarter to fully plan out the work required to accomplish. However, even if we had it would have been very challenging to achieve due to the amount of work spread across many teams and the lack of priority of this work compared to other initiatives.
- Helm maturity didn't advance as expected
- Usability issues slowed down the dogfooding of Security features
- We didn't have consistency at above 10 to this point.
- We had so many KRs this quarter that it was tough to keep up.
- Product pushed back on prioritization relative to some aspirational OKR goals.
- Monitor team realignment caused some disruption to the team, though there was not significant impact on the velocity.
- There was 0 movement on some of the harder migrations like dropdowns and modals - The scoring of this KR is difficult due to the goals being too low in most cases
- Unclear if we are (or should be) tracking MR coaches as a PI or KPI on an ongoing basis.
Try
- Should we continue Implement feature flag management as an OKR in Q4 since it wasn't fully achieved in Q3?
- Continue to focus on iteration with the team and onboarding of new members.
- We synced with product in the weeks prior to the start of the quarter.
- We have a smaller number of KRs this quarter.
- Improve granularity of team *MAU metrics to better understand adoption and existing customer behavior.
- Clarify strategy for balancing features which directly benefit GitLab infrastructure team (e.g. Incident Issue type) vs features needed to compete with competitive products (e.g. schedule management, paging)
- A better path for bulk updating smaller changes - Being more ambitious with our KR targets
- Experiment with additional "perks" MR coaches can use when interacting with the community. For example the ability to send GitLab swag to contributors.
Edited by Christopher Lefelhocz