One other important way that we do differently than a lot of companies is the way we assign responsibility. Instead of titles, which are linked to the concept of hierarchies and ranking, we use roles. Roles can be taken on by willing people, and people will usually take on multiple roles, changing over time, based on interest and availability. This allows for a much smoother progression of responsibilities than the ladder climbing game.
Note that responsibility is also uncorrelated with compensation and raises, which are given the whole core team at once, based on time spent working at the company and overall financial results. Compensation isn't a good source of motivation beyond a certain level, and this approach removes a lot of politics.
If there is any role you would like to take up, the best way is to say it publicly - for example in the forum. Then when opportunities arise others will remember it, and point you to tickets you can own.
Types of OpenCraft members
There are three types of members at OpenCraft:
- Additional members:
- Short-term members (temporary contractors), who have been hired for a specific task, scope or period of time. They are the most external members of the team.
- Newcomers on probation (2 months, renewable).
- Core team member - the new recruits who have been confirmed become core team members. They differ from the other types of members in that they tend to have more team-based responsibilities. For example, core team members are on a weekly rotation schedule where they often have to take on some additional roles, including Sprint Firefighter, being on Discovery Duty, and occasionally leading our weekly sprint kick-off meeting.
However, in all other regards, all types of developers are put to the same expectations -- no politics or special treatment between short-term developers, newcomers, and core team members.
The only acceptable exception is when providing extra mentoring on tasks for newcomers (or anyone known to not have much context in the task), which is expected and useful.
What is expected
The general expectations for anyone working at OpenCraft:
- I can work from wherever I want, provided I have access to a reliable high-bandwidth internet connection good enough for video calls.
- I can set my own work schedule, and work when I want during the week, as long as I remain available to answer to others (please see: the Communication section below)
- (In general) I am not expected to work weekends (unless I'm behind on my commitments), which should remain an exception, not the rule! If you find yourself forced to work on week ends more than once per month because, that likely reflects an issue with your time management that needs fixing. If I work week ends as a personal choice, I will not expect other team members to also work week ends.
- I will make sure my cell's responsibilities are continuously being properly taken care of, by reviewing their status at least once per week.
- I will work at least the amount of hours per week that is specified in my contract (e.g. 40 hours/week), averaged over each month, excluding scheduled holiday time.
- I will ensure that clients and people on the cell that I'll be working with (e.g. code reviews) know my availability. (e.g. If I'm taking Friday off, I'll make sure people who need me to do code review know that).
- When taking time off, I will follow the procedure described on the vacation's section.
- If I'm unexpectedly sick or unavailable due to an emergency, I'll make every effort to notify my cell and ask the sprint firefighters to take over my duties.
- I will provide my own hardware (laptop).
- I will keep my computer(s) secure and up to date as described in the security policy.
- I will record all hours that I spend on a task using the Tempo timesheets tool in JIRA (including things like setting up devstacks and time spent learning, which we all need to do and is an important part of the task, especially at the beginning, or when joining a project).
- If I use another tool for tracking my time, I will update the JIRA Tempo timesheets within 24 hours (excluding weekend days).
- I will attend the Open edX Conference every year, unless exceptional and important personal circumstances prevent me from being present (Note that team members who joined OpenCraft before July 31st 2018 are only encouraged to attend the conference, but not strictly required to).
- As a conference attendee, I will submit a talk proposal and present it. If my talk isn't accepted, I will co-present a talk with someone else from OpenCraft.
- If any client email is addressed to me, I will respond to it within 24 hours(excluding weekend
days), or ensure that someone else on my cell does.
- I will CC or forward to [email protected] all client emails and replies, so that others can take over the thread with that client if needed, or refer to it for context.
- If I can't answer immediately, I will at least send a quick reply to let them know we're working on a response.
- I will reply to pings/emails from other OpenCraft team members within 24 hours
(again excluding weekend days and scheduled time off).
- But this should be a "worst case" scenario - completing the work on time is still the primary goal, so when someone is blocked and pings me for help, I will try to do as much as I can to unblock them quickly, rather than starting a 24h ping-pong cycle that takes up all the time in the sprint without accomplishing any work.
- I will respond to pings on GitHub or GitLab within 24 hours
(with the usual exclusion for weekend days and scheduled time off).
- If a ping has no corresponding ticket, or the ticket is not scheduled for the current sprint, I will respond to the ping with an estimate for when they can expect a full response.
- I will be professional and polite when communicating with clients.
- I will prefer asynchronous over synchronous processes (keep meetings to a minimum). A chat
conversation is a form of a meeting.
