https://handbook.gitlab.com/handbook/company/culture/all-remote/asynchronous/ The GitLab Handbook * GitLab * TeamOps * Handbook * Job Families * Reports * The Handbook + [ ] GitLab Values o [ ] Iteration at SpaceX + [ ] About GitLab o [ ] Cadence o [ ] E-Group offsite # [ ] Be clear about sticky bears o [ ] Family and Friends Day o [ ] GitLab All-Company Meetings o [ ] GitLab Culture # [ ] All Remote @ [ ] A complete guide to the benefits of an all-remote company @ [ ] Adopting a self-service and self-learning mentality @ [ ] All-Remote and Remote-First Jobs and Remote Work Communities @ [ ] All-Remote Benefits vs. Hybrid-Remote Benefits Checklist @ [ ] All-Remote Compensation @ [ ] All-Remote Hiring @ [ ] All-Remote Learning and Development (L&D) @ [ ] All-Remote Management @ [ ] All-Remote Meetings @ [ ] All-Remote Pick Your Brain @ [ ] Building and reinforcing a sustainable remote work culture @ [ ] Combating burnout, isolation, and anxiety in the remote workplace @ [ ] Communicating effectively and responsibly through text @ [ ] Considerations for in-person interactions in a remote company @ [ ] Considerations for transitioning a company to remote @ [ ] Considerations for working while traveling @ [ ] GitLab All-Remote Course (Remote Work Foundation) @ [ ] GitLab for Remote Teams @ [ ] GitLab Meeting Best Practices: Live Doc Meetings @ [ ] GitLab's Guide to All-Remote - [ ] Remote Guide for Design Teams - [ ] Remote Guide for Finance Teams - [ ] Remote Guide for Legal Teams - [ ] Remote Guide for People Operations @ [ ] Head of Remote: how to hire, job postings, job description, courses, and certifications @ [ ] History of all-remote work @ [ ] How do you collaborate and whiteboard remotely? - [ ] Collaborative Whiteboard Configurations @ [ ] How do you conduct interviews remotely? @ [ ] How to be a great remote manager - the complete guide @ [ ] How to build a remote team @ [ ] How to contribute to GitLab's all-remote guides @ [ ] How to create the perfect home office setup for remote working @ [ ] How to embrace asynchronous communication for remote work @ [ ] How to evaluate a remote job @ [ ] How to repurpose office space in a remote world @ [ ] How to use forcing functions to work remote-first @ [ ] How values contribute to an all-remote environment @ [ ] Hybrid-Remote: understanding nuances and pitfalls @ [ ] Informal Communication in an all-remote environment @ [ ] Our long-term vision for remote work @ [ ] Out of the office Report (2020) @ [ ] Parenting as a remote worker @ [ ] People: adopting a remote lifestyle @ [ ] Remote work emergency plan: What to do (and where to start) @ [ ] Remote work events: conferences and summits @ [ ] Remote Work Glossary @ [ ] Remote Working Experiences @ [ ] Remote-work resources @ [ ] Remote/work-from-home starter guide @ [ ] Scaling an all-remote team @ [ ] The 10 models of remote and hybrid work @ [ ] The complete guide to asynchronous and non-linear working @ [ ] The complete guide to remote onboarding for new-hires @ [ ] The complete guide to starting a remote job @ [ ] The definitive guide to all-remote work and its drawbacks @ [ ] The definitive guide to remote internships @ [ ] The GitLab Test -- 12 Steps to Better Remote @ [ ] The importance of a handbook-first approach to communication @ [ ] The phases of remote adaptation @ [ ] The Remote Work Report 2021 @ [ ] What not to do when implementing remote: don't replicate the in-office experience remotely @ [ ] Why GitLab uses the term all-remote to describe its 100% remote workforce @ [ ] Work-From-Home Field Guide # [ ] Cross-Culture Collaboration Guide # [ ] Diversity, Inclusion & Belonging @ [ ] Advisory Group Members @ [ ] Being Inclusive @ [ ] Building an Inclusive Remote Culture @ [ ] CEO Diversity Statement @ [ ] DIB Working Group @ [ ] Diversity Inclusion And Belonging Certification & Training @ [ ] Engineering Initiatives @ [ ] Events @ [ ] GitLab Career Enablement Team Member Advocacy Group (TMAG) @ [ ] GitLab Pride @ [ ] Goals @ [ ] Identity data @ [ ] Influencer Group Guidelines @ [ ] Leadership Diversity Inclusion & Belonging Council @ [ ] Neurodiversity in the Workplace Short Course @ [ ] Neurodiversity Resources @ [ ] Privilege for Sale - Activity @ [ ] Program of Events @ [ ] Roundtables @ [ ] Sales Sponsorship Pilot Program @ [ ] Speaker Series @ [ ] Sponsorship Program Guide @ [ ] Talent Acquisition Initiatives @ [ ] The Ally Lab @ [ ] TMRG - API (Asian-Pacific Islander) @ [ ] TMRG - Black@GitLab @ [ ] TMRG - Caregivers @ [ ] TMRG - Generational Understanding @ [ ] TMRG - Gente @ [ ] TMRG - GitLab DiversABILITY @ [ ] TMRG - GitLab Pride @ [ ] TMRG - GitLab Women - [ ] Activate your Agile Career - [ ] The GitLab Mentorship Program hosted by the Women TMRG @ [ ] TMRG - Global Voices @ [ ] TMRG - MIT - Minorities in Tech - [ ] Advanced Software Engineering Course - Morehouse College - [ ] Minorities in Tech Mentoring Program = [ ] Minorities in Tech Mentoring Program: Projects x [ ] 2020 Projects % [ ] Minorities in Tech Mentoring Program: Thank You = [ ] MIT Mentoring Program Structure @ [ ] TMRG - Team Member Resource Group Guide @ [ ] Unconscious bias # [ ] GitLab CEO 101 # [ ] GitLab Contribute @ [ ] Leaders at Contribute @ [ ] Previous GitLab Contributes & Summits # [ ] GitLab Events Code of Conduct # [ ] GitLab Songbook # [ ] GitLab Top Team Member # [ ] Internal Feedback o [ ] GitLab Mission o [ ] GitLab Purpose o [ ] GitLab Strategy o [ ] GitLab Vision o [ ] History of GitLab o [ ] KPIs o [ ] Meet Our Team o [ ] Objectives and Key Results (OKRs) # [ ] Calendar Year 2017 Q3 OKRs # [ ] Calendar Year 2017 Q4 OKRs # [ ] Calendar Year 2018 Q1 OKRs # [ ] Calendar Year 2018 Q2 OKRs # [ ] Calendar Year 2018 Q3 OKRs # [ ] Calendar Year 2018 Q4 OKRs # [ ] FY20-Q1 OKRs # [ ] FY20-Q2 OKRs # [ ] FY20-Q3 OKRs # [ ] FY20-Q4 OKRs # [ ] FY21-Q1 OKRs # [ ] FY21-Q2 OKRs # [ ] FY21-Q3 OKRs # [ ] FY21-Q4 OKRs # [ ] FY22-Q1 OKRs # [ ] FY22-Q2 OKRs # [ ] FY22-Q3 OKRs # [ ] FY22-Q4 OKRs # [ ] FY23-Q1 OKRs # [ ] FY23-Q2 OKRs # [ ] FY23-Q3 OKRs # [ ] FY23-Q4 OKRs # [ ] FY24-Q1 OKRs # [ ] FY24-Q2 OKRs # [ ] FY24-Q3 OKRs # [ ] FY24-Q4 OKRs # [ ] FY25-Q1 OKRs # [ ] FY25-Q2 OKRs o [ ] Organizational Structure o [ ] Our stewardship of GitLab o [ ] Pricing model o [ ] Quote to Cash o [ ] Still a Startup o [ ] Working Groups # [ ] 17.0 Major Release Working Group # [ ] Account Escalation Process # [ ] AI Integration # [ ] API Vision # [ ] Architecture Kickoff Working Group # [ ] Automotive Development # [ ] Bounded Contexts Working Group # [ ] Category Leadership Working Group # [ ] China Service Working Group # [ ] CI Queue Time Stabilization Working Group # [ ] CI/CD Build Speed (time-to-result) # [ ] ClickHouse Working Group # [ ] Cloud Native Tools Strategy Working Group # [ ] Commercial & Licensing Working Group # [ ] Continuous Scanning Working Group # [ ] Contributor Growth # [ ] Cross-Functional Prioritization # [ ] Customer Use Case Adoption # [ ] Dashboards # [ ] Data POC Working Group # [ ] Database Scalability Working Group @ [ ] Read-Mostly Data @ [ ] Time-Decay Data # [ ] Dedicated Cross-Functional Working Group # [ ] Demo & Test data working group # [ ] Development Metrics Working Group # [ ] DevSecOps Adoption # [ ] Disaster Recovery Working Group # [ ] Dogfood Plan Working Group # [ ] Ecommerce Motion # [ ] Emerging Talent # [ ] Engineering Career Matrices Working Group # [ ] Engineering Internship # [ ] Enterprise Market Leadership Working Group # [ ] Event Stream Working Group # [ ] Expense Management Working Group # [ ] Experimentation Working Group # [ ] Feature Flag usage Working Group # [ ] FedRAMP Execution Working Group # [ ] Frontend Observability Working Group # [ ] Frontend Vision Group # [ ] FY21 Product Engagement Actions # [ ] GCP Partnership Working Group # [ ] GitHost Migration Working Group # [ ] GitLab Administration Working Group # [ ] gitlab-ui (CSS and Reusable Components) # [ ] GitLab.com Cost Working Group # [ ] GitLab.com Revenue Working Group # [ ] GitLab.com SAAS Data Pipeline # [ ] GTM Product Usage Data # [ ] IACV and Delta ARR # [ ] IC Gearing Working Group # [ ] Improve Ops Quality # [ ] Incident Response Lifecycle # [ ] Inclusive Practices # [ ] Internship Pilot Working Group # [ ] Isolation Working Group @ [ ] Fault Tolerance # [ ] Issue Prioritization Framework # [ ] Kubernetes Migration Working Group # [ ] Leading Organizations Working Group # [ ] Learning Experience Working Group # [ ] Learning Restructure Working Group # [ ] Licensing and Transactions Improvements Working Group # [ ] Lighthouse Metric Definitions # [ ] Log Aggregation Working Group # [ ] Logging Working Group # [ ] Maintainership # [ ] Merge Request Report Widgets Working Group # [ ] Minorities in Tech - Pilot Mentoring Program Working Group # [ ] MLOps Working Group # [ ] Modern Applications Go-To-Market # [ ] Next Architecture Workflow # [ ] Object Storage Working Group # [ ] Performance Indicator Working Group # [ ] Pipeline Validation Service Operations Working Group # [ ] Product Accessibility Group # [ ] Product Analytics Working Group # [ ] Product Career Development Framework Working Group # [ ] Product Development Flow Working Group # [ ] Purchasing Reliability Working Group # [ ] Rate Limit Architecture Working Group # [ ] Real-Time Working Group @ [ ] Real-Time Design Document # [ ] Revenue Globalization Working Group # [ ] Runtime Update Process # [ ] Secure Offline Environment Working Group # [ ] Self-managed Scalability Working Group # [ ] Sharding Working Group # [ ] Simplify Groups & Projects Working Group # [ ] Single Codebase Working Group # [ ] Software Supply Chain Security Working Group # [ ] SOX PMO # [ ] Talent Acquisition SSOT # [ ] Task Groups @ [ ] CSS Utilities Task Group # [ ] TeamOps Sales and Marketing # [ ] Tiering Working Group # [ ] Token Management Working Group # [ ] Transient bugs # [ ] Upstream Diversity Working Group # [ ] Vue.js 3 Migration Working Group # [ ] webpack o [ ] Yearlies + [ ] About the Handbook o [ ] Handbook Changelog o [ ] Handbook On-Call o [ ] Handbook Roadmap o [ ] Handbook Support o [ ] Handbook Team READMEs o [ ] Migration Details o [ ] Migration Reports # [ ] About the Handbook # [ ] Being a Public Company # [ ] Cadence # [ ] CEO and CoST Team # [ ] Communications # [ ] Content Websites Responsibility # [ ] E-Group Offsite # [ ] E-Group Weekly # [ ] EBAs # [ ] Environmental, Social, and Governance # [ ] Friends and Family Day # [ ] GitLab all company meetings # [ ] Group Conversations # [ ] Handbook Usage # [ ] History # [ ] Infrastructure Standards # [ ] Inspired by GitLab # [ ] IT Self Service # [ ] JiHu FAQ # [ ] Key Review # [ ] KPIs # [ ] Mission # [ ] OKRs # [ ] Pricing # [ ] Purpose # [ ] Quote to Cash # [ ] Security # [ ] Stewardship # [ ] Still a Startup # [ ] Strategy # [ ] Support # [ ] Team # [ ] Top Cross Function Inititives # [ ] Using GitLab at GitLab # [ ] Yearlies + [ ] Being a public company + [ ] Documentation + [ ] E-Group Weekly + [ ] GitLab Environmental, Social, and Governance + [ ] GitLab Handbook Usage + [ ] GitLab licensing technology to independent Chinese company FAQ + [ ] Group Conversations + [ ] Inspired by GitLab + [ ] Key Reviews + [ ] Only Healthy Constraints + [ ] Using GitLab at GitLab + [ ] Acquisitions Handbook o [ ] Acquisition Process # [ ] Acquisition Integration # [ ] Acquisition Process: Technical Due Diligence + [ ] AMAs + [ ] Anti-Harassment Policy + [ ] Board of Directors and Corporate Governance o [ ] Audit Committee o [ ] Compensation and Leadership Development Committee o [ ] Governance Documents o [ ] Nominating and Corporate Governance Committee + [ ] CEO o [ ] CEO Shadow Program o [ ] Chief of Staff Team to the CEO # [ ] Chief of Staff Team to the CEO READMEs @ [ ] David Tuan's README @ [ ] Ian Pedowitz's README @ [ ] Stella Treas's README @ [ ] Yin Yu's README # [ ] CoST to the CEO Performance Indicators # [ ] GitLab Strategy and Operations (Workplace) Team Handbook # [ ] JiHu Support @ [ ] JiHu contribution process @ [ ] JiHu guidelines for database changes @ [ ] JiHu Security Review Process @ [ ] JiHu validation pipelines @ [ ] Release Certification + [ ] Competencies + [ ] Content Websites o [ ] Direction + [ ] Core DevOps Solutions + [ ] Customer Success o [ ] Account Team o [ ] APJ Customer Success o [ ] Commercial Sales - Customer Success # [ ] Commercial Renewal Process o [ ] Customer Health Scoring o [ ] Customer Success Management Handbook # [ ] # [ ] Account Engagement @ [ ] Strategies for Non-Engaged Customers # [ ] Account Handoff CSM-to-CSM Checklist # [ ] Adoption Landing Zones @ [ ] AI/ML Adoption Landing Zone @ [ ] CI Adoption Landing Zone @ [ ] DevSecOps Adoption Landing Zone # [ ] Aleesha Dawson's README # [ ] Cadence Calls # [ ] Christiaan Conover's README # [ ] CSM and Support Interaction # [ ] CSM Aspiring Leaders Program # [ ] CSM Development # [ ] CSM Executive Relationships # [ ] CSM FY23 Big Rocks # [ ] CSM Internship Program # [ ] CSM Manager Handbook @ [ ] Account Risk & Renewal Management @ [ ] CSM Quarterly Business Review @ [ ] Roles - [ ] CSM Operations Manager # [ ] CSM November 2021 Engagement Survey # [ ] CSM OKRs # [ ] CSM Onboarding @ [ ] Meeting Shadowing # [ ] CSM Paid Time Off # [ ] CSM Responsibilities and Services @ [ ] CSM Infrastructure Upgrade Coordination # [ ] CSM Retrospectives # [ ] CSM Rhythm of Business # [ ] CSM Segments @ [ ] AMER CSMs @ [ ] APJ CSMs @ [ ] CSEs - [ ] CSE New Team Member Onboarding - [ ] CSE Operating Rhythm - [ ] CSM/CSE Webinar & Hands-On Labs Calendar - [ ] Customer Onboarding Best Practices @ [ ] EMEA CSMs # [ ] CSM Strategies for Mitigating Risk In Customer Accounts @ [ ] Helping Customers Decide to Migrate to SaaS # [ ] Customer Health Assessment and Management # [ ] Customer Onboarding # [ ] Customer Renewal Tracking # [ ] Customer Success Escalations Process @ [ ] Infrastructure Escalations # [ ] DevSecOps Adoption Tracking in Gainsight # [ ] Digital Customer Programs # [ ] Engaging with Partners # [ ] Engaging with Professional Services # [ ] Executive Business Reviews (EBRs) # [ ] FY24 Big Rocks # [ ] Leadership Recurring Check-Ins # [ ] Oliver Falk's README # [ ] Researching Customer Questions # [ ] Roleplay Scenarios # [ ] Sander Brienen's README # [ ] Service Ping FAQ # [ ] Stage Adoption Metrics # [ ] Success Plans @ [ ] Questions & Techniques for Success Plan Discovery # [ ] Using Calendly as a CSM # [ ] Using Gainsight as a CSM @ [ ] Calls to Action (CTAs) @ [ ] CSM Dashboard Overview @ [ ] Customer 360 @ [ ] Customer Deployment Types @ [ ] Gainsight Dashboards @ [ ] Using Timeline # [ ] Using Issue Prioritization Dashboard as a CSM # [ ] Using the Customer Collaboration Project as a CSM # [ ] Workshops and Enablement Sessions o [ ] Customer Success Playbooks # [ ] Continuous Delivery (CD) / Release Stage Playbook # [ ] Continuous Integration (CI) / Verify Workshop # [ ] GitLab Server Migrations Playbook o [ ] Customer Success Reporting and Dashboarding framework o [ ] Customer Success Vision o [ ] Customer Success' Frequently Asked Questions o [ ] Customer Terrain Mapping Engagements o [ ] Customer Workshops # [ ] CI Workshop # [ ] Innersource Workshop # [ ] Secure Workshop @ [ ] CSM Secure Workshop Discovery Questionnaire o [ ] Demo Systems # [ ] Demo Systems Onboarding # [ ] Demo Systems Tutorials @ [ ] Getting Started Tutorials - [ ] Configuring GitLab with group-level Kubernetes cluster @ [ ] Integration Tutorials - [ ] Create a Jenkins Pipeline # [ ] Environments @ [ ] Training Cloud Omnibus-as-a-Service # [ ] Infrastructure @ [ ] Demo Systems Infrastructure - Kubernetes @ [ ] Demo Systems Infrastructure - Networking o [ ] Educational Services # [ ] GitLab Education Services Support Handbook # [ ] Tech Stack @ [ ] Articulate 360 Tech Stack Guide @ [ ] Credly Tech Stack Guide @ [ ] Instruqt Tech Stack Guide o [ ] GitLab Product Training for Customer Success o [ ] Initiatives # [ ] Communities of Practice o [ ] Partners # [ ] Partner Capabilities Journey o [ ] Product Usage Reporting Vision # [ ] Freemium SaaS Usage Data # [ ] Gainsight: Using Gainsight Statistics in SFDC # [ ] GitLab Usage Statistics # [ ] Health Scoring - Calculations and Methodology # [ ] How to Use Product Usage Reporting # [ ] Platform Adoption Scoring # [ ] Product usage playbooks with usage metrics # [ ] Use Case Adoption Scoring o [ ] Professional Services Team Handbook # [ ] Developing Software for Professional Services # [ ] GitLab Certified Migration Services Engineer # [ ] GitLab Certified Trainer # [ ] GitLab Professional Education Services @ [ ] Facilitator Guide for Certified Trainers for the GitLab CI/CD course @ [ ] GitLab CI/CD - Hands-On Lab Overview @ [ ] GitLab CI/CD - Hands-On Lab: Code Quality Scanning @ [ ] GitLab CI/CD - Hands-On Lab: Create A Basic CI Configuration @ [ ] GitLab CI/CD - Hands-On Lab: Defining CI/CD Variables @ [ ] GitLab CI/CD - Hands-On Lab: Defining Stages, Jobs, and Runners @ [ ] GitLab CI/CD - Hands-On Lab: Display Pipeline Info @ [ ] GitLab CI/CD - Hands-On Lab: Job Policy Patterns @ [ ] GitLab CI/CD - Hands-On Lab: Security Scanning @ [ ] GitLab CI/CD - Hands-On Lab: Understanding the Basics of Pipelines @ [ ] GitLab CI/CD - Hands-On Lab: Using Artifacts @ [ ] GitLab CI/CD - Hands-On Lab: Working with the GitLab Container Registry @ [ ] GitLab Project Management - Hands-On Lab Overview @ [ ] GitLab Project Management - Hands-On Lab: Access The Gitlab Training Environment @ [ ] GitLab Project Management - Hands-On Lab: Create an Organizational Structure in GitLab @ [ ] GitLab Project Management - Hands-On Lab: Create And Customize Issue Boards @ [ ] GitLab Project Management - Hands-On Lab: Create And Manage A Kanban Board @ [ ] GitLab Project Management - Hands-On Lab: Create And Manage A Scrum Board @ [ ] GitLab Project Management - Hands-On Lab: Create And Manage A Waterfall Board @ [ ] GitLab Project Management - Hands-On Lab: Create Issues @ [ ] GitLab Project Management - Hands-On Lab: Organize and Manage Issues @ [ ] GitLab Project Management - Hands-On Lab: Use A Merge Request To Review And Merge Code @ [ ] GitLab Project Management - Hands-On Lab: Use GitLab Planning Tools @ [ ] GitLab Security Essentials - Hands-On Lab Overview @ [ ] GitLab Security Essentials - Hands-On Lab: Configure SAST, Secret Detection, and DAST @ [ ] GitLab Security Essentials - Hands-On Lab: Enable and Configure Container Scanning @ [ ] GitLab Security Essentials - Hands-On Lab: Enable and Configure Coverage-Guided Fuzz Testing @ [ ] GitLab Security Essentials - Hands-On Lab: Enable and Configure Dependency Scanning @ [ ] GitLab Security Essentials - Hands-On Lab: Enable and Configure License Compliance @ [ ] GitLab System Administration - Hands-on Lab: Backup and Restore GitLab @ [ ] GitLab System Administration - Hands-on Lab: Configure GitLab Runners @ [ ] GitLab System Administration - Hands-on Lab: Configure Instance Monitoring @ [ ] GitLab System Administration - Hands-on Lab: Implement Sign-Up Restrictions @ [ ] GitLab System Administration - Hands-on Lab: Install GitLab @ [ ] GitLab System Administration - Hands-on Lab: Manage GitLab Logs @ [ ] GitLab System Administration - Hands-on Lab: Troubleshoot GitLab @ [ ] GitLab System Administration - Hands-on Lab: Use GitLab Administration Commands @ [ ] GitLab System Administration Hands-on Lab Overview @ [ ] GitLab with Git Essentials - Hands-On Lab Overview @ [ ] GitLab with Git Essentials - Hands-on Lab: Auto DevOps With a Predefined Project Template @ [ ] GitLab with Git Essentials - Hands-on Lab: Build a .gitlab-ci.yml file @ [ ] GitLab with Git Essentials - Hands-On Lab: Create a project and issue @ [ ] GitLab with Git Essentials - Hands-On Lab: Static Application Security Testing (SAST) @ [ ] GitLab with Git Essentials - Hands-On Lab: Use GitLab To Merge Code @ [ ] GitLab with Git Essentials - Hands-on Lab: Work With Git Locally @ [ ] Partner Facilitator Guide for GitLab with Git Essentials @ [ ] Thought Industries LMS Tech Stack Guide # [ ] GitLab Technical Certifications # [ ] Partner Collaboration # [ ] Positioning Professional Services # [ ] Processes and Methodology @ [ ] Delivery Checklists @ [ ] Go To Market (Pre-Sales) @ [ ] Post-Sales # [ ] Professional Service Operations @ [ ] Mavenlink Processes # [ ] Professional Services Engagement Management @ [ ] GitLab Certified Engagement Manager Professional @ [ ] Professional Services EM Opportunity Tracking @ [ ] Professional Services EM Scoping Guidelines - [ ] Professional Services EM Implementation Scoping - [ ] Professional Services EM Scoping - CI/CD Pipeline Migration - [ ] Professional Services EM Scoping - Migrations = [ ] Migrating from Self-Managed GitLab to GitLab.com - [ ] Professional Services EM Scoping - Transformational Services - [ ] Scoping a Readiness Assessment @ [ ] Professional Services Engagement Management - SOW Creation @ [ ] Professional Services Engagement Management - Transacting ProServ business through AWS Marketplace @ [ ] Task Prioritization # [ ] Professional Services Engineering Workflows @ [ ] Artifacts - [ ] After Action Reports - [ ] Architecture Diagrams @ [ ] Intake - [ ] AWS Intake - [ ] On-prem Intake @ [ ] Internal - [ ] 15-minute Standup - [ ] Blameless Root Cause Analyses - [ ] Professional Services Business Operations @ [ ] Process @ [ ] Project Execution - [ ] Project Kick-off - [ ] Sign-off - [ ] Standing Calls - [ ] Welcome E-mail # [ ] Professional Services Instructional Design and Development # [ ] Professional Services Offerings # [ ] Professional Services Offerings Framework # [ ] Professional Services Practice Management # [ ] Professional Services Project Management # [ ] Professional Services Remote Training Session Setup and Reporting # [ ] Professional Services Technical Architect # [ ] PS Standard SKUs # [ ] Remote Training Facilitation Best Practices # [ ] Selling GitLab Professional Services # [ ] Services to Accelerate Customer Adoption # [ ] Setting up your Development Environment # [ ] Working with Professional Services o [ ] Public Sector # [ ] Public Sector Solutions Architects o [ ] Renewals Managers # [ ] Renewals Managers # [ ] Renewals Managers - How we do it # [ ] Renewals Managers - What we do o [ ] Resources to get started with GitLab o [ ] Solutions Architects Handbook # [ ] Demo Architect Offerings # [ ] Demonstrations # [ ] SA Career Development # [ ] SA Manager Operating Rhythm @ [ ] SA Offsites # [ ] SA Practices @ [ ] @ [ ] Business Value Consulting @ [ ] Commercial Solutions Architect Office Hours @ [ ] Day In The Life of a Developer @ [ ] Deliberate Practice @ [ ] Effective Objection Handling Practice @ [ ] GitLab Dedicated Prospects @ [ ] Monthly Release Quiz @ [ ] Selling Professional Services @ [ ] Solution Architect (SA) Communities of Practice - [ ] Integration Technologies @ [ ] Solution Architecture Retrospective Feedback @ [ ] Solutions Architects - Subject Matter Experts @ [ ] Solutions Architects (SA) Ride Alongs @ [ ] Strategic Solution Selling @ [ ] Technical Close Plan @ [ ] Value Stream Discovery @ [ ] What is Cognitive Bias # [ ] Solutions Architect Sales Plays # [ ] Solutions Architects - Strategic Field Organization # [ ] Solutions Architects Content Calendar # [ ] Solutions Architects GitLab Docs Section # [ ] Solutions Architects Onboarding # [ ] Solutions Architects Processes @ [ ] Account Planning for Solutions Architects @ [ ] Alliance SA Engagement Model @ [ ] Channel SA Engagement Model @ [ ] Commercial SA Engagement Model @ [ ] Solutions Architecture Activity Capture - [ ] Solutions Architecture Activity Description @ [ ] Solutions Architecture Collaboration Project @ [ ] Technical Discovery # [ ] Tools and Resources @ [ ] GitLab Trial Guidelines @ [ ] Hands-on Workshop @ [ ] Proof of Value (POV) - [ ] Artificial Intelligence POV Scope and Acceptance - [ ] Automated Software Delivery POV Scope and Acceptance - [ ] DevOps Platform POV Scope and Acceptance - [ ] DevSecOps POV Scope and Acceptance - [ ] Software Compliance POV Scope and Acceptance @ [ ] RFI/RFP Process o [ ] Transitioning Accounts from Pre-Sales to Post-Sales o [ ] Using Salesforce within Customer Success + [ ] Developer Onboarding + [ ] Edit your team page entry + [ ] Editing the Handbook o [ ] Handbook frontmatter o [ ] Practical Handbook Editing Tips + [ ] Engineering o [ ] Architecture # [ ] Architecture Design Workflow # [ ] Guidelines @ [ ] Database # [ ] Practices @ [ ] Scalability # [ ] Technology Roadmap o [ ] compensation-roadmaps o [ ] Core Development Department o [ ] Cross Functional Prioritization o [ ] CTO Staff o [ ] Deployments and Releases # [ ] Deployments o [ ] Development # [ ] Analytics @ [ ] Analytics Instrumentation Group - [ ] Analytics Instrumentation - Monitoring and troubleshooting - [ ] Analytics Instrumentation Group Event System Draft - [ ] GitLab performance snowplow dashboards - [ ] Internal Analytics Infrastructure @ [ ] Product Analytics Group # [ ] Data Science @ [ ] AI-Powered Stage - [ ] AI Framework Group - [ ] AI Model Validation Group = [ ] Projects x [ ] UnReview Overview - [ ] Custom Models Group - [ ] Duo Chat Group # [ ] Database Engineering # [ ] Dev Sub-department @ [ ] Create Stage - [ ] Create Stage: Tech Leads - [ ] Create:Code Creation Group = [ ] Create:Code Creation Group engineering overview - [ ] Create:Code Review Group = [ ] Create:Code Review BE Team x [ ] Create:Code Review Backend Engineering Resources x [ ] Create:Code Review BE Engineering Manager Responsibilities = [ ] Create:Code Review FE Team = [ ] Merge Request Report Widgets - DRI list - [ ] Create:Editor Extensions Group - [ ] Create:IDE Team = [ ] Create:IDE Principles = [ ] Cultivating Contributions from the Wider Community = [ ] Developer Cheatsheet - [ ] Create:Source Code BE Team - [ ] Create:Source Code FE Team - [ ] Engineering Managers = [ ] Engineering Managers Training Opportunities = [ ] How we live our values = [ ] Meetings = [ ] Monitoring = [ ] Objectives & Key Results (OKRs) = [ ] Recommended Books for Engineering Managers - [ ] Engineers = [ ] Conferences = [ ] Iteration Retrospectives = [ ] Managing Effective Skip Level Meetings = [ ] Professional Development = [ ] Recommended Books for Engineers = [ ] Training Opportunities @ [ ] Manage Stage - [ ] Manage Foundations Team = [ ] Manage Foundations Team - UX Onboarding - [ ] Manage Import and Integrate Group @ [ ] Plan Stage - [ ] Front End Plan Team = [ ] Plan Frontend Engineer Internship - [ ] Optimize Group - [ ] Plan:Knowledge Engineering Team - [ ] Plan:Product Planning Engineering Team - [ ] Working Groups = [ ] Epic Work Items Migration @ [ ] Plan:Project Management Team @ [ ] Training - [ ] Staff Engineers - [ ] Transitioning from Individual Contributor to a Manager # [ ] Development Department Learning and Development @ [ ] Development Department Learning and Development - Reliability @ [ ] Engineering manager role explained - [ ] Work Of A Manager @ [ ] Resources for Staff+ roles # [ ] Development Department Performance Indicators # [ ] Development Director Shadow Program # [ ] Development OKRs # [ ] Development Required Approvals # [ ] Engineering Principles # [ ] Fulfillment Sub-department @ [ ] Fulfillment Billing and Subscription Management Team @ [ ] Fulfillment Diversity, inclusion, and belonging @ [ ] Fulfillment Platform Team @ [ ] Fulfillment Provision Team @ [ ] Fulfillment Utilization Team # [ ] Incubation Engineering Department @ [ ] [?] Cloud Seed @ [ ] AI Assist Single-Engineer Group @ [ ] Airflow Single-Engineer Group @ [ ] Application Performance Monitoring Single-Engineer Group @ [ ] Breach and Attack Simulation (BAS) Single-Engineer Group @ [ ] Dependency Firewall Single-Engineer Group @ [ ] Developer Portal Single-Engineer Group @ [ ] DevOps for Salesforce Single-Engineer Group @ [ ] Five Minute Production @ [ ] Incubation Engineer's Playbook @ [ ] Incubation Engineering Department Performance Indicators @ [ ] Incubation Engineering Maturity Stages @ [ ] Incubation Engineering Offsites @ [ ] Istio Single-Engineer Group @ [ ] Jamstack Single-Engineer Group - [ ] Jamstack - User Survey @ [ ] Low-Code / No-Code Single-Engineer Group @ [ ] MLOps Incubation Engineering - [ ] Machine Learning Experiment Tracking - [ ] ML Model Registry - [ ] MLOps Incubation Engineering Updates & Showcases = [ ] MLOps Incubation Engineering - 20230206 Update - [ ] MLOps Jobs to Be Done @ [ ] Mobile DevOps Single-Engineer Group - [ ] Mobile DevOps Guides @ [ ] Monitor APM Single-Engineer Group @ [ ] OKR Management Single-Engineer Group @ [ ] Real-time Editing of Issue Descriptions (REID) Single-Engineer Group @ [ ] Secrets Rotation Single-Engineer Group @ [ ] Self Healing Dependencies @ [ ] Server Runtime Single-Engineer Group @ [ ] Service Desk Single-Engineer Group # [ ] Keeping secure coding knowledge fresh in development # [ ] Manager Notes # [ ] Onboarding @ [ ] Engineering Manager Onboarding # [ ] Ops Sub-department @ [ ] Deploy Stage - [ ] Environments Group = [ ] Auto DevOps = [ ] Environments Group - GitLab Quality Assurance End-to-End Testing for the Environments group @ [ ] FY21 Celebrations - Ops Sub-department @ [ ] General Planning Process - Ops Sub-department @ [ ] Monitor Stage - [ ] Monitor:Observability Group - [ ] Respond Group = [ ] Group Respond - GitLab End-to-End (E2E) Testing for group Respond = [ ] Respond Group - JTBD @ [ ] Ops Hiring Process @ [ ] Package Stage - [ ] Package Group - GitLab Quality Assurance End-to-End Testing for the Package group - [ ] Package Group - Risk Map - [ ] Package Stage - The most important use cases for our customers - [ ] Package:Container Registry Group - [ ] Package:Package Registry Group - [ ] Product = [ ] Package Stage - Container Registry = [ ] Package Stage - Package Registry @ [ ] Project Plans - [ ] CI Catalog - [ ] Cluster Web Terminal - [ ] Container Registry Metadata Database Self-managed - [ ] External CI Keyword - [ ] GCP Secrets Integration - Weekly Project Plan - [ ] Kubernetes Dashboard - [ ] Secrets Manager - Weekly Project Plan - [ ] Service Desk Ticket Work Item @ [ ] Quarterly OKRs - Ops Sub-department @ [ ] Verify Stage - [ ] Project Plans = [ ] CI Steps - Key Project Plan - [ ] Verify:Pipeline Authoring Group = [ ] Pipeline Authoring Frontend Architecture Process = [ ] Pipeline Authoring Group - JTBD = [ ] Pipeline Authoring Group Resources - [ ] Verify:Pipeline Execution Group = [ ] Pipeline Execution Group - JTBD = [ ] Pipeline Execution Group - Risk Map = [ ] Project Plans x [ ] CI Data Partitioning - Weekly Project Plan x [ ] CI Primary Key Conversions - Weekly Project Plan x [ ] Merge Trains Improvements (Fast-forward support) - Weekly Project Plan - [ ] Verify:Pipeline Security Group = [ ] Pipeline Security Group - JTBD - [ ] Verify:Runner = [ ] Runner Group - JTBD = [ ] Runner Group - Risk Map = [ ] Runner Group - Team Resources = [ ] Runner Group - User Stories = [ ] Verify:Runner Project Plans # [ ] Processes @ [ ] Development Talent Assessment Process @ [ ] Follow the Sun Coverage - Development Department @ [ ] General Information of Development Escalation Process - [ ] Development Escalation Process @ [ ] Hiring Contractors - Development Department @ [ ] Rollout Plan Process for Development # [ ] Sec Section @ [ ] Govern Sub-department - [ ] Anti-Abuse Group - [ ] Authentication Group - [ ] Authorization Group - [ ] Compliance Group - [ ] Govern, Security Policies = [ ] Security Policies - How we prioritize our current work? = [ ] Security Policies - Working on features - [ ] Govern, Threat Insights - [ ] Security Policies and Threat Insights planning @ [ ] Secure / Govern sub-department delineation @ [ ] Secure Sub-Department - [ ] API Security team in the Dynamic Analysis Group - [ ] Dynamic Analysis Group - [ ] Products = [ ] Secure Product Metrics - [ ] Secret Detection Group - [ ] Secure Engineering Refinement - [ ] Secure QA Process - [ ] Secure Technical Documentation = [ ] Data model for Dependencies Information = [ ] Secure Architecture - Feedback (Dismiss, create an issue or a Merge Request) - [ ] Secure, Composition Analysis - [ ] Secure, Vulnerability Research = [ ] Secure, Vulnerability Research - CNA Processes - [ ] Static Analysis Group = [ ] Static Analysis Group Code Review Process = [ ] Static Analysis Group Defined False Positives = [ ] Static Analysis Runbooks x [ ] How to monitor and respond to issues with SAST Automatic Vulnerability Resolution? x [ ] Pre-receive secret detection performance testing x [ ] SAST analyzer deprecation and removal instructions o [ ] Engineering Career Development # [ ] Engineering Career Framework @ [ ] Development Department Career Framework - [ ] Dev Career Framework = [ ] Backend x [ ] Dev Career Framework: Intermediate Backend Engineer x [ ] Dev Career Framework: Senior Backend Engineer x [ ] Dev Career Framework: Staff Backend Engineer = [ ] Dev Career Framework: Principal Engineer = [ ] Frontend x [ ] Dev Career Framework: Intermediate Frontend Engineer x [ ] Dev Career Framework: Senior Frontend Engineer x [ ] Dev Career Framework: Staff Frontend Engineer = [ ] Fullstack x [ ] Dev Career Framework: Intermediate Fullstack Engineer x [ ] Dev Career Framework: Senior Fullstack Engineer x [ ] Dev Career Framework: Staff Fullstack Engineer - [ ] Development Department Career Framework: Intermediate - [ ] Development Department Career Framework: Intern - [ ] Development Department Career Framework: Principal - [ ] Development Department Career Framework: Senior - [ ] Development Department Career Framework: Staff @ [ ] Engineering Career Framework: Associate @ [ ] Engineering Career Framework: Intermediate @ [ ] Engineering Career Framework: Intern @ [ ] Engineering Career Framework: Principal @ [ ] Engineering Career Framework: Senior @ [ ] Engineering Career Framework: Staff @ [ ] Incubation Engineering Department Career Framework - [ ] Incubation Engineering Department Career Framework: Intermediate - [ ] Incubation Engineering Department Career Framework: Principal - [ ] Incubation Engineering Department Career Framework: Senior - [ ] Incubation Engineering Department Career Framework: Staff @ [ ] Infrastructure Department Career Framework - [ ] Associate - Infrastructure Department Career Framework - [ ] Core Platform Career Framework = [ ] Distribution x [ ] Core Platform Career Framework: Intermediate Distribution Engineer x [ ] Core Platform Career Framework: Senior Distribution Engineer - [ ] Intermediate - Infrastructure Department Career Framework - [ ] Intern - Infrastructure Department Career Framework - [ ] Senior - Infrastructure Department Career Framework - [ ] Staff - Infrastructure Department Career Framework @ [ ] Quality Department Career Framework - [ ] Engineering Productivity Career Framework = [ ] Quality Career Framework: Intermediate Backend Engineer, Engineering Productivity = [ ] Quality Career Framework: Senior Backend Engineer, Engineering Productivity = [ ] Quality Career Framework: Staff Backend Engineer, Engineering Productivity - [ ] Software Engineer in Test Career Framework = [ ] Quality Department SET Career Framework: Associate = [ ] Quality Department SET Career Framework: Intermediate = [ ] Quality Department SET Career Framework: Principal = [ ] Quality Department SET Career Framework: Senior = [ ] Quality Department SET Career Framework: Staff @ [ ] Support Career Framework - [ ] Support Career Framework: Associate Support Engineer - [ ] Support Career Framework: Intermediate Support Engineer - [ ] Support Career Framework: Senior Support Engineer - [ ] Support Career Framework: Staff Support Engineer # [ ] Mentoring o [ ] Engineering Communication o [ ] Engineering Dashboarding and Metrics # [ ] Engineering Metrics Dashboards o [ ] Engineering Demo Process o [ ] Engineering Error Budgets # [ ] Engineering Error Budget Custom Targets # [ ] Engineering Error Budgets for Stage Groups o [ ] Engineering Fellow Shadow o [ ] Engineering Function Performance Indicators o [ ] Engineering Hiring o [ ] Engineering IC Leadership # [ ] Tech Lead at GitLab o [ ] Engineering Internships o [ ] Engineering Management # [ ] Engineering Management Career Development # [ ] Engineering Management Project Management # [ ] Engineering Manager Hiring # [ ] Group Retrospectives o [ ] Engineering Mentorship o [ ] Engineering OKRs o [ ] Engineering Projects o [ ] Engineering Secondments o [ ] Engineering Team Readmes # [ ] Amy Shiel README # [ ] Andras Horvath's README # [ ] Angela Piotrowski's README # [ ] Bartek Marnane's README # [ ] Ben King's README # [ ] Chris 'CK' README # [ ] Craig Miskell README # [ ] Cynthia 'Arty' Ng README # [ ] Daniel Diniz's README # [ ] Emily Chang's README # [ ] Isabel Sandin's README # [ ] Izzy Fee's Readme # [ ] James Lopes' README # [ ] Jane Gianoutsos' README # [ ] Juan Silva's README # [ ] Kamil Trzcinski's README # [ ] Lee Matos' README # [ ] Lyle Kozloff's README # [ ] Marin Jankovski's README # [ ] Mario Mora's README # [ ] Mark Nuzzo's README # [ ] Matt Nohr's README # [ ] Max Woolf's README # [ ] Michael Lunoe's README # [ ] Mike Dunninger's README # [ ] MikeL's README # [ ] Nick Veenhof's README # [ ] Phil Calder's README # [ ] README of Gabriel Yoachum # [ ] README of Katrin Leinweber # [ ] Rebecca Spainhower's README # [ ] Ronnie Alfaro's Readme # [ ] Savas Vedova's README # [ ] Sean Carroll's Readme # [ ] Simon Street's README # [ ] Thong Kuah's README # [ ] Tom McAtee's README # [ ] Wayne Haber's README o [ ] Engineering Workflow # [ ] Code Review Guidelines # [ ] Code Review Values # [ ] Iteration # [ ] Related Engineering Workflows # [ ] Release/Feature Determination Workflow o [ ] Expansion Development Department o [ ] Fast Boot o [ ] Frontend Group # [ ] Interview Metrics - Frontend # [ ] Skillsharing - Frontend o [ ] GitLab Plato HQ Mentoring Program o [ ] GitLab Repositories o [ ] Guide to Engineering Analytics Data o [ ] Guidelines for automation and access tokens o [ ] Incident o [ ] Infrastructure # [ ] Capacity Planning for GitLab Infrastructure # [ ] Career Development in the Infrastructure Department # [ ] Change Management # [ ] Core Platform Sub-department @ [ ] Core Platform:Data Stores Stage - [ ] Database Group = [ ] Container Registry on PostgreSQL = [ ] Database Group Activity Log = [ ] Database Group Stable Counterparts = [ ] Database Lexicon - terms and definitions relating to our database = [ ] Database Partitioning = [ ] Database Strategy = [ ] Multi-database Background migrations = [ ] Partitioning - Issue group search = [ ] PostgreSQL 11 sharding with foreign data wrappers and partitioning = [ ] PostgreSQL Upgrade Cadence = [ ] Sharding GitLab by top-level namespace = [ ] Sharding GitLab with CitusDB = [ ] Working with the GitLab.com database for developers = [ ] Workload analysis for GitLab.com - [ ] Database Help Workflow - [ ] Global Search Group = [ ] Advanced Global Search Rollout on GitLab.com = [ ] Global Search - JTBD - [ ] Reliability:Database Reliability Team = [ ] DBRE Escalation Process - [ ] Tenant Scale Group @ [ ] Core Platform:Systems Stage - [ ] Cloud Connector Group = [ ] Application Performance Group - 2020 Impact = [ ] Application Performance Group - Approach and Common Themes = [ ] Application Performance Group - Knowledge Sharing - [ ] Core Platform:Gitaly Team - [ ] Distribution = [ ] Distribution Team Demo = [ ] Distribution Team Infrastructure and Maintenance x [ ] Distribution Team Infrastructure and Maintenance - Build Machines x [ ] Distribution Team Infrastructure and Maintenance - dev.gitlab.org x [ ] Distribution Team Infrastructure: ARM x [ ] Distribution Team usage of dependencies.io = [ ] Distribution Team Merge Request Handling = [ ] Distribution Team Training = [ ] Distribution Team Triage = [ ] Distribution Team Workflow - [ ] Geo and Disaster Recovery = [ ] Geo and Disaster Recovery - Hierarchy of Agile Work Items = [ ] Geo and Disaster Recovery - Planning = [ ] Geo and Disaster Recovery - Retrospectives = [ ] Geo on staging.gitlab.com = [ ] Geo scheduled pipelines # [ ] Cost Management @ [ ] GCP CUD @ [ ] Group Cost Metrics @ [ ] How to Engage @ [ ] Infrafin @ [ ] Infrastructure Analyst Board @ [ ] Infrastructure Analyst Role @ [ ] Learning Resources - [ ] AWS - [ ] GCP @ [ ] P&L Allocation # [ ] Database @ [ ] Database: Disaster Recovery # [ ] Emergency Change Processes for GitLab SaaS # [ ] Engineering Productivity team @ [ ] Direction - GDK @ [ ] Engineering productivity Project Management @ [ ] Flaky tests Primer @ [ ] Issue Triage @ [ ] Triage