- Generally, discussions should happen first asynchronously on the JIRA tickets; if there is really something that can't be efficiently sorted out asynchronously, have a chat or schedule a meeting. JIRA might have long response cycles (around 1 day turnaround). If this time isn't enough to unblock someone and finish their sprint commitments, use Mattermost, even though it's more disruptive to people's workflow.
- If you do have a synchronous conversation with someone about a particular task, post a summary of the result/decision from that conversation on the JIRA ticket for easier future reference.
- When scheduling meetings, give them a precise agenda. For people using Calendly, like Braden and Xavier, book meetings there, as it allows us to avoid the scheduling overhead.
- Try, as much as possible, to use a similar approach with clients - don't let them invade your days with meetings. Calendly is good for this too, as it allows to define time slots where you'll have the meetings, to minimize the disruption they cause to your day and productivity. If you want a calendly account, let Xavier know and he will set you up with the OpenCraft account.
- I will post on public channels on Mattermost rather than private 1-to-1 channels whenever possible, even if the message is just for one person. This allows us to know what others are working on, and helps to replace the overheard discussions in physical offices - it can also be an occasion for someone else with knowledge about your issue to get the context, and to intervene if it is useful to the conversation.
- I will make sure I communicate with my reviewer(s) on tasks about availability and timezone overlap if I didn't have knowledge about it before. I will use the contact sheet where necessary.
- I will join the weekly sprint meeting of my cell on Mondays, unless I have scheduled that day off in advance.
- I will follow the process and expectations outlined in the pull request process section.
- I will never add my code (even DevOps code!) to a production branch directly - I will always create a Pull Request.
- I will always ensure my Pull Requests are reviewed by another OpenCraft team member before merging, except if I am a core team member and I'm merging trivial changes. In this exceptional case, I may merge the trivial changes before receiving a review, but I will then ensure all of those trivial changes are reviewed and acknowledged post-merge or post-deployment by another OpenCraft team member. Trivial changes include:
- I will only commit to work each sprint that I believe I can comfortably complete within the allotted sprint time (two weeks). Here, "complete" means "get to external review or get merged, deployed, and delivered."
- As a core team member, I will avoid taking newcomer-friendly tasks unless they are urgent and there are no newcomers available to take them on. I will take on reviews of newcomer-friendly tasks, and allow time to provide mentoring and extra guidance.
- I will get all of my tasks ready for internal review (by someone else on the OpenCraft team) by the end of Wednesday in the second week of the sprint at the latest. This will ensure that there is time for the review to take place, and for me to address the review comments and get the internal reviewer's approval in time. If a ticket potentially requires multiple review cycles, get it into review as early as possible. Schedule reviews with your reviewer to make sure they have time when you get your work ready for review.
- I will spend time to plan each task at the beginning of each sprint, including scheduling the
review with the reviewer. Make sure you have an answer for:
- When do each step of the task need to be completed?
- Which days will you work on which task?
- When do individual parts need to be completed to be on time?
- It's also important to keep some margin on the sprint, in case something doesn't go as expected.
- I will get my tasks to at least External Review (or "Deployed & Delivered" if no external review is required) by one hour before the sprint planning meeting for the next sprint. As this is also dependent on the internal reviewer, I'll make sure she/he will be available around the time I finish.
- If it is looking like I will have trouble meeting one of these deadlines, I will inform the sprint firefighters (and epic owner) as early as possible, so they can get me additional help, start planning for contingencies, and/or warn the client.
- If necessary, I will work overtime to complete my tasks before the end of the sprint.
- I will prioritise stories that spilled over from the previous sprint.
- I will "work from the right", prioritizing responding to external reviews as the highest priority, then doing reviews / responding to questions from others on the team, and finally working on implementing my own "In Progress" tasks.
- I will be helpful to team members, responding to questions, helping with debugging, providing advice, or even taking over tasks if I have time and they are overloaded. This has precedence over starting to work on new tasks, when finishing a sprint early.
- Once a sprint, I will review all of my tasks that are in "Long External Review/Blocked" and if needed, I will ping the external reviewer/blocker or pull the task into an upcoming sprint.
The coordination on each of these responsibilities is to be assigned, each one to an individual member of the cell as a recurring task. However, the way this responsibility is handled beyond what is described in this handbook is the responsibility of the cell as a whole, with all of its members being considered as weekly reviewers.
Each responsibility can be handled through multiple tasks assigned to multiple owners, as long as the overall responsibility for the coordination of each item is assigned to a single person:
- Review & mentoring of candidate hires:
- Selection, review by all & confirmation of core developers, to match the needs of the epic planning spreadsheet for the cell.
- Mentoring of new cell members.
- Sprint management:
- Each cell has its own sprint board and tickets, and is responsible for handling the sprint, as well as its preparation and grooming.
- Coordinate with sprint managers of other cells to create new sprints and start them after the sprint meeting.
- The sprint manager from the cell that finishes the sprint planning meeting last is the one that should complete the current sprint, start the next one, and create a new one.
- Every Monday before the sprint planning meeting, review the sprint planning: previous sprint, waiting for 3rd party, backlog, and epics.
- Assigning the rotations. How to assign the rotation hours within the cell are up to that cell,
as long as the number of hours matches a % of the total hours of work in the cell. The hours
can be adjusted slightly if more or less firefighting is required:
- Firefighting budget: 7.5% (30h/week for 10 full times, split between two firefighters each sprint)
- Discovery budget: 2.5% (10h/week for 10 full times) - The discovery budget and the discovery duty allocation are two different things. The weekly discovery duty allocation (5h/cell/week) is to be used for new tasks that pop-up in the course of a sprint - it is funded by the discovery budget. Any leftover discovery budget can be used for discovery tasks that are planned in advance.
- Handling the delivery to the client and the verification of the tasks by the clients.
- Update the sprint commitments spreadsheet for your cell during the sprint planning meeting, every week, using the sprint planning dashboard. When the person handling the sprint management is also leading the sprint planning meeting, this responsibility can be delegated to the person taking notes that sprint.
- Ensure the projects from the cell's clients are being properly delivered, using the epic management process.
- Every week, compare the epics board with the epics planning spreadsheet (see the different tabs). Ensure delivery and bugfix deadlines are on target. Comment directly on the spreadsheet.
- Includes maintaining a count of the amount of time required to complete the accepted budgets over the next months, ie maintaining the epic planning spreadsheet for the cell. This is used to inform the recruitment needs.
Once a sprint, during the first week, post an epic update in the "Epic Planning -
" epic with the following checklist:
( ) Make sure all epics have epic updates.
( ) If an epic's status has changed make sure it has the correct status on the Epics board. Most importantly:
** ( ) If an epic has completed, move it to Done.
** ( ) If an epic is blocked on the client, move it to "Offer / Waiting on Client".
( ) Compare the Epics board with the Epic Planning spreadsheet.
( ) For completed epics, update the details in the "Time / Estimates" sheet of the Epic Planning spreadsheet.
( ) For in-progress epics:
** ( ) Evaluate the amount of time required to complete the accepted budgets over the next months and update the Epic Planning spreadsheet.
** ( ) Ensure delivery and bugfix deadlines of individual epics are on target. Comment directly on the Epic Planning spreadsheet, pinging epic owners as necessary.
** ( ) Ensure the projects from your cell's clients are being properly delivered using the epic management process.
( ) For completed discoveries, see if any estimates can be useful more broadly and add them to the "Price list" sheet of the Epic Planning spreadsheet.
( ) Check the mailing list ([email protected]), the calendar, and/or the Looking for mentors thread for people joining/leaving the team in the next couple months and update the Epic Planning spreadsheet as necessary:
** ( ) For people joining the team, add availability and onboarding hours for the coming months.
** ( ) For people leaving the team, update their availability for the coming months. If prompted by your cell's sprint manager, help find new owners for clients and epics belonging to the people leaving.
- ( ) Check the calendar for vacations coming up in the next couple months. If someone will be away for a total of 1 week (or longer), update their availability accordingly in the Epic Planning spreadsheet.
Client & leads:
- Client owners manage their relationship with their clients. All the epics and tasks from a given client are done within a single cell, the one the client owner belongs to, but see cross-cell collaboration for some nuances around task reviews.
- Initial contact with prospects, estimations work. Note that a portion of Gabriel's time is assigned to each cell to do most of the initial contact and quote work with prospects.
- Sustainability of the cell:
- Each cell is meant to be a sustainable entity by itself: its members are the closest to most of the work that impacts its sustainability: the successful estimation and delivery of each client project.
- We want to give more autonomy to cells to take decisions about the work being done, specifically to grant cells the ability to create and schedule some tasks independently, without approval. For this to be sustainable, a cell needs a simple way to check that it remains sustainable while it takes these decisions. This way, rather than requiring management approval for each new task or internal project budget, the cells ensure that at least TODO-X% of the time logged by the cell every month is billable. A cell is only sustainable when enough hours worked can be billed from clients, proportionally to the hours that aren't billable.