Operations - [ ] Issue Triage Onboarding @ [ ] Wider Community Merge Request Triage @ [ ] Workflow Automation # [ ] Incident Management @ [ ] Incident Manager On Call onboarding # [ ] Incident Review # [ ] Infrastructure Department Frequently Asked Questions # [ ] Infrastructure Department Performance Indicators # [ ] Infrastructure Department Projects # [ ] Infrastructure Environments @ [ ] Environments Canary Stage @ [ ] Staging Ref environment # [ ] Infrastructure Feature Support # [ ] Infrastructure OKRs # [ ] Infrastructure Product Management # [ ] Library @ [ ] @ [ ] Blueprint: Postgres database bloat analysis @ [ ] Blueprint: Postgres query optimization bot to boost backend development process @ [ ] Blueprint: PostgreSQL backups for GitLab.com. The current state and proposed improvements @ [ ] Blueprint: Postgresql Upgrade @ [ ] Blueprint: Working in CE and EE codebases @ [ ] Canary @ [ ] Chef Automation @ [ ] CI/CD Service on GitLab.com @ [ ] CICD Pipeline for GitLab.com @ [ ] DBRE Roadmap @ [ ] Deltas: Self-Managed and GitLab.com @ [ ] Deployer @ [ ] Design :: Ephemeral Environments @ [ ] Design :: Kubernetes Clusters Designations @ [ ] Design :: Kubernetes Configuration @ [ ] Design :: Kubernetes Traffic Transition @ [ ] Design :: Snowplow @ [ ] Design :: Vault @ [ ] Disaster Recovery @ [ ] Dogfooding CI/CD @ [ ] GitLab Engineering Workflows @ [ ] GitLab Service Inventory Catalog (gSIC) @ [ ] Infrastructure Git Workflow @ [ ] Infrastructure Planning @ [ ] Joe, a Postgres query optimization bot @ [ ] Library: GitLab Releases @ [ ] Library: GitLab Security Releases @ [ ] Merging CE and EE codebases @ [ ] OKRs @ [ ] OKRs @ [ ] PostgreSQL High Availability Solution @ [ ] PostgreSQL Upgrade - Design @ [ ] Scheduled daily deployments on GitLab.com environments @ [ ] Search - [ ] ElasticSearch = [ ] Blueprint :: [Elasticsearch integration for one namespace] = [ ] Design :: [Elasticsearch integration for one namespace] @ [ ] Security Release Development on GitLab.com @ [ ] Self-service for Redirects on about.gitlab.com @ [ ] Service Levels and Error Budgets @ [ ] SRE - [ ] SRE Org in 2019 @ [ ] Stable Counterparts @ [ ] Storage - [ ] Block Storage = [ ] Design :: Eliminate Shared File Server = [ ] Design: Storage Nodes x [ ] ZFS for Repository Storage Nodes @ [ ] Terraform Automation @ [ ] Testing Environment @ [ ] Workflow @ [ ] ZFS Filesystem @ [ ] ZFS for Repository Storage Nodes # [ ] Network Security Management Procedure # [ ] Production @ [ ] Production Architecture - [ ] CI Service Architecture - [ ] Disaster Recovery Architecture - [ ] Supporting Architecture @ [ ] Production Readiness Review # [ ] Release Tools # [ ] Service Maturity Model # [ ] Service Ownership # [ ] Team @ [ ] Delivery Group - [ ] Delivery Team Metrics - [ ] Delivery Team Training - [ ] Engineering Manager, Delivery @ [ ] Distinguished Engineer, Infrastructure - Andrew Newdigate @ [ ] GitLab Dedicated Group - [ ] GitLab Dedicated Architecture = [ ] From Dedicated to Cells: A Technical Analysis - [ ] GitLab Dedicated SLAs - [ ] Switchboard team - [ ] US Public Sector Services team @ [ ] Production Engineering Foundations Team @ [ ] Reliability:Ops Team - [ ] On-call handover - [ ] SRE Onboarding @ [ ] Scalability Group - [ ] Scalability:Observability Team = [ ] Capacity Planning = [ ] Error Budgets = [ ] Tamland: Development - [ ] Scalability:Practices Team # [ ] Technical Program Management Team # [ ] Test Platform Sub-Department @ [ ] Bug Prioritization @ [ ] Debugging Failing Tests and Test Pipelines @ [ ] GitLab Data Seeder (GDS) @ [ ] Performance and Scalability @ [ ] Quad Planning @ [ ] Quality Engineering Learning Resources @ [ ] Quality Engineering Tips and Tricks @ [ ] Reliable tests @ [ ] Risk Mapping @ [ ] Self-Managed Excellence @ [ ] Self-Managed Platform team - [ ] Test Platform in Distribution group @ [ ] Test and Tools Infrastructure Team @ [ ] Test Coverage @ [ ] Test Engineering @ [ ] Test Engineering team @ [ ] Test execution reports @ [ ] Test Platform On-call Rotation @ [ ] Test Platform Onboarding @ [ ] Test Platform Project Management @ [ ] Test Platform Roadmap # [ ] The Infrastructure Platforms Section @ [ ] Infrastructure Platforms Tools Index - [ ] Runway @ [ ] Pages under infrastructure/team/reliability/ have been deleted or moved to infrastructure/team / @ [ ] The Infrastructure SaaS Platforms Hiring Process @ [ ] The Infrastructure SaaS Platforms Project Management o [ ] Infrastructure and Quality department o [ ] Monitoring of GitLab.com # [ ] Staging Monitoring o [ ] Open Source at GitLab # [ ] Open Source Growth Strategy o [ ] Performance o [ ] Quality Department # [ ] Engineering Analytics Team o [ ] R&D Tax Credits o [ ] Recognition in Engineering o [ ] Releases # [ ] Backports # [ ] Security Releases o [ ] Root Cause Analysis o [ ] Starting new teams o [ ] Volunteer Coaches for URGs + [ ] Entity-Specific Information o [ ] GitLab GmbH (Germany) information & benefits + [ ] Equity Compensation + [ ] Executive Business Administrators o [ ] CEO Scheduling & Preferences o [ ] E-Group Scheduling o [ ] VP Scheduling + [ ] Finance o [ ] Accounting and Reporting # [ ] Accounting Prepaid Automation Process # [ ] Financial Operations @ [ ] Accounts Receivable @ [ ] Billing Operations - [ ] Zuora Billing Tech Stack Guide @ [ ] Billing Operations, GPO @ [ ] NetSuite Tech Stack Guide @ [ ] Revenue Accounting - [ ] Zuora Revenue Tech Stack Guide o [ ] Accounts Payable # [ ] Coupa Tech Stack Guide # [ ] Navan Expense Tech Stack Guide # [ ] Navan Physical Card # [ ] Virtual Card Guide for Accounts Payable o [ ] Authorization Matrix o [ ] Committee Composition o [ ] Finance Growth and Development # [ ] # [ ] CFO Shadow Program # [ ] Finance Learning and Development # [ ] Finance Learning and Development # [ ] Finance Mentorship Program # [ ] Under Construction - FinBT Mentorship Program o [ ] Finance Team Performance Indicators o [ ] Financial Planning & Analysis # [ ] Adaptive Insights # [ ] Corporate FP&A # [ ] FP&A Definitions # [ ] FP&A Metrics # [ ] FP&A Processes # [ ] FP&A Team Structure # [ ] G&A Finance # [ ] Headcount Metrics and Processes # [ ] Marketing Finance # [ ] R&D Finance # [ ] Sales Finance @ [ ] GTM Analytics Hub o [ ] GitLab Finance Team READMEs o [ ] Global Travel and Expense Policy o [ ] Investor Relations o [ ] Payroll o [ ] Sales Compensation Plan o [ ] The GitLab Procurement Team # [ ] Charitable Contribution Requests # [ ] Coupa FAQ # [ ] External Consultant Orientation & Access Deprovisioning # [ ] Field Marketing and Events # [ ] Home Office Equipment and Supplies # [ ] Individual Use Software # [ ] Non-Cost related Agreements # [ ] Tips for Submitting a Zip Request # [ ] Vendor Guidelines @ [ ] Legacy Vendor Terms and Conditions v1 @ [ ] Vendor Terms and Conditions # [ ] Virtual Cards o [ ] Timekeeping Policies and Procedures # [ ] Timekeeping Frequently Asked Questions + [ ] GitLab Alliances Handbook o [ ] o [ ] o [ ] GitLab Integration Instructions + [ ] GitLab Channel Partner Program o [ ] Channel Partner Tools and Resources o [ ] Channel Partners: Working with GitLab o [ ] Developing your GitLab Practice # [ ] Channel Services Catalog o [ ] GitLab Channel Program Guide # [ ] Marketing Development Funds o [ ] GitLab Partner Champions Program o [ ] Partner Support o [ ] Partner Technical Presales Enablement # [ ] Channel Partner Migration Services o [ ] Partner Training, Accreditations, and Enablement + [ ] GitLab Communication o [ ] Ally Resources o [ ] Ask Me Anything o [ ] Confidentiality levels o [ ] Deep Dives o [ ] GitLab Communication -- Zoom # [ ] GitLab Webinars on Zoom o [ ] GitLab Communication Chat o [ ] GitLab Video Playbook o [ ] Power of the Pause o [ ] Top Misused Terms - GitLab Communication + [ ] GitLab General Questions + [ ] GitLab Glossary + [ ] GitLab Positioning FAQs + [ ] GitLab's Guide to Total Rewards o [ ] Benefits # [ ] COVID-19 # [ ] General & Entity Specific Benefits & Information @ [ ] Financial Wellness @ [ ] GitLab BV (Belgium) Benefits @ [ ] GitLab BV (Finland) Benefits @ [ ] GitLab BV (Netherlands) Benefits @ [ ] GitLab Canada Corp @ [ ] GitLab France S.A.S. @ [ ] GitLab GK (Japan) Benefits @ [ ] GitLab Inc (US) Benefits - [ ] Total Rewards Processes & Audits for US benefits @ [ ] GitLab Ireland Ltd @ [ ] GitLab Korea Limited Benefits @ [ ] GitLab LTD (UK) Benefits @ [ ] GitLab Singapore Pte Ltd @ [ ] Global Upside Benefits @ [ ] Growth and Development Fund - [ ] Growth and Development Benefit - [ ] Growth and Development Fund - Managers Guide - [ ] Tax Impacts of Different Growth & Development Benefits @ [ ] Papaya-Global @ [ ] PTY LTD Benefits @ [ ] Remote.com # [ ] Global Benefits Survey # [ ] Leave of Absence Tool Kit for Managers and Team Members # [ ] Modern Health o [ ] Compensation # [ ] Annual Compensation Review Cycle @ [ ] Compensation Review Cycle Inputs # [ ] The Compensation Calculator @ [ ] Compensation Calculator + [ ] Handbook Markdown Guide + [ ] Handbook Style Guide + [ ] Hiring & Talent Acquisition Handbook o [ ] Candidate Handbook Page # [ ] Recruitment Privacy Policy o [ ] Conducting a GitLab Interview o [ ] Emerging Talent @ GitLab o [ ] GitLab talent ambassador o [ ] Greenhouse o [ ] Guide o [ ] Interviewer Prep Requirements # [ ] Interviewing at GitLab - Customer Support # [ ] Interviewing at GitLab - Infrastructure # [ ] Panel Interviews # [ ] Technical Interviews o [ ] Job Families o [ ] Prelude o [ ] Referral Operations o [ ] Referral Process o [ ] Sourcing o [ ] Talent Acquisition Alignment o [ ] Talent Acquisition Meeting Cadence o [ ] Talent Acquisition Process Framework # [ ] Candidate Experience Specialist Responsibilities # [ ] Evergreen Requisitions # [ ] Executive Search # [ ] GitLab Talent Acquisition Process Framework for Talent Pools # [ ] Internal Hiring Process # [ ] Talent Acquisition Job Offer Process # [ ] Talent Acquisition Process - Acquisitions # [ ] Talent Acquisition Process - Candidate Experience Specialist Contract Processes # [ ] Talent Acquisition Process - Hiring Manager Tasks # [ ] Talent Acquisition Process Framework for Creating REQs # [ ] Talent Acquisition Process Framework for REQs # [ ] Triad Process + [ ] How to create a directory + [ ] Incentives at GitLab + [ ] Infrastructure Standards o [ ] Infrastructure Helpdesk and Support o [ ] Infrastructure Labels and Tags o [ ] Infrastructure Standards - Policies o [ ] Infrastructure Standards - Realms # [ ] Engineering Infrastructure Realm @ [ ] Engineering Infrastructure Realm Labels and Tags # [ ] GitLab.com SaaS Realm @ [ ] GitLab.com SaaS Realm Labels and Tags # [ ] Infrastructure Shared Services Realm @ [ ] Infrastructure Shared Services Realm Labels and Tags # [ ] IT Realm @ [ ] IT Realm Labels and Tags # [ ] Sandbox Cloud Realm @ [ ] Sandbox Realm Labels and Tags # [ ] Security Realm @ [ ] Security Realm Labels and Tags o [ ] Infrastructure Standards - Tutorials # [ ] Infrastructure Groups Tutorials @ [ ] Infrastructure Standards - Tutorials - Group Access Request # [ ] Infrastructure Realm Tutorials @ [ ] Infrastructure Standards - Tutorials - Realm Creation Request + [ ] Integrator + [ ] IT Business Technology o [ ] Business Continuity Plan o [ ] Business Technology - Tech Stack Details o [ ] Data Team # [ ] Data Catalog @ [ ] # [ ] Data Development # [ ] Data Quality # [ ] Data Team - How We Work @ [ ] Data Team - Planning Drumbeat @ [ ] Data Team Calendar - Meetings @ [ ] Data Triage Guide @ [ ] dbt Change Workflow @ [ ] Merge Request Roles and Responsibilities @ [ ] New Data Source # [ ] Data Team Data Management Page # [ ] Data Team Direction @ [ ] Self-Service Data # [ ] Data Team Learning and Resources # [ ] Data Team Organization @ [ ] Data Analytics Handbook @ [ ] Data Platform Handbook @ [ ] Data Science Handbook - [ ] Data Science Project Development Approach @ [ ] Data Team Internships # [ ] Data Team Platform @ [ ] Data Infrastructure @ [ ] Data pipelines @ [ ] Data Team CI Jobs @ [ ] dbt Guide @ [ ] Enterprise Data Warehouse @ [ ] Getting Started With CI/CD for Data Science Pipelines @ [ ] Jupyter Guide @ [ ] Monte Carlo Guide @ [ ] Permifrost @ [ ] Python Guide @ [ ] Python/Tools package management and inventory @ [ ] RStudio Guide @ [ ] SAFE Data Guide @ [ ] Snowflake Guide @ [ ] Snowplow @ [ ] SQL Style Guide @ [ ] Tableau - [ ] Handbook Embedding Demonstration Page - [ ] Reporting Data Catalog - [ ] Tableau - [ ] Tableau Developer Guide @ [ ] Tableau Style Guide # [ ] Data Team Programs @ [ ] Data For Product Managers # [ ] Data Team Services # [ ] Enterprise Data & Insights Team Operating Principles # [ ] Functional Analytics Center of Excellence # [ ] GitLab Experimentation Best Practices o [ ] End User Services # [ ] GitLab IT 101 # [ ] GitLab Laptop Management @ [ ] Access Requests (AR) - [ ] Access Requests (AR) FAQs @ [ ] Endpoint Detection and Response at GitLab @ [ ] Google Chrome Enterprise Management # [ ] How To Use Gmail Delegate # [ ] How To Use Google Calendar Delegate # [ ] How To Use Google Drive Sharing o [ ] Enterprise Applications Team # [ ] Enterprise Application Guides @ [ ] Coupa End Users Guide @ [ ] Coupa End Users Quick Guide @ [ ] Coupa Prepaid Automation Process @ [ ] Coupa Supplier Management @ [ ] Coupa Virtual Card Guide @ [ ] Fiance Guides - [ ] Finance System Guides @ [ ] Navan Expense End Users Guide @ [ ] NS Custom Field guide @ [ ] Product Catalog Guide @ [ ] Zip End Users Guide @ [ ] Zuora - Enterprise Application Guides @ [ ] Zuora Collect module # [ ] Enterprise Applications Integrations # [ ] Finance Systems # [ ] Finance Systems Access Requests # [ ] How We Work # [ ] Quote to Cash Documentation @ [ ] Quote to Cash Entity Relationship Diagrams @ [ ] Troubleshooting: True Ups, Licenses + EULAs # [ ] Tools @ [ ] Postman o [ ] Information Technology (IT) Department # [ ] IT Compliance Team # [ ] Nira @ [ ] Nira Guide # [ ] Nordlayer o [ ] Infrastructure Reference Links o [ ] IT Program Management Office # [ ] Governance and IT Program Management o [ ] IT Security and Compliance o [ ] Okta # [ ] Okta FAQs o [ ] Rolly o [ ] Tech Stack Applications o [ ] Tech Stack Guide Reference + [ ] IT Engineering - Development o [ ] IT Engineering Development Direction + [ ] Journeys + [ ] Labor and Employment Notices o [ ] Offboarding Documents & Notices + [ ] Leadership o [ ] 1-1 # [ ] Suggested 1:1 Agenda and Daily Standup Format o [ ] Biggest Tailwinds o [ ] Book clubs o [ ] Building Trust at GitLab o [ ] Coaching o [ ] Compensation Review Conversations o [ ] Crucial Conversations o [ ] Effective Delegation o [ ] Emotional Intelligence # [ ] Psychological Safety # [ ] Psychological Safety Short Course # [ ] Understanding SOCIAL STYLES o [ ] GitLab Onsites - Getting your team together in person o [ ] High Output Management o [ ] Identifying & Addressing Burnout o [ ] Making Decisions o [ ] Managing Conflict # [ ] Leading through Adversity o [ ] No Matrix Organization o [ ] Skip Level Meetings - Overview o [ ] Underperformance o [ ] Workforce Planning + [ ] Legal & Corporate Affairs o [ ] Agile Planning Terms o [ ] AI Functionality Terms o [ ] AI Functionality Terms V1 o [ ] Anti-Corruption Policy o [ ] Anti-Fraud Policy o [ ] Anti-Retaliation Policy o [ ] CCPA Reporting Metrics o [ ] Code of Business Conduct & Ethics o [ ] Commercial Legal o [ ] Corporate Communications Policy o [ ] Corporate Legal o [ ] DMCA Policy o [ ] Employment Law at GitLab o [ ] ESG # [ ] ESG Training o [ ] External Materials Compliance Checklist o [ ] Fulfillment Reseller Flow-Through Terms o [ ] GitLab Acceptable Use Policy o [ ] GitLab API Terms of Use o [ ] GitLab Data Processing Addendum and Standard Contractual Clauses o [ ] GitLab for Education Program Agreement o [ ] GitLab for Open Source Program Agreement o [ ] GitLab Inc. Philanthropy Policy o [ ] GitLab Legal Team READMEs # [ ] Joel Fluss' README # [ ] Julie Braughler's README # [ ] Miguel Silva's README # [ ] Rashmi Chachra's README # [ ] Rob Nalen's README # [ ] Stacy's readme o [ ] GitLab Modern Slavery Act Transparency Statement o [ ] GitLab Privacy # [ ] Customer Product Usage Information # [ ] Data Protection Impact Assessment (DPIA) # [ ] Data Protection Impact Assessment (DPIA) Policy # [ ] Employee Privacy Policy # [ ] Guidelines for Law Enforcement Requests # [ ] Privacy Laws and GitLab # [ ] U.S. State Privacy Rights and Disclosures o [ ] GitLab Professional Services Agreement o [ ] GitLab Related Party Transactions Policy o [ ] GitLab SAFE Framework o [ ] GitLab Subscription Agreement o [ ] GitLab Testing Agreement o [ ] GitLab Testing Agreement v1 o [ ] GitLab Testing Agreement v2 o [ ] GitLab's Ethics and Compliance Program # [ ] GitLab AI Ethics Principles for Product Development o [ ] Guidelines for Use of Third-party IP in External Materials o [ ] Guidelines on public discussion of competitor product features o [ ] Legacy Terms and Agreements # [ ] Legacy v1: GitLab Open Source Program Agreement # [ ] Legacy v1: GitLab Professional Services Agreement # [ ] LEGACY: GitLab Subscription Agreement # [ ] LEGACY: GitLab Subscription Agreement V3 # [ ] LEGACY: GitLab Subscription Agreement V4 # [ ] LEGACY: Privacy Statement o [ ] Legal Issue Tracker Workflows o [ ] Legal Operations # [ ] NAVEX Compliance Courses o [ ] Marketing Guide: Collaborating with GitLab Legal o [ ] Materials Legal Review Process o [ ] Non-Disclosure Agreement Process o [ ] Partner Code of Ethics o [ ] Patents o [ ] Policies # [ ] GitLab Website Terms of Use # [ ] Policies related to Gifts and Contributions # [ ] Use of Third-party Trademarks in GitLab o [ ] Procurement Guide: Collaborating with GitLab Legal o [ ] Product o [ ] Publicity Waiver and Release Guidelines and Process o [ ] Record Retention Policy o [ ] Reseller Agreement o [ ] Risk Management and Dispute Resolution o [ ] Sales Guide | Collaborating with GitLab Legal o [ ] Technology Partner Agreement o [ ] Trade Compliance o [ ] Trademarks Training Materials o [ ] Uploading Executed Contracts to ContractWorks o [ ] UX Research Pilot Program for Promotional Games o [ ] UX Research Team Promotional Rules o [ ] Vendor Data Processing Addendum o [ ] Whistleblowing at GitLab + [ ] Marketing o [ ] # [ ] # [ ] Inbound @ [ ] BDR Onboarding Checklist # [ ] Sales Development Onboarding # [ ] Sales Development Tools and Manager Resources # [ ] Tanuki Tech o [ ] Account Based Marketing o [ ] Blog Handbook # [ ] Blog dashboard # [ ] Git Guide for Blog Contributors # [ ] GitLab Release Posts @ [ ] Manual Release Post Kickoff @ [ ] Release Post Scheduling o [ ] Brand and Product Marketing # [ ] Brand @ [ ] Brand Activation Handbook - [ ] Brand Resources - [ ] Trademark Guidelines @ [ ] Brand Strategy team @ [ ] GitLab swag program @ [ ] The GitLab Content Style Guide # [ ] Brand Creative Handbook # [ ] GitLab Content Strategy & Ops @ [ ] Blog style guide @ [ ] Content Marketing @ [ ] Digital Production - [ ] Digital Production Editing Software and Equipment List = [ ] Digital Production Equipment List: Equipment Use and Operation = [ ] Digital Production Equipment List: Video Lights = [ ] Setup x [ ] Digital Production Setup: Desk x [ ] Digital Production Setup: Greenscreen - [ ] GitLab TV = [ ] GitLab.tv All-Remote Channel Playbook = [ ] GitLab.tv Community Video Playbook - [ ] GitLab.tv Events Channel Playbook # [ ] Product and Solution Marketing @ [ ] 2019 DevOps Dozen - [ ] 2019 DevOps Dozen - Best DevOps Solution Provider Executive: Sid Sijbrandij - [ ] 2019 DevOps Dozen - Best DevOps Solution Provider: GitLab @ [ ] Analyst Relations - [ ] Analyst Resources for SDR and Sales Enablement Topics - [ ] Forrester Total Economic Impact(tm) (TEI) Study Commissioned By GitLab, June 2020 - [ ] Industry Analyst Briefings at GitLab - [ ] Industry Analyst Relations Inquiry @ [ ] Competitive Intelligence - [ ] Application Security Market Analysis - [ ] CI/CD Tools Primer @ [ ] Customer Advocacy at GitLab - [ ] Customer Advisory Boards - [ ] Customer Advocacy: Sales Support - [ ] Customer case studies - [ ] Customer Events - [ ] Customer Insight Page - [ ] Customer Reference Program - External Nomination - [ ] Peer Review Management - [ ] Quarterly Customer References @ [ ] DEPRECATED-Demos - [ ] CI/CD Deep Dive Demo - [ ] Click Through Demos - [ ] Conference Booth Setup - [ ] Integration Demos - [ ] Plan to Monitor (p2m) Demo - [ ] Running Click-throughs off-line - [ ] Scaled Agile Framework and GitLab - [ ] Set up GitLab CE or EE on Azure Container Service - [ ] Set up GitLab CE or EE on Google Kubernetes Engine - [ ] Simulation demos @ [ ] DevOps tools @ [ ] Enablement - [ ] Cloud Native Ecosystem Sales Enablement - [ ] GitLab CI/CD for GitHub FAQ - [ ] GitLab Secure and Govern Integrations - WhiteSource - [ ] GitLab.com Subscriptions @ [ ] Enterprise IT Roles @ [ ] Getting Started with Agile/DevOps Metrics @ [ ] GitLab tiers @ [ ] GitLab tiers for sales assessment @ [ ] Hidden IT Groups - [ ] Build = [ ] Deliver Secure Applications = [ ] Improve Cycle Time = [ ] Modernize applications - [ ] Organize - [ ] Protect IT Group - [ ] Run - [ ] Test @ [ ] Market Insights @ [ ] Market Segmentation @ [ ] Market Strategy and Insights @ [ ] Peer Reviews @ [ ] Persona snippets - [ ] Buyer Personas = [ ] Alex Persona snippets = [ ] Casey Persona snippets = [ ] Dakota Persona snippets = [ ] Erin Persona snippets = [ ] Kennedy Persona snippets - [ ] User Personas = [ ] Cameron Persona snippets = [ ] Delaney Persona snippets = [ ] Devon Persona snippets = [ ] Parker Persona snippets = [ ] Rachel Persona snippets = [ ] Sacha Persona snippets = [ ] Sidney Persona snippets @ [ ] pmm inventory @ [ ] PMM Metrics @ [ ] Product and Solution Marketing Asset Inventory @ [ ] Product and Solution Marketing Metrics @ [ ] Product and Solution Marketing On-Boarding and Other How-to's - [ ] 101 - Creating Kubernetes cluster - [ ] 101 - No Tissues with Issues - [ ] 103 - Maintaining common slides across decks - [ ] 104 - Epic Templates - Repeatable sets of issues - [ ] 105 - Issue Automation - Keeping your issues squeaky clean - [ ] Keeping Yourself Informed - [ ] Product and Solution Marketing Group Conversations How-to - [ ] Product and Solution Marketing Project Management Overview @ [ ] Product Marketing Messaging @ [ ] Product Marketing Professional Development @ [ ] Product Marketing Team - [ ] Product Marketing Onboarding @ [ ] Product Release Updates @ [ ] Public Sector Go To Market @ [ ] QBR Support @ [ ] Reseller Marketing Kit @ [ ] Roles Personas - [ ] Buyer Personas - [ ] Day in the Life for the Security Operations Engineer persona @ [ ] Solutions Go-to-market - [ ] Auxiliary Solution Resource: Agile = [ ] Agile Message House Template = [ ] Usecase: Template - Keywords - [ ] Auxiliary Solution Resource: Continuous Delivery = [ ] Continuous Delivery Message House - [ ] Auxiliary Solution Resource: GitOps = [ ] GitOps Message House Template = [ ] Usecase: Template - Keywords - [ ] DevOps Solution Resource: Continuous Integration = [ ] CI Message House = [ ] Runner Message House - [ ] DevOps Solution Resource: DevOps Platform = [ ] DevOps Platform Message House - [ ] DevOps Solution Resource: DevSecOps = [ ] DevSecOps Message House - [ ] DevOps Solution Resource: Software Compliance - [ ] DevSecOps Solution Resource: Automated Software Delivery - [ ] Proposed Use Case - Incident Management - [ ] Proposed Usecase: Data Science = [ ] Data Science Usecase: Keywords = [ ] Data Science Usecase: Message House - [ ] Technical Marketing BOM Elements - [ ] Use case: GitLab + Google Cloud - [ ] Usecase: Artifact Management - [ ] Usecase: Template = [ ] Message House Template = [ ] Usecase: Template - Keywords - [ ] Wedge conversation: Source Code Management = [ ] Version Control & Collaboration Message House @ [ ] Travel Priorities o [ ] Chief Marketing Officer o [ ] CI/CD GTM Sales Plays # [ ] Sales Play: Upsell Premium to Ultimate # [ ] Upsell Premium to Ultimate message house # [ ] Upsell Premium to Ultimate sales play planner o [ ] CMO Shadow Program o [ ] Content contribution to the GitLab marketing website via Netlify CMS o [ ] Corporate Communications Handbook # [ ] Corporate Communications Resources and Trainings # [ ] GitLab Incident Communications Plan # [ ] GitLab Speakers Resources o [ ] Demand Generation # [ ] Demand Generation Campaigns Team @ [ ] Content in Campaigns @ [ ] Direct Mail @ [ ] Landing Page Creation o [ ] Developer Relations # [ ] Community Learning Pathway: Course Resources # [ ] Community Programs @ [ ] Beta Program @ [ ] Community Programs Workflows - [ ] GitLab for Education Program Workflows - [ ] GitLab for Open Source Program Workflows - [ ] GitLab for Startups Program Workflows @ [ ] Education Program @ [ ] Open Source Program @ [ ] Startups Program # [ ] Contributor Success Team @ [ ] Code Contributor Program Email templates @ [ ] Community pairing sessions @ [ ] Contributor Success Team - Code Contributor User Journey @ [ ] GitLab MVP Selection Process @ [ ] GitLab Nominations for Community Swag @ [ ] How to recognize organizations within the contributor ecosystem for GitLab @ [ ] Merge Request Coach Lifecycle @ [ ] Metrics & SiSense Dashboards @ [ ] Workflows for working with community contributions # [ ] Core Team # [ ] Developer Advocacy @ [ ] Community Newsletter @ [ ] Content workflows for Developer Advocates @ [ ] Developer Advocacy CFPs @ [ ] Developer Advocacy Community Response Process @ [ ] Developer Advocacy on Social Media @ [ ] Developer Advocacy Team Calendar @ [ ] Developer Advocacy Tools @ [ ] Developer Advocacy: Mentoring and Coaching @ [ ] Developer Advocate Team Workflow @ [ ] Hacker News @ [ ] Join the Speakers Bureau @ [ ] Learn Developer Advocacy @ [ ] Metrics Collection & Analysis @ [ ] OSS Contributions @ [ ] Projects @ [ ] Speaker Enablement @ [ ] Writing Successful Conference Proposals # [ ] Developer Relations - Content Effectiveness # [ ] Developer Relations Content Requests # [ ] Developer Relations Department Performance Indicators # [ ] Developer Relations Events # [ ] Developer Relations Program Management # [ ] Developer Relations workflow: UTM Tracking Strategy # [ ] Developer Relations Workflows and Tools @ [ ] Code of Conduct Enforcement @ [ ] Common Room workflows @ [ ] Community Discord workflow @ [ ] Developer Relations tools: Zapier @ [ ] Developer Relations workflow: Team Budgets @ [ ] Developer Relations Workflows: Content Review @ [ ] E-mail response workflow @ [ ] Forum workflow @ [ ] Reddit response workflow @ [ ] Stack Overflow: Tagged Questions and GitLab Collective Overview @ [ ] Swag: Process & FAQ @ [ ] Twitter response workflow @ [ ] Zendesk for GitLab Developer Relations # [ ] Developer Relations: Program Resources # [ ] Evangelist Program # [ ] GitLab Community Apps @ [ ] Campaign Manager # [ ] Leading Organizations # [ ] Strategic Plans @ [ ] Contributor Program Unification & Growth Plan # [ ] Technical Marketing @ [ ] GitLab.com logins for demos @ [ ] Guide to Working the Booth at Events @ [ ] How Tos - [ ] Adding CTAs to Learn@GitLab YouTube Videos - [ ] Autogenerating comparison infographics using Figma - [ ] Creating an AWS EKS cluster for a GitLab demo - [ ] Creating and Publishing Technical Marketing Demo Videos - [ ] Publish a video on YouTube @ [ ] Making Better Videos @ [ ] Technical Marketing Asset to Stakeholder Matrix @ [ ] Technical Marketing Content Library o [ ] Digital Experience Handbook # [ ] Accessibility # [ ] Analytics @ [ ] Google Lighthouse @ [ ] Tracking Web Events with Google Tag Manager # [ ] Buyer Experience Repository # [ ] CMS Support Plan # [ ] CMS Troubleshooting Playbook # [ ] Contentful CMS @ [ ] Contentful CMS Custom Pages @ [ ] Contentful CMS Solutions Pages @ [ ] Editing content in Contentful @ [ ] Known knowns & feature wishlist @ [ ] Partner Microsites # [ ] Conversion Group # [ ] Core Marketing Site Architecture Plan # [ ] Data Dictionary # [ ] Dex Bot # [ ] Digital definitions # [ ] Digital Experience Shadow Program # [ ] Digital Experience: Foundations Agenda # [ ] Engineering A/B tests # [ ] Engineering GitLab Product # [ ] Engineering Marketo # [ ] Figma Process # [ ] Globalization using Smartling # [ ] How to write description templates # [ ] Image Guidelines # [ ] Major League Hacking Fellows # [ ] Marketing Cookies # [ ] Marketing Site Approval Process # [ ] Marketing Site Handbook @ [ ] Core Web Vitals on about.gitlab.com @ [ ] Creating a LaunchDarkly test @ [ ] Reviewing merge requests # [ ] Marketo page template # [ ] Navigation Repository # [ ] OneTrust # [ ] OneTrust Cookie Consent Implementation o [ ] Field Marketing # [ ] Field Marketing Epics # [ ] Field Marketing Owned Virtual Events o [ ] FY22 Marketing Plan o [ ] FY23 Marketing Plan o [ ] GitLab Event Information # [ ] Event Requirements o [ ] GitLab Marketing Team READMEs # [ ] # [ ] Ashley Kramer README (Chief Marketing and Strategy Officer) # [ ] Carrie Maynard README (VP, Integrated Marketing) # [ ] Christine Lee README (Sr. Director Marketing Strategy & Analytics) # [ ] Dave Steer README (VP Product Marketing) # [ ] Jean-Baptiste Larramendy README (AVP, Sales Dev) # [ ] Laura Duggan's README # [ ] Lauren Barker's README # [ ] Michael Preuss README (Director, Digital Experience) # [ ] Nathan Dubord's README # [ ] Nikki Roth Silverberg README (Staff Marketing Operations Manager) # [ ] Salina Tran | Senior Marketing Operations Manager o [ ] Global Channel Marketing # [ ] Channel Marketing Epics @ [ ] Channel Marketing Menu of Services # [ ] Channel and Alliance Marketing o [ ] Growth Direction # [ ] Growth Stage @ [ ] Experimentation @ [ ] Growth Fast Boot September 2019 @ [ ] Growth:Acquisition Group @ [ ] Growth:Activation Group o [ ] Inbound Marketing Handbook # [ ] Search Marketing @ [ ] GitLab SEO strategy @ [ ] Marketing web analytics @ [ ] SEO Content Manual @ [ ] Sitebulb @ [ ] Testing for conversion at GitLab @ [ ] Website Health Resolution o [ ] Integrated Campaigns # [ ] [NAME] Campaign # [ ] CI/CD Campaign # [ ] DevSecOps 2.0 Campaign o [ ] Integrated Marketing # [ ] Corporate Event Marketing at GitLab # [ ] Digital Strategy @ [ ] Digital Strategy Management - [ ] Digital Marketing changes of note @ [ ] GitLab PMG Team @ [ ] Social Marketing Handbook - [ ] Open Social Media Strategies from GitLab - [ ] Social Advocacy Curator Program - [ ] Social Media Community Management - [ ] Social Media Project Management and Admin - [ ] Social Media Reporting - [ ] Team Member Social Media Advocacy o [ ] Intra-Department Learning: Marketing Functional Conversations o [ ] Lifecycle Marketing # [ ] Email Best Practices # [ ] Emails & Nurture Programs # [ ] Emails Processes # [ ] Verticurl Agency o [ ] Localization # [ ] Smartling (retired) o [ ] Marketing - Emergency Response o [ ] Marketing Analytics # [ ] # [ ] Allocadia # [ ] Marketing Dashboards @ [ ] TD Campaign Performance Dashboard # [ ] Marketing Metrics o [ ] Marketing Career Development - Overview # [ ] Contributor Success Career Framework @ [ ] Contributor Success Career Framework: Intermediate Fullstack Engineer @ [ ] Contributor Success Career Framework: Senior Fullstack Engineer @ [ ] Contributor Success Career Framework: Staff Fullstack Engineer # [ ] Marketing Career Development - Career Paths o [ ] Marketing Department Efficiency Working Group - FY24 o [ ] Marketing Operations # [ ] # [ ] 6sense # [ ] Adobe Marketo Measure (formerly known as Bizible) # [ ] Backblaze # [ ] Campaigns and Programs # [ ] Cognism # [ ] Deprecated - MailJet # [ ] Email Management @ [ ] Operational Email Sends # [ ] Hightouch # [ ] iconik # [ ] Impartner # [ ] Iterable # [ ] Lead Lifecycle Management # [ ] Learning Marketing Operations # [ ] List Imports # [ ] Litmus # [ ] Marketing Owned System Provisioning Instructions # [ ] Marketing Technology Tiering System # [ ] Marketo @ [ ] Marketo Interesting Moments @ [ ] Marketo Tech Stack Guide # [ ] Marketo program/campaign support # [ ] ON24 # [ ] Outreach # [ ] PathFactory @ [ ] Content Library @ [ ] PathFactory Analytics @ [ ] PathFactory for Sales # [ ] Qualified # [ ] Reachdesk # [ ] Rev # [ ] Ringlead # [ ] Self-Service List Imports # [ ] Terminus Email Experiences # [ ] Traction Lead Complete # [ ] Typeform # [ ] Vimeo # [ ] Workato - Draft # [ ] YouTube uses and access # [ ] zapier # [ ] Zoominfo o [ ] Marketing Performance Indicators o [ ] Marketing Project Management Guidelines # [ ] Epics project management guidelines # [ ] Issue and Kanban boards project management guidelines # [ ] Issues project management guidelines # [ ] Labels project management guidelines # [ ] Managing Commitment # [ ] Marketing Groups and Projects guidelines # [ ] Milestones project management guidelines o [ ] Marketing Strategy & Platforms o [ ] Marketing Team Processes - How We Work o [ ] Prescriptive Buyer Journeys o [ ] Sales Plays # [ ] Sales Play: Expand with Package # [ ] Sales Play: Infrastructure Automation with GitOps @ [ ] Sales Play: GitOps for First Order o [ ] SMB Marketing o [ ] Team Member Social Media Policy o [ ] User Engagement o [ ] UTM Strategy o [ ] Virtual Events # [ ] External Virtual Events # [ ] Self-Service Virtual Events # [ ] Webcasts @ [ ] Webex Webcasts + [ ] Okta Admin Onboarding + [ ] On-Call + [ ] Organizational Change Management + [ ] Paid Time Off at GitLab + [ ] People Group o [ ] 360 Feedback o [ ] Boundary Breakers o [ ] Contracts, Probation Periods & PIAA o [ ] Directly Responsible Individuals (DRI) o [ ] Employment Solutions - Overview o [ ] Engagement Concierge o [ ] Engagement, Employer Awards, and Organizational Health surveys o [ ] Frequently Requested o [ ] Gender and Sexual Orientation Identity Definitions and FAQ o [ ] GitLab Internal Acceptable Use Policy o [ ] GitLab Offboarding # [ ] GitLab Offboarding FAQ # [ ] GitLab Offboarding Standards o [ ] GitLab Onboarding # [ ] GitLab Onboarding Buddies # [ ] Merge Request Buddies # [ ] TaNewKi Tips o [ ] GitLab People Connect # [ ] Shadow Day Program o [ ] GiveLab Volunteer Initiatives o [ ] Guidance on Feedback o [ ] Incident Response o [ ] Learning & Development # [ ] Career Development and Mobility @ [ ] Career Development for Individual Contributors at GitLab @ [ ] Individual Growth Plan (IGP) Guide # [ ] Compliance Courses # [ ] Elevate Programs @ [ ] Elevate @ [ ] Elevate Applied @ [ ] Elevate+ - [ ] Elevate+ Participant Hub # [ ] GitLab 101 # [ ] GitLab 201 # [ ] Handbook-First Approach to Interactive Learning # [ ] Internship for Learning # [ ] Learning & Development Listening Tour # [ ] Learning Initiatives @ [ ] Communicate at GitLab: Slack Training @ [ ] Crucial Conversations Training at GitLab @ [ ] Learning Speaker Series @ [ ] Mini and Extended Challenges @ [ ] Past Learning Initiatives # [ ] Level Up @ [ ] Learning Evangelist Training @ [ ] Level Up Administration Guide # [ ] Manager Challenge @ [ ] Leadership Chats @ [ ] Manager Challenge Alumni # [ ] Mentoring at GitLab @ [ ] GitLab Company-Wide Mentorship Program # [ ] New to Leadership and Management # [ ] Our L&D Team # [ ] Self-Paced External Trainings # [ ] Transitioning to a manager role @ [ ] Building high performing teams # [ ] Values Group Discussions # [ ] Work with the Learning and Development Team o [ ] New Hires, Celebrations and Significant Life Events o [ ] Organizational Design Health and Capability Reviews o [ ] People Compliance at GitLab # [ ] People Compliance Reporting @ [ ] Affirmative Action Plan Information o [ ] People Connect Shadow Program o [ ] People Group o [ ] People Group Calendars # [ ] GitLab Team Member Calendar # [ ] Programs Calendar - People Managers o [ ] People Group Career Development o [ ] People Group Engineering # [ ] Career Mobility Automation Flow # [ ] Employment Issues # [ ] Greenhouse <> BambooHR sync # [ ] Miscellaneous # [ ] Nominator bot # [ ] Offboarding Automation Flow # [ ] Onboarding Automation Flow # [ ] People Connect bot # [ ] People Operations Internal Handbook # [ ] Slack # [ ] Team PTO Calendar o [ ] People Group Project Program o [ ] People Group READMEs # [ ] Cassiana Gudgenov's README o [ ] People Group Systems Architecture o [ ] People Group Tech Stack Guide o [ ] People Group Vision o [ ] People Operations Team # [ ] People Analytics @ [ ] Data Guide to People Data Analysis @ [ ] People Analytics Data Governance @ [ ] People Analytics Tableau Dashboard Overview # [ ] People Operations, Technology & Analytics Team Operating Principles o [ ] People Success Performance Indicators o [ ] Promotions and Transfers o [ ] Pronoun Guidance and Information o [ ] Relocation o [ ] Sales Diversity Inclusion & Belonging Initiatives o [ ] Talent Assessment o [ ] Talent brand # [ ] Content library - life at GitLab # [ ] People communications & team member engagement # [ ] Process for employer awards # [ ] Tracking reviews o [ ] Talent Development Program o [ ] Team Member Relations at GitLab o [ ] Visas o [ ] Workday Guide + [ ] People Policies o [ ] GitLab France S.A.S. Remote Work Charter o [ ] GitLab France S.A.S. Right to Disconnect Charter o [ ] GitLab Ireland Ltd Right to Disconnect Policy o [ ] Leave of Absence # [ ] United States Leave of Absence Policies o [ ] People Policies - GitLab Inc (USA) + [ ] Personal Data Requests + [ ] Product Development Budgeting Process + [ ] Product Development Flow o [ ] o [ ] Feature flags in development of GitLab o [ ] Product Development Flow Success Metrics + [ ] Product Handbook o [ ] Advantages of a single application # [ ] Data flow GitLab vs. multiple applications o [ ] AI-assisted features # [ ] AI Continuity Plan # [ ] UX maturity requirements for AI-assisted features o [ ] Analytics Instrumentation Guide # [ ] Our Commitment to Individual User Privacy in relation to Service Usage Data o [ ] Collaboration on shared feature and experience areas # [ ] Collaboration on merge requests experience # [ ] Collaboration on work items framework o [ ] Cross Functional Prioritization o [ ] Fulfillment Guide o [ ] GitLab the Product o [ ] Groups # [ ] Plan:Project Management o [ ] How the growth section works # [ ] Expansion o [ ] How to Engage with Product Management o [ ] Making Gifs o [ ] Personas # [ ] Organization Archetype o [ ] Pricing and Packaging # [ ] Pricing and Packaging - GitLab for Campuses o [ ] Product - Interpreting Release Dates o [ ] Product Data Insights # [ ] Crash Course for Product Stage Resources # [ ] dbt Cheat Sheet # [ ] Experimentation Design & Analysis # [ ] PDI Dashboards, Analysis, & Insights # [ ] Product Data Insights Data Models Cheat Sheet # [ ] Team Processes o [ ] Product Division OKRs # [ ] Previous Quarter OKR Timelines o [ ] Product Division Performance Indicators o [ ] Product Internship - Best Practices o [ ] Product Leadership o [ ] Product Management o [ ] Product Manager Responsibilities o [ ] Product Manager SAFE Guidance o [ ] Product Milestones o [ ] Product Operations o [ ] Product Principles o [ ] Product Processes # [ ] Aligning Work Items To Themes # [ ] Continuous Interviews # [ ] Customer Issues Prioritization Framework # [ ] Dogfooding for Product Managers # [ ] Product Launch Process # [ ] Product Management Operations @ [ ] Product Management Procedures - [ ] People Group for Product Management @ [ ] Product Team Board Meeting Prep o [ ] Product sections, stages, groups, and categories # [ ] Analytics Section # [ ] Features by Group # [ ] Verify Product Group o [ ] Secure and Govern Internship Program o [ ] The Product Manager Role at GitLab # [ ] Product Management CDF and Competencies # [ ] Product Management Learning and Development # [ ] Product Management Specialty Assignments o [ ] Tiering Strategy & Guidance for Product Managers o [ ] Use Cases o [ ] UX Department # [ ] Assessing Category Maturity @ [ ] Category Maturity - Competitor Comparison @ [ ] Category Maturity Scorecards # [ ] Competitor Evaluations # [ ] Design collaborator's playbook # [ ] Documenting research insights in Dovetail # [ ] GitLab Navigation # [ ] How to create a user persona # [ ] How we work @ [ ] Cross-stage design collaboration - [ ] Design Pods @ [ ] Figma provisioning and deprovisioning @ [ ] Product Design Pairs # [ ] Jobs to be Done at GitLab @ [ ] How we do JTBD research at GitLab (A Playbook) @ [ ] JTBD - Beyond the Playbook @ [ ] Validated GitLab JTBD Canvases and Opportunity Scores # [ ] Pajamas Design System @ [ ] Pajamas Design Review Process # [ ] Product Design @ [ ] Hiring Product Designers @ [ ] Product Design Manager Workflows @ [ ] UX Themes - [ ] UX Theme Workshops # [ ] Product Designer Workflow @ [ ] Merge Request Reviews - [ ] Merge Request Reviews # [ ] Qualtrics tips