- Hours from epics with a budget which a client has approved or recurring client time budgets are billable. Internal projects, discussions or meetings aren't, and neither is the time spent with a prospect before it accepts to grant us the project or recurring budget.
- Prioritization of work:
- The cell being the closest to the client needs, and knowing the best work to be performed,
it's positioned the best to prioritize its own backlog accordingly. To do so, it must
prioritize in the following order (decreasing priority):
- Client work to ensure that the client needs are met, and that they are happy with our work.
- Newcomer-friendly tasks should be ranked high enough in the list of tasks to allocate time for core team member review/mentoring. The earlier we can get newcomers up to speed, the better the workload will be for everyone.
- Internal projects flagged by the management as priorities.
- Additional work the cell finds useful to its or OpenCraft's function (or the Open edX community's), as long as the cell remains sustainable in proportion of billable hours. The cell defines and prioritizes the additional internal work, without a specific monthly budget cap (epic time budgets remain a good practice to follow, but the amount set doesn't require approval from management).
- The cell being the closest to the client needs, and knowing the best work to be performed, it's positioned the best to prioritize its own backlog accordingly. To do so, it must prioritize in the following order (decreasing priority):
Note: It's important to keep in mind that to remain capable of leading initiatives at the company level, not just at the cell level, hierarchy can retain an important role in prioritization. Anyone in a cell can propose or prioritize a company-wide initiative, provided they get approval and buy-in from people it would affect. It would escalate to management if there's a conflict or disagreement about that, for example about how priorities relate to each other.
As a code reviewer:
- I will give prompt, thoughtful, thorough, constructive code reviews.
- (When reviewing OpenCraft work): I will expect that the PR author has done everything outlined in the PR expectations part of the pull request process section - if not, I will ask them to fix that before I start the review.
- (When reviewing non-OpenCraft work): If I get pinged to review a PR, I will respond to it within 24 hours. If it is for a ticket in the current sprint, I will ensure that I review it within 24 hours, or at least indicate to the author when they can expect a review.
- I will aim to minimize review cycles (especially when reviewing non-OpenCraft PRs) by leaving as complete a review as possible. Ideally it should point authors to the exact changes needed for their PR to be accepted.
- When reviewing work (or discussing it with the assignee before coding even begins), I will make sure that the assignee is not introducing code drift, i.e. that everything which could be upstreamed is (planned to be) upstreamed as part of the work.
- I will always read through the code diff, considering things like:
- Is the code easily understandable by humans?
- Is the code of high quality?
- Are all relevant coding standards followed?
- Are all UX / a11y / i18n considerations addressed?
- Is this introducing tech debt?
- Is the new code well covered by tests?
- I will always test the code manually, either locally or on a sandbox, unless there is no reasonable way to do so.
- I will always check if any updates to the software's documentation are required, and either ask the author to update the docs, or ensure the relevant documentation team is pinged.
- If there is any part of the code that I am not confident in reviewing, I will indicate that in my comments.
- If there is any part of the code or PR that I particularly like, I will say so - we want to reinforce good practice as well as flagging issues.
- I will
set up the following template as a "Saved Reply" in GitHub
and use it for the "stamp of approval" on all PRs I review:
:+1: - [ ] I tested this: (describe what you tested) - [ ] I read through the code - [ ] I checked for accessibility issues - [ ] Includes documentation - [ ] I made sure any change in configuration variables is reflected in the corresponding client's `configuration-secure` repository.
Here is a screenshot showing how to conveniently access this template when completing a code review using the dropdown button in the top right of the review panel (on the "Conversation" tab only):
- If I'm the assigned reviewer for someone who is new to OpenCraft, I will reserve extra time to provide additional mentoring and support, and I will be especially responsive to questions. I will also provide feedback to the newcomer which will assist them during their trial period, and raise any major issues with their mentor.
- If the assignee is clearly behind the schedule and doesn't respond at all to pings on the ticket or Mattermost within 48 hours, the code reviewer should determine whether this ticket is urgent. If it is, ask the firefighter for help to reduce the risk of spillover.
If I'm new to the team, I will:
- Not commit to more than 3 story points of tasks during my first week, or 5 points my second week (so no more than a total of 8 points for the first sprint). It's really easy to over-commit at first, so keep your commitments manageable. You can always take on more work later in the sprint if you finish early.
- Discuss general issues like time management and sprint planning with my mentor.
- Tag my task reviewer(s) with task-specific questions on the ticket, or if I'm completely blocked, try using Mattermost to contact my reviewer or other people working on the same project. Reviewers have time allocated to help during Onboarding, so it's ok to reach out!
- Ask my Reviewer questions early in the sprint if there is missing information or if the requirements are unclear. Newcomer-friendly tasks have a minimum set of information that should be included in the task description, but if this isn't complete, ask the task creator and/or your reviewer to do it.
- Provide lots of updates to my assigned reviewer/mentor for each task, so they can provide timely help.
- Assign myself as reviewer for core team member tasks to learn about the various projects and systems that we support.
Log time spent "onboarding" (reading documentation, learning new systems, setting up devstacks) to my onboarding task. Time spent completing the work described in a task can be logged to the task itself, but please take care not to exceed the estimated time without approval from the owner of the parent epic. Some leeway will likely exist within the epic budget, but it's best to check to be sure.
Also, it is not compulsory to log X hours per week as stated in the contact -- our contracts give an estimated amount of time expected per week, but the actual work required for each sprint can vary due to many factors. * Not use more than 120 hours on my onboarding epic, which includes my onboarding ticket and my mentor's mentoring ticket and any other tickets created specifically for my onboarding. The budget here is shared and because epic ownership is an important and encouraged role at OpenCraft this will give you practice at managing a shared budget, communicating about needs, and balancing current usage against future usage.
Not use more than 120 hours on my onboarding epic, which includes my onboarding ticket and my mentor's mentoring ticket and any other tickets created specifically for my onboarding. The budget here is shared and because epic ownership is an important and encouraged role at OpenCraft this will give you practice at managing a shared budget, communicating about needs, and balancing current usage against future usage.
Log my time with detailed descriptions about the work performed. For example:
"Reviewed task and asked questions on ticket, requested repo access, started setting up devstack."
Or as an example where logging "onboarding" time spent on another task on my onboarding ticket:
"Onboarding for SE-123: read XBlock Tutorial and configured XBlocks in my devstack"
See the Process: Onboarding & Evaluation page for more advice on the onboarding, the evaluation process and criteria.
- I will make sure to inform the team I'll mentor a newcomer before their first day.
- I will familiarize myself with the current onboarding & evaluation process, so I can answer questions and help the newcomer through the process.
- I will allocate sufficient time in my sprint, especially at the beginning, to assist and mentor the newcomer.
- Before the newcomer's first day, I'll assign him/her a small, newcomer-friendly task for the first week as part of the screening process.
- I will help the new member to find tasks that are suitable for someone starting up, especially in the first sprint and in the absence of Newcomer-friendly tasks.
- During the trial period, I will help the newcomer select tasks to showcase their skills and learning abilities, with an eye to assigning tasks of increasing difficulty as the trial period progresses.
- If newcomer-friendly tasks are not available in the current sprint or backlog, I will work with the epic owners to split out newcomer tasks from other work.
- Alternatively, I can create one from the INCR project (preferable) or Byte-Sized Bugs upstream boards.
- If no newcomer tasks can be created, I may assign a non-newcomer task. In these cases, I will consider factors such as (i) the circumstances of the task, (ii) the trust in the newcomer and (iii) the level of access needed for deployment. (Note: any additional access granted needs to be documented in the Access Doc)
- I may assign very small discoveries, which do not result in a standalone epic. (See Newcomer-friendly tasks discussion)
- If a task requires deployment, one option is that the reviewer does the deployment, but lets the newcomer know what they’re doing at each step, to help them learn for the future.
- I will schedule an initial 121 meeting with the newcomer, and a recurring meeting every week. These can be spaced out later on if the meetings become less useful. Refer to the mentor checklists page for the topics to go through.
- For the first 121 with the newcomer, I'll prepare a few interview questions to help in the screening process.
- I will participate on the screening and developer review tasks, taking into account these evaluation criteria.
- I will evaluate the newcomer usage of the onboarding budget and raise any issues with Xavier. I'll also help the newcomer with precise time tracking of his/her tasks if the work logs show too many approximate (i.e. rounded) values.
- If the newcomer leaves OpenCraft before becoming a core member, I'll create a task to start the offboarding process.
There are two firefighters per cell for each sprint and they are designated as Firefighter 1 and 2. Besides minor differences who leads which sprint meeting, these roles have exactly the same responsibilities.
As a sprint firefighter:
- I will keep at least 15 hours of time for sprint firefighter duties as described below, and will proactively pursue those duties.
- I will assign tasks for the rest of my sprint hours normally, but I will also ensure a few additional tasks are left either in the "stretch goals" or the following sprint during sprint planning, in case there isn't enough firefighting work to fill my hours. I will only pull these tasks into the current sprint if I am confident that I will have time to finish them in addition to the firefighting. These tasks should be assigned to me and have a reviewer, to be ready to pull in.
- I will not record any time on the Sprint Firefighter task directly (always use a dedicated client story/bug/epic ticket).
- I will be subscribed to the help and urgent mailing lists (be sure to filter them to a separate folder to look at them only when you need to - but also make sure that if any such emails also explicitly include you in the To/CC, then they will arrive in your inbox).
- I will work on the following, listed by decreasing priority:
- Handle emergencies from other team members (reported by team members directly to me or to the other sprint firefighter, with Braden arbitrating priorities)
- Handle emergencies reported by clients from the cell (these will come in through the [email protected] mailing list, which everyone receives. Firefighters triage and prioritize these issues, asking other cell members for advice as needed, and escalating to Braden/Xavier if everything else fails.
- Handle critical bugs reported by QA
- Deploying hotfixes/security fixes on client instances
- Provide reviews for tasks that are missing a reviewer.
- Complete any personal spillover from the previous sprint
- Work on client requests that can't wait until the next sprint, in particular in the first week of a sprint.
- Help ensuring a clean sprint by helping other team members, in particular in the second week of a sprint.
- Being available on the Open edX Slack (#general), answering questions and responding to emergencies reported there (log time on OC-1017)
- Watch over sandboxes (ie keep an eye on the instance manager on a regular basis, few times a day, to ensure they build correctly, and debugging if needed)
- Work on additional tasks from the backlog if additional time is available
- Well before the sprint planning meeting at the start of a new sprint (every second Monday), I will remind the epic owners to get every ticket in the upcoming sprint "green" (has an assignee, reviewer, and points) by pinging people as needed, and I will help make sure all tickets are green before the start of the sprint planning meeting. If my timezone makes this challenging, I will coordinate with Firefighter 2 to finish up on Monday. The time spent getting a ticket to green will be logged on the ticket.
- If I am Firefighter 1, I will lead the sprint planning meeting at the start of the sprint. If I am Firefighter 2, I will take notes during this meeting. For the mid-sprint meeting these roles are reversed, Firefighter 2 will lead the meeting and Firefighter 1 will take notes.
- On Friday or Monday well before the mid-sprint meeting, I will do a sprint checkin on all "backlog" and "In progress" tickets (this means to post a comment on each ticket to ask how the assignee is doing and if they need help, and/or asking them to update the status of the ticket if it is not clear).
- Keep 1h/week for providing support on the edX-code mailing list and Open edX Slack team, monitoring for technical questions and answering them. Generally favor helping one person more fully, over having many smaller contributions to more threads. It should give a feeling of what a support task with a 1h timebox gives. If it takes less than 1h to solve, you can help someone else with another problem with the remaining time. But otherwise spend that time on a single question/issue - one that you think you can contribute something useful to many, or that you're especially suited for. If you run out of time, simply stop answering - someone else from the community can take over. If you think it would be helpful to go beyond 1h in some cases, check a timebox extension with Xavier.
- Time must be logged on SE-174.
- Receive [email protected] and the pager alerts - check alerts/emails to ensure the alerts have been properly handled by the other recipients and nothing has slipped through.
- Be a backup on pagerduty (alerts sent first to the other(s) recipient(s), but escalated if not acknowledged within 30 minutes).
- If none of the other recipients are around and an issue is left unsolved, and it either is sent to the pager email, or was sent more than 12h ago to [email protected] and needs to handled quickly, warn the sprint firefighter about it: create a ticket about the issue and assign it.
Discovery duty assignee
As the week's discovery duty assignee:
- I will make sure I am the right person to take on a specific discovery, if I feel I am not I will exchange work with other people from the sprint, to get someone else to do it, while I help them with their tasks. It is very important to be able to estimate a task well, we should make a conscious effort to assign the task to the person who can best handle it, if possible (if the person is available and willing to do the work).
- I will keep at least 5 hours of my time to do discovery work on any small leads/client requests that come up during the week. I may still plan some tasks to pull into the sprint if no fires pop up. Before pulling tasks in the sprint, I will use these hours to help others finishing their sprint commitments.
- If I do some discovery tasks, I will ping the sprint firefighters to review the result.
- As always, if I do the discovery, I understand that I would be expected to complete the epic work later on if the client accepts it. (To avoid people being forced to commit to being the owner of big epics, any huge discovery stories should always be scheduled into future sprints rather than directly assigned to the discovery duty assignee.)
- I will ensure an additional task is left either in the "stretch goals" or the following sprint during sprint planning, in case there isn't enough discovery duty work to fill my hours. I will only pull this task into the current sprint if I am confident that I will have time to finish it in addition to the discovery duty. This task should be assigned to me and have a reviewer, to be ready to pull in.
As an epic owner:
- I will keep clients updated on the status of tickets (for clients with long term monthly contracts, this means updating their JIRA or Trello boards as work progresses).
- I will attend meetings with the client about the project as required, e.g. weekly scrum meetings. (We try to limit these sort of meetings to once a week per client at the most.)
- I will create tickets on OpenCraft's JIRA board for upcoming work,
and place them into the appropriate upcoming sprints
so that we can get the work done well ahead of applicable deadlines.
- If a ticket without point estimates is scheduled for the upcoming sprint, and an estimation session is open, I will make sure to add it to that session, so everyone on the team can help estimate it.
- I will aim to split out any suitable newcomer-friendly work into separate tasks, flag them as Newcomer-friendly tasks in the Backlog, and ensure they contain the required information. To guard the epic budget, "onboarding" time can be logged against the newcomer's epic.
- If applicable, I will create corresponding tickets on clients' JIRA or Trello boards and link to those tickets from the description of internal tickets as necessary. (In many cases, a single internal ticket from OpenCraft's JIRA will correspond to a single ticket from a client's JIRA or Trello board. But there are also cases where a single internal ticket might map to multiple external tickets or vice versa.)
- I will set the "Original Estimate" of each ticket to the number of hours listed in the discovery document. If a ticket covers a larger story from the discovery document only partially, I will set its "Original Estimate" to an appropriate fraction of the number of hours listed in the discovery document. For any ticket that does not directly correspond to a story from the discovery document, I will set the "Original Estimate" based on the amount of time that I think will be required to complete the work, taking into account the number of hours that remain in the epic's budget at that point in time.
- On Thursday in the second week of a sprint, I will post an epic update
that answers these questions:
h5. Epic Update h6. What's the status of the hours budget for this epic? We've used ___ hours of the the __ hour budget. h6. What's left to do? (Is it on track to be done before the deadline and within the hours budget?) (describe) h6. Are the deadlines in the "Timeline" section of this epic's description correct? (/) or (x) h6. Are all upcoming stories that we should work on in the next week or two created and in the correct upcoming sprint? (/) or (x) h6. Is the status of each story in the epic correct? (/) or (x) h6. Other Notes ...
Other Notes is for any concerns, questions, upcoming vacations, or anything else that you think is worth mentioning because it could affect planning of the next sprint or two.
- On Thursday or Friday in the final week of each sprint, I will assign upcoming stories from this epic that need to be done next sprint to myself - or I will ask others from my cell to be either the assignee or the reviewer. (If the epic owner is away, the epic reviewer is responsible for this.)
For each client, we have a single person who is designated as the owner for that client, called
the "client owner." The client owner is responsible for handling most communications with that
client. The client owner is the person who is assigned to the epic or task with the name
In general, regardless of which email address the client sent their question to, the client owner should be the one who replies, though they may hand off any conversation to anyone on the team as needed (such as their cell's firefighter). If someone else received the email, please "Reply All" to pass the message on to the client owner for them to reply (add the client owner to the "To" field, and add "OpenCraft email@example.com" to the CC field, and say something like "Passing this on to (client owner name)").
There are a few exceptions:
- If it's an urgent problem, whoever sees it first should reply and CC the firefighters, [email protected], and the client owner. One of the firefighters should respond.
- If it's a general issue/question:
- If the email is related to a specific project/epic with a different epic owner, that epic owner can reply directly (make sure the client owner and [email protected] are CC'd).
- If the client owner is away, their designated backup person (usually the reviewer on the "Support" epic/ticket for that client) should take over this role. (Or the firefighters if no backup person was planned.)
We have a few clients with monthly development budgets. For those clients, the assigned client owner is also responsible for reviewing the monthly budget before and during each sprint planning meeting, to ensure that we are not going too far above or below the budget. They should refer to the Sprint Planning Report which can monitor and project the status of each budget as of the end of the upcoming sprint.
When we get a new client, or when the client owner changes (or we start working with a new person coordinating things on the client's side), we send them a welcome email explaining who the client owner is and how to contact us.
As a product specialist:
- I will ensure clear and prompt communication with prospects, leads and clients.
- I will regularly look out for business opportunities. This includes consulting public tendering platforms, sending cold emails to prospects, and attending events where you could meet prospects. Strategy and time spent on these tasks should be discussed with the cell sponsoring the prospect work, and possibly Xavier for key prospects.
- I will send the official OpenCraft offering presentation materials to prospects.
- When meeting, I will describe OpenCraft’s offering, history and philosophy to prospects.
- I will quickly gather prospects’ needs and potential time budget through discussion. This enables us to know if and how we can help them.
- I will keep an open mind. Buyers might have needs that we can’t fulfill yet - this might be an opportunity and should be discussed with the cell, and possibly Xavier for key prospects.
- When a prospect becomes a lead, I will follow-up by providing information, drafting quotes, creating epics and issues and documenting in Jira so the team can follow what’s happening. I will include the template in the epic description ("Context, Scope, Budget, Timeline") and set the time budget on the epic ticket.
- Handle the onboarding of confirmed clients: tell them how to work with us, such as when/how to use the [email protected] email address, when/how to use [email protected], who their main contact(s) should be, how billing works, etc.
- When managing a project, I will handle communication and coordination between the client and the cell working on the project, and assign discovery tasks to developers until the client approves the quote.
- Generally, when writing to the clients, I will always make sure there is either [email protected] or [email protected] CC'd:
- I will manage and monitor self-hosting registrations and addressing user issues in Ocim
- Handling billing and accounting for self-hosted users
- Handling [email protected] email
- OpenCraft lead management flowchart
- OpenCraft client onboarding flowchart
- Providing clients with pedagogical advice and strategy
- Providing clients with custom learning experience designs
The CTO is a role that includes the following other roles:
- Technical Arbiter
- Epic/Client Owner Coach
- Sprint Manager
- Security Manager
The CTO isn't part of a cell, but can participate in any cell's work, and like any developer is expected to:
- Code! Build critical/difficult client projects
- Improve team productivity: Identify and work on little things that will improve it
- Final arbiter in technical decisions.
- Ensuring technical & product quality of everything we do.
Epic/Client Owner Coach
- Supporting epic and client owners in client meetings, discussions, and in turning requirements
into actionable epics:
- Ensuring product consistency, mergeability as upstream contributions & usefulness for the project
- Reviewing all discovery stories and estimates
Tasks shared between sprint managers from all cells:
- Create sprints in advance (at least 3) to allow future ticket scheduling.
- Close the current sprint and start new one after sprint meeting.
Tasks to be done individually by each sprint manager:
- Create grooming session on Wednesday before next sprint, and close it before the sprint meeting, allowing time for the assignees to take them and make proper planning.
- When creating the session, add all the unestimated tickets for next sprint and on stretch goals to it.
- Add epic owners as Scrum Masters, so that they can add it the tickets they create or pull in after the estimation session was created.
- Ping everyone that hasn't participated on the estimation session to estimate before closing the session.
- Create and assign Firefighter and Discovery Duty tickets for upcoming sprint.
- Review of sprint deliveries: Move tasks from "Deployed & Delivered" to "Done", after double-checking that all the criteria for calling it "Done" have been met.
- Review of sprint planning & tickets in "waiting for 3rd party" and "long reviews".
- Update the sprint commitments spreadsheet at end of sprint.
Technical Security Manager
- Responsible for the technical security of the work we do, our platform and OpenCraft as a whole.
- Responsible for OpenCraft's Security policy.
- Offboarding of team members who have left.
- Business development:
- Additional relationship with key clients and prospects
- Support role for the epic owner, in difficult situations or contract negotiations
- Reviewer of quotes
- Initiator for opportunities that are strategically important for OpenCraft, either because of size or side effects
- Invoicing (clients & team)
- Holidays reviews
- Partial offboarding (main work done by CTO)
- Relationship with lawyers
- Contracts drafting and signature (team and clients)
- Ownership of legal projects
- Management of non-technical matters for all cells
- Management of CTO
- 121 meetings: continuous rotation of all employees, at 2-3 meetings/week
- Handle reports of performance issues & process to address it, including firing if needed
- Sourcing of initial candidates, upon demand by individual cells
- Contract negotiation with accepted candidates
- Granting access to new hires & core developers
- Sprint management:
- Occasional second review of sprint deliverables, sprint planning & epics management on any cell
- Strategy: evolution of the company
- Ocim: product management and some code
- Spreading the word (mailing lists, conferences, opencraft.com)