and tricks # [ ] Remote Design Sprint # [ ] Technical Writing @ [ ] Hiring Technical Writers @ [ ] Setting up a local environment @ [ ] Technical Writing Fundamentals - [ ] Editing content into different topic types @ [ ] Technical Writing workflows # [ ] Think Big & Think Small Meetings # [ ] UX Department Learning and Development @ [ ] GitLab-sponsored Tufts University Human Factors/Engineering Psychology Capstone Course # [ ] UX Department Performance Indicators @ [ ] Paid NPS @ [ ] System Usability Scale - [ ] System Usability Scale responder outreach # [ ] UX Group Strategy @ [ ] CI/CD UX Team @ [ ] Create UX Team @ [ ] Fulfillment UX Team @ [ ] Govern UX @ [ ] Plan UX Team @ [ ] Secure UX # [ ] UX Heuristics # [ ] UX Research at GitLab @ [ ] Analyzing and synthesizing user research data @ [ ] Analyzing survey verbatim @ [ ] Attending a research event @ [ ] Choosing a research methodology @ [ ] Collecting useful data @ [ ] Community contributions for Actionable Insights @ [ ] Comparative testing for navigation @ [ ] Creating a first click study in Qualtrics @ [ ] Creating and managing a research participant panel @ [ ] Defining goals, objectives, and hypotheses @ [ ] Diary studies @ [ ] Doing UX research in the AI space @ [ ] Evaluating navigation @ [ ] Facilitating user interviews @ [ ] Finding SaaS users @ [ ] First click testing for navigation @ [ ] Foundational research @ [ ] How the UX Research team operates at GitLab @ [ ] How to Conduct UX Research Workshops @ [ ] How to find existing research @ [ ] How to recruit UX Research participants - [ ] The Common Screener: an efficient way to screen for multiple studies - [ ] UX research recruiting email tips @ [ ] How to write an effective screener @ [ ] Interview Carousel - Becoming a better interviewer 15 minutes at a time @ [ ] Kano Survey for feature prioritization @ [ ] Longitudinal studies @ [ ] Mental modeling @ [ ] Preference testing @ [ ] Problem validation and methods @ [ ] Problem Validation research for single-stage-group initiatives @ [ ] Rapid Iterative Testing and Evaluation (RITE) @ [ ] Research insights @ [ ] Research prioritization @ [ ] Solution Validation and methods @ [ ] Strategic research at GitLab - [ ] GitLab Adoption Research Program @ [ ] Surveys - [ ] Common types of survey questions - [ ] Designing your survey - [ ] Piloting your survey - [ ] Sample sizes for surveys - [ ] Survey question scales @ [ ] Testing navigation: early Solution Validation @ [ ] Tracking actionable insights @ [ ] Tracking gold, silver, and bronze UX research projects @ [ ] Tracking research velocity @ [ ] Unmoderated usability testing @ [ ] Usability benchmarking @ [ ] Usability testing @ [ ] User story mapping @ [ ] Using quantitative data to find insights @ [ ] Using RITE to test navigation @ [ ] Using the UX Research Google Calendar @ [ ] UX Bash @ [ ] UX Cloud Sandbox @ [ ] UX Research growth and development @ [ ] UX Research shadowing @ [ ] UX Research tools/applications @ [ ] UX Researcher pairings @ [ ] When to conduct UX Research @ [ ] Writing a discussion guide for user interviews @ [ ] Writing a website usability testing script # [ ] UX Research Operations Coordination at GitLab @ [ ] Getting the word out about research insights @ [ ] How to fill in for a UX Research Operations Coordinator @ [ ] Non-Disclosure Agreements for UX Research @ [ ] Recruitment methods @ [ ] ReOps procurement best practices @ [ ] Research participation gratuities @ [ ] The IP Assignment and when to show it # [ ] UX Resources @ [ ] Data for Design Decisions @ [ ] Experimentation for the User Experience Team @ [ ] How to do UI Code Contributions @ [ ] Step by Step Guide to Make Code Changes # [ ] UX Scorecards # [ ] UX Showcase + [ ] Sales o [ ] Account Planning # [ ] Coaching Account Planning for ASMs o [ ] Associating emails to Salesforce o [ ] Best Practices for Building Value with Customers o [ ] Channel # [ ] Channel Programs Operations o [ ] Command of the Message # [ ] Command Plan # [ ] Demystifying the Metrics Conversation # [ ] Opportunity Consults # [ ] Proof Points o [ ] Commercial Sales # [ ] Commercial Sales Enablement @ [ ] Guide to the Required 7 # [ ] Commercial Sales Opportunity Stages # [ ] Global Digital SMB # [ ] Handover Scenarios & Process # [ ] Logging Activities - Best Practices # [ ] Mid-Market First Order # [ ] Renewals FAQ # [ ] SMB Account Executive @ [ ] SMB - Live Optimization Session o [ ] Commissions o [ ] Communicating with the Field # [ ] Field-FYI Slack Channel o [ ] CRO Career Development Day o [ ] Customer & Partner Fireside Chat o [ ] Enterprise Sales # [ ] Effective Discovery o [ ] FAQ from prospects o [ ] Field Communications # [ ] Field Alerts # [ ] Field Flash Newsletter @ [ ] Field Flash Newsletter - Edition 2020-04-02 @ [ ] Field Flash Newsletter - Edition 2020-05-05 @ [ ] Field Flash Newsletter - Edition 2020-06-05 @ [ ] Field Flash Newsletter - Edition 2020-07-07 @ [ ] Field Flash Newsletter - Edition 2020-08-06 @ [ ] Field Flash Newsletter - Edition 2020-09-01 @ [ ] Field Flash Newsletter - Edition 2020-10-08 @ [ ] Field Flash Newsletter - Edition 2020-11-02 @ [ ] Field Flash Newsletter - Edition 2020-12-07 @ [ ] Field Flash Newsletter - Edition 2021-01-06 @ [ ] Field Flash Newsletter - Edition 2021-02-01 @ [ ] Field Flash Newsletter - Edition 2021-03-01 @ [ ] Field Flash Newsletter - Edition 2021-04-06 @ [ ] Field Flash Newsletter - Edition 2021-05-03 @ [ ] Field Flash Newsletter - Edition 2021-06-07 @ [ ] Field Flash Newsletter - Edition 2021-07-06 @ [ ] Field Flash Newsletter - Edition 2021-08-02 # [ ] Field Update Tickers # [ ] GitLab Monthly Release Email to Sales # [ ] Highspot at GitLab o [ ] Field Manager Development Program o [ ] Field Operations # [ ] Business Operations - Salesforce Reference # [ ] Customer Success Operations @ [ ] CS Rep Account and Oppty Assignment Processes @ [ ] Customer Programs - [ ] Available Customer Programs - [ ] Customer Newsletter - [ ] Customer NPS/CSAT surveys - [ ] Customer Programs Content & Style Guide - [ ] Getting Help from Digital Customer Success Programs @ [ ] Gainsight Administration - [ ] Gainsight User Administration - [ ] Gainsight: Go-To-Market Technical Documentation @ [ ] Rattle Configuration and Maintenance @ [ ] Renewals Operations Team # [ ] Data Intelligence @ [ ] Data Governance # [ ] Field Enablement @ [ ] Executive Sponsorship Program @ [ ] Field Team Recognition Programs @ [ ] Sales Manager Best Practices # [ ] Field Operations Changelog # [ ] Field Operations Release Schedule # [ ] Go to Market @ [ ] Go to Market Rules of Engagement # [ ] Growth Resources # [ ] Partner Operations @ [ ] GitLab Sales FAQ - Selling with Partners @ [ ] Partner FAQ - Selling with GitLab # [ ] Sales Operations @ [ ] Deal Desk & Order Management KPI - Results @ [ ] Deal Desk Handbook @ [ ] LinkedIn Sales Insights @ [ ] Order Management Handbook @ [ ] PO Acceptance Criteria @ [ ] Sales Operations Go To Market - [ ] Learn How to Use Chorus.ai @ [ ] Sales Operations Owned Provisioning # [ ] Sales Order Processing # [ ] Sales Strategy and Analytics Handbook @ [ ] FY22 Field Planning @ [ ] Sales Analytics - [ ] Sales Strategy - Pipeline X-Ray Report - [ ] Sales Strategy - SAE Heatmap dashboard - [ ] Sales Strategy and Analytics - Pipeline Management Tools @ [ ] Sales Headcount @ [ ] Sales Strategy Projects # [ ] Sales Systems @ [ ] Dataloader Installation, Deletion, and Upgrade Instructions at GitLab @ [ ] Dynamic Quote Templates @ [ ] Go-To-Market Integrated Environments @ [ ] Go-To-Market Technical Documentation - [ ] Booking Metric Technical Documentation - [ ] Incent Technical Documentation @ [ ] License Utilization Salesforce App @ [ ] Salesforce Config @ [ ] Salesforce Tech Stack Guide o [ ] Field Team Meetings o [ ] GitLab Field QBRs o [ ] GitLab Sales Team READMEs # [ ] Francis Potter - Senior Pro Services Engineer # [ ] Noah Ing's README # [ ] Tim Poffenbarger's README o [ ] Idea to Production Demo # [ ] Set up your own test OpenShift Origin instance for the Idea to Production Demo o [ ] Inside Sales Department o [ ] Interview with an IT Agility Director o [ ] Manager Operating Rhythm # [ ] Channel Sales Manager Operating Rhythm # [ ] Enterprise Area Sales Manager Handbook # [ ] Mid Market Area Sales Manager Operating Rhythm # [ ] SMB Area Sales Manager Operating Rhythm o [ ] MEDDPPICC o [ ] Negotiate to Close o [ ] President's Club o [ ] Public Sector o [ ] Sales Assistance from Investors o [ ] Sales Discovery and Qualification Questions o [ ] Sales Forecasting o [ ] Sales Operating Procedures # [ ] Deal Closure # [ ] Engage & Educate the Customer # [ ] Facilitate The Opportunity # [ ] Retain and Expand o [ ] Sales Order Processing o [ ] Sales Processes # [ ] GitLab Version Check # [ ] Sales Process > Account Management o [ ] Sales Prospecting o [ ] Sales Quick Start # [ ] Graduating from Sales Onboarding # [ ] Sales & Customer Success Quick Start Learning Path @ [ ] Sales & Customer Success Onboarding Process # [ ] Sales Quick Start (SQS) Learning Objectives # [ ] Sales Quick Start (SQS) Workshop # [ ] Targeted Sales & Customer Success Roles for Sales Quick Start (SQS) o [ ] Sales Renewals Process Guide o [ ] Sales Revenue Programs o [ ] Sales Term Glossary # [ ] ARR in Practice o [ ] Sales Territories # [ ] LATAM Region Handbook # [ ] Sales Territories - Deprecating o [ ] Sales Training # [ ] Additional Resources for Sales Training # [ ] Customer Success Skills Exchange Sessions # [ ] Field Accreditation Program @ [ ] Field Accreditation: Customer Success Managers @ [ ] Field Accreditation: Solutions Architects @ [ ] Field Accreditation: Strategic Account Leaders # [ ] Field Enablement Spotlight: Continuous Education at GitLab @ [ ] Enablement - [ ] Collaborating with Community Programs # [ ] Field Functional Competencies # [ ] Product Certification for GitLab Field Team Members # [ ] Sales Kickoff @ [ ] Sales Kickoff 2020 @ [ ] Sales Kickoff 2021 @ [ ] Sales Kickoff 2022 @ [ ] Sales Kickoff 2023 @ [ ] Sales Kickoff Planning # [ ] Social Selling # [ ] Technical Questions for Sales o [ ] Self-Service at GitLab # [ ] Self-Service Data Team at GitLab o [ ] Territory Planning o [ ] The Customer-Ready Shadow Program o [ ] Tips for Selling GitLab or Partner Professional Services o [ ] Total Addressable Market o [ ] Understanding How Our Customers Use GitLab o [ ] Using Gainsight at GitLab # [ ] Using Gainsight within Sales + [ ] Security at GitLab o [ ] Access Management Policy o [ ] AI in Security Learning Group o [ ] Change Management Policy o [ ] Contributing to GitLab the Product as a Security Team Member o [ ] Controlled Document Procedure o [ ] Critical Projects o [ ] Engaging with Security o [ ] External Security Communications Procedure o [ ] GitLab Audit Logging Policy o [ ] GitLab Continuous Security Framework # [ ] GitLab CSF - Architecture activity o [ ] GitLab Cryptography Standard o [ ] GitLab Data Classification Standard o [ ] GitLab Password Guidelines o [ ] GitLab Password Standards o [ ] GitLab Projects Baseline Requirements o [ ] GitLab Security Resource Center o [ ] GitLab Security Secure Coding Training o [ ] GitLab Token Management Standard o [ ] gitleaks on your laptop o [ ] Google Cloud Security Best Practices o [ ] Identity and Access Management v3 # [ ] Identity Access Requests # [ ] Identity Approvals # [ ] Identity Architecture Boundaries # [ ] Identity Counterparts # [ ] Identity GitOps Architecture @ [ ] AWS Configuration Management @ [ ] GCP Configuration Management @ [ ] Okta Configuration Management # [ ] Identity Infrastructure Management # [ ] Identity Kingdoms and Tech Stack # [ ] Identity Platform @ [ ] Access Check (accesschk) @ [ ] Identity Platform CI/CD Auditlog Pipeline @ [ ] Identity Platform CI/CD Manifest Pipeline @ [ ] Identity Platform CI/CD Provisioning Pipeline - [ ] Identity Platform GitLab Provisioning - [ ] Identity Platform Google Provisioning - [ ] Identity Platform Okta Provisioning # [ ] Identity User Guide - Audit and Compliance # [ ] Identity User Guide - Change Management # [ ] Identity User Guide - Developers # [ ] Identity User Guide - Identity Operations # [ ] Identity User Guide - Incident Response # [ ] Identity User Guide - Managers # [ ] Identity User Guide - Offboarding Operations # [ ] Identity User Guide - Onboarding Operations # [ ] Identity User Guide - Policy Management # [ ] Identity User Guide - Team Members # [ ] Identity User Guide - Tech Stack Applications o [ ] Individual Development Plan o [ ] Information Security Management System o [ ] Information System Contingency Plan (ISCP) o [ ] Isolating your work notebook from other devices in your home network o [ ] Penetration Testing Policy o [ ] PGP Process o [ ] Physical Security Standard for Company Assets o [ ] Product Security # [ ] Application Security @ [ ] Application Security - Async Communication @ [ ] Application Security - Automation and Monitoring @ [ ] Application Security Review Process @ [ ] Application Security Runbooks - [ ] Application Security Engineer Handling priority::1/severity::1 Issues - [ ] Application Security Engineer Working With SIRT - [ ] AppSec Engineer's Local Setup - [ ] AppSec Frequently Asked Questions - [ ] AppSec Holiday and Friends and Family Day Coverage - [ ] AppSec Review Template Process - [ ] AppSec Threat Modeling Process - [ ] AppSec's Engagement Plan and Ways to Measure Usage of Secure Code Warrior - [ ] Bug Hunting Day Process - [ ] CVSS Calculation - [ ] Deciding which type of deployment is needed to fix a GitLab.com security issue - [ ] Federal AppSec Container Scan Result Review Process - [ ] FedRAMP Vulnerability Scanning and Triage Process - [ ] Gem review guidelines for AppSec engineers - [ ] General process for the application security team in security releases - [ ] HackerOne Process - [ ] Handling unintended vulnerability disclosures - [ ] How to handle upstream security patches - [ ] Investigating Package Hunter Findings - [ ] JiHu Contribution Merge Monitor Reports - [ ] Security Dashboard Review - [ ] Triage Rotation - [ ] Verifying Security Fixes @ [ ] Application Security Stable Counterparts @ [ ] Application Vulnerability Management Procedure @ [ ] GitLab Application Security Inventory @ [ ] Reproducible Vulnerabilities # [ ] Infrastructure Security Overview # [ ] Product Security Engineering o [ ] Providing assistance to GitLab.com customers during customer-based security incidents o [ ] Records Retention & Disposal o [ ] Responding to Ransomware o [ ] Root Cause Analysis for Critical Vulnerabilities o [ ] Security Architecture # [ ] Security Architecture review process # [ ] Zero Trust o [ ] Security Assurance # [ ] Control Health and Effectiveness Rating (CHER) Procedure # [ ] Field Security Team @ [ ] Annual Field Security Study @ [ ] AnswerBase Quality Guide @ [ ] Field Security Engagement in QBRs @ [ ] Field Security Observation and OFI Quality Guide @ [ ] Field Security Sales Training Program @ [ ] GitLab's Customer Assurance Activities @ [ ] Independent Security Assurance @ [ ] Knowledge Base @ [ ] Request for Information Process @ [ ] Security Evangelism @ [ ] Trust Center Guide # [ ] Governance and Field Security Team Charter # [ ] Observation Creation Procedure # [ ] Observation Remediation Procedure # [ ] Production Readiness: Compliance Assessment # [ ] Security and Technology Policies Management # [ ] Security Assurance - ZenGRC Activities # [ ] Security Compliance, Commercial Team Page @ [ ] Access Review Procedure @ [ ] AM.1.01 - Inventory Management Control Guidance @ [ ] Gap Analysis Program @ [ ] GCF Security Control Lifecycle @ [ ] GitLab Security Compliance Controls @ [ ] GitLab.com Security Certifications and Attestations @ [ ] TPM.1.01 - Third Party Assurance Review Control Guidance # [ ] Security Compliance, Dedicated Markets Team @ [ ] FedRAMP Vulnerability Deviation Request Procedure @ [ ] GitLab Dedicated Security Certifications, Attestations, and Initiatives @ [ ] GitLab FedRAMP Authorization Program @ [ ] Policy-as-code @ [ ] Software-Bill-of-Materials (SBOM) Maturity Model and Implementation Plan # [ ] Security Governance Program @ [ ] Phishing Program @ [ ] Security Assurance Automation @ [ ] Security Awareness Training Program @ [ ] Security Awareness Training Standard @ [ ] Security Training # [ ] Security Risk Team @ [ ] Security Operational Risk Management (StORM) Program & Procedures - [ ] Business Impact Analysis - [ ] Critical System Tiering Methodology @ [ ] Security Third Party Risk Management @ [ ] SOX CUEC Mapping Procedure # [ ] Security Terms Glossary # [ ] System Risk Scoring Procedure # [ ] Technical and Organizational Security Measures for GitLab Cloud Services # [ ] ZenGRC FAQ for Team Members o [ ] Security Awards Leaderboards # [ ] Security Awards Leaderboard FY21 # [ ] Security Awards Leaderboard FY22 # [ ] Security Awards Leaderboard FY24 o [ ] Security Change Management Procedure o [ ] Security Culture Committee o [ ] Security Department Gearing Ratios o [ ] Security Department Learning & Development o [ ] Security Department Performance Indicators o [ ] Security Division Ecosystem o [ ] Security Division Maturity Models o [ ] Security Internship o [ ] Security OKRs o [ ] Security Operations # [ ] Security Operations On-Call Guide # [ ] Security Incident Response Team - SIRT @ [ ] Security Incident Response Guide @ [ ] Security Incident Severity and Priority Matrix @ [ ] Security Incident Communications Plan @ [ ] Security Shadow: Security Operations @ [ ] Engaging the Security Engineer On-Call # [ ] Security Logging Overview @ [ ] Critical Logging Tiering Methodology # [ ] Trust & Safety Team @ [ ] Abuse on GitLab.com @ [ ] Intellectual property on gitlab.com @ [ ] Trust & Safety Team Frequently Asked Questions @ [ ] Trust & Safety, Do It Yourself o [ ] Security Planning # [ ] Security Requirements for Development and Deployment o [ ] Security READMEs # [ ] Byron's README # [ ] Joseph Longo README # [ ] Josh Lemos README # [ ] Julie Davila's README # [ ] Nick Malcolm's README # [ ] Philippe Lafoucriere README o [ ] Security Self Service Guides # [ ] Yubikey User Guide @ [ ] Yubikey Self-Service Purchasing Guide @ [ ] Yubikey WebAuthn 2FA User Guide - [ ] YubiKey User Guide for Android Mobile Devices - [ ] YubiKey User Guide for Apple iOS Mobile Devices - [ ] YubiKey User Guide for GitLab.com User Accounts - [ ] YubiKey User Guide for Google - [ ] YubiKey User Guide for Okta o [ ] Security Shadow Program o [ ] Security Shadow: Product Security o [ ] Security Shadow: Security Assurance o [ ] Security Threat Management # [ ] Identity Engineering Team # [ ] Red Team @ [ ] Purple Teaming at GitLab @ [ ] Red Team Rules of Engagement # [ ] Security Research # [ ] Vulnerability Management @ [ ] Encryption Policy @ [ ] Incident Response Guidance @ [ ] Infrastructure Vulnerability Management Procedure @ [ ] Vulnerability Management - Standard Issue Labels o [ ] Threat Assessment Group (TAG) o [ ] Threat Modeling # [ ] Threat Modeling HowTo o [ ] Transparency by Default o [ ] Women in Security o [ ] Working in Security + [ ] Spending Company Money + [ ] Support Team Handbook o [ ] Advanced Support Topics o [ ] Customer Support Department Performance Indicators o [ ] GitLab Support On-Call Guide o [ ] Gratis Support for Prospects o [ ] Licensing & Renewals # [ ] AMER Licensing & Renewals Team # [ ] Licensing & Renewals Glossary of Terms # [ ] Licensing & Renewals Workflows @ [ ] Automation Request @ [ ] AWS Marketplace license @ [ ] Billing, invoice and payments requests @ [ ] Communicating Licensing & Renewals Workflow Changes @ [ ] CustomersDot - [ ] Associating purchases with additional accounts - [ ] Customer Console - [ ] CustomerDot Account Related Problems - [ ] Mechanizer - [ ] Troubleshoot Errors While Making Purchases on CustomersDot @ [ ] Handling L&R Internal Requests @ [ ] Managing Product Issues @ [ ] Merging or splitting license/subscription requests @ [ ] Quarterly Subscription Reconciliations (QSR) @ [ ] Requests for documents or signatures from GitLab @ [ ] Self Managed - [ ] Cloud licensing and the support exemption process explained - [ ] Creating a license key - [ ] Creating a wider community license - [ ] Delivery of license files - [ ] GCP Marketplace license - [ ] Generating HackerOne Reporter Award Licenses - [ ] Generating NFR (Not For Resale) Licenses - [ ] Handling flagged licensing provisioning failures - [ ] Handling GitLab Dedicated License Requests - [ ] Handling multi-year subscriptions - [ ] Handling Opt Out of Services Usage Data request - [ ] Handling trials and extensions for GitLab Self-Managed - [ ] Sending licenses to a different email address - [ ] Troubleshooting and categorising license activation errors - [ ] Troubleshooting cloud licensing - [ ] Troubleshooting license purchase errors - [ ] Weekend Emergencies - Self-Managed License Request @ [ ] Software as a Service - [ ] Associating a subscription with a namespace & troubleshooting errors - [ ] Handling compute minutes - [ ] Handling trials, extensions and plan changes on GitLab.com @ [ ] Subscription and billing issues @ [ ] Supporting GitLab Community Programs @ [ ] Troubleshoot Errors While Making Purchases on GitLab.com @ [ ] Updating customer organization name @ [ ] Workflow for handling Plan/License Ticket Attention Requests @ [ ] Working with reseller related requests @ [ ] Working with Sales @ [ ] Zendesk L&R Ticket Form o [ ] Partnerships # [ ] Alliance Partner Support Guide # [ ] Alliance Partners # [ ] JiHu Partnership # [ ] Open Partners # [ ] Select Partners o [ ] Providing Excellent Customer Service o [ ] Readiness Team # [ ] Operations Team @ [ ] Division of Responsibilities @ [ ] Documentation - [ ] Calendly docs - [ ] Change Criticalities - [ ] Change Management = [ ] Sync Repos - [ ] GitLab Documentation = [ ] 1-1 issue generator = [ ] Account deletions = [ ] ADWR = [ ] Contact Management Projects = [ ] DEWR = [ ] gl-support-bot tokens = [ ] Suport Team page = [ ] Triage bot - [ ] Pagerduty docs = [ ] Change management = [ ] Escalation policies = [ ] Schedules = [ ] Services = [ ] Users - [ ] Policies and Processes = [ ] Audits = [ ] Contacting third parties = [ ] Enabling US Government Support = [ ] Gratis Support requests = [ ] Labels and issue boards = [ ] Project setup x [ ] .gitlab folder setup x [ ] Everything else x [ ] Form (internal) x [ ] Form (public) x [ ] Issue trackers x [ ] Processor (everyone) x [ ] Processor (US only) x [ ] Slack (everyone) x [ ] Slack (US only) x [ ] Zendesk Global with contributions x [ ] Zendesk Global without contributions x [ ] Zendesk US Government with contributions x [ ] Zendesk US Government without contributions = [ ] Team member licenses = [ ] Working issues and MRs = [ ] Working tickets = [ ] Zendesk maintenance - [ ] SFDC Docs - [ ] System Criticality - [ ] Zapier Documentation - [ ] Zendesk docs = [ ] Agent Workspace = [ ] Agents = [ ] API = [ ] Apps x [ ] Administration x [ ] Global Apps x [ ] US Gov Apps = [ ] Articles = [ ] Automations = [ ] Emails = [ ] End-users = [ ] Groups = [ ] Guide = [ ] Liquid language = [ ] Macros = [ ] Organization Fields = [ ] Organizations = [ ] Roles = [ ] Round Robin = [ ] Sandbox = [ ] Schedules = [ ] Searching = [ ] SLA policies = [ ] SSAT = [ ] Tags = [ ] Theme = [ ] Ticket Fields = [ ] Ticket Forms = [ ] Ticket Processor = [ ] Tickets = [ ] Triggers = [ ] User Association = [ ] User Fields = [ ] Views = [ ] Webhooks = [ ] ZD-SFDC sync = [ ] Zendesk Explore Dashboards and Reports Backup @ [ ] FAQs @ [ ] Recommended Setup o [ ] Requesting Gratis Support o [ ] Support Channels o [ ] Support Engineer Career Path o [ ] Support Engineer Resources # [ ] Staff Support Engineer # [ ] Support Engineering Mentorship o [ ] Support Engineer Responsibilities o [ ] Support Engineering Data Analysis Community o [ ] Support Global Groups # [ ] Branch Out Sessions # [ ] Bulk editing SGG values in Zendesk # [ ] Home Page for SGG Forest - for all Support Managers and SGG Team Members # [ ] Home Page for Support's Baobab Group # [ ] Home Page for Support's Ginkgo Group # [ ] Home Page for Support's Kapok Group # [ ] Home Page for Support's Maple Group # [ ] Home Page for Support's Pine Group # [ ] Support Global Groups - FAQ # [ ] Support Global Groups Training Plan o [ ] Support Learning & Training # [ ] Support Hybrid Learning Path Checkpoint # [ ] Support Onboarding Buddy # [ ] Transition training module to GitLab Learn o [ ] Support Liaisons o [ ] Support Managers # [ ] Areas of Focus Workgroup # [ ] Change Management in GitLab Support # [ ] Getting To Know Your Team Members # [ ] Metrics Analysis Workgroup @ [ ] Metrics Analysis - Hypothesis and Actions # [ ] Performance Management for Support Managers # [ ] Promoting a Support Engineer # [ ] Senior Support Leadership Sync # [ ] Support 1:1s # [ ] Support Engineering Manager Responsibilities # [ ] Support Hiring # [ ] Support Leadership Sync # [ ] Support Managers AMER # [ ] Support Team hazards and challenges o [ ] Support Stable Counterparts o [ ] Support Team APAC o [ ] Support Team Member Time Off o [ ] Support time off buddy system o [ ] Support Workflows # [ ] A Support Engineering Manager guide to account escalations # [ ] Abuse Report Review Request # [ ] Account Deletion & Data Access Requests - Introduction # [ ] Account Deletion & Data Access Requests - Workflows # [ ] Account Ownership Verification # [ ] AI Workflow # [ ] Assigned Support Engineer (ASE) Guide @ [ ] Emergency Workflow @ [ ] Introductory Meeting @ [ ] Onboarding a Customer @ [ ] Ticket Tsunami Workflow @ [ ] Working on ASE Tickets # [ ] BrowserStack # [ ] Calendly Setup for Support # [ ] ChatOps Commands for GitLab.com # [ ] CMOC Practice Events # [ ] Communication tips # [ ] Community Forum Workflows # [ ] Confirmation Emails # [ ] Converting a Support Emergency into an Account Escalation # [ ] Cost optimization of Cloud Services # [ ] Custom domain verification on GitLab.com # [ ] Customer calls # [ ] Debugging LDAP # [ ] DEPRECATED - Ensuring correct SLA and Zendesk views # [ ] Diagnose Errors on GitLab.com # [ ] DMCA Removal Requests # [ ] Emergency Exception Workflow # [ ] Enabling feature flags for projects or groups on GitLab.com # [ ] Feedback and Complaints # [ ] Fieldnote Issues # [ ] GitLab Dedicated Logs # [ ] GitLab Dedicated Observability and Monitoring (Grafana) # [ ] GitLab Dedicated Overview # [ ] GitLab Dedicated Switchboard Troubleshooting # [ ] GitLab Performance Tool (GPT) Quick Start # [ ] GitLab.com custom limits # [ ] GitLab.com Overview # [ ] Google Cloud Credit Troubleshooting # [ ] Handling Emotionally-Charged Tickets # [ ] Handling fiscal residency document (COR) requests # [ ] Handling Internal Requests # [ ] Handling Licensing & Subscription Requests # [ ] Handling Requests for More Premium Trial compute minutes # [ ] Handling Sales Information Requests # [ ] How to be a Support Manager On-call # [ ] How to create Support Team Meta OKR labels, for a new Fiscal Year # [ ] How to do a WIR Podcast # [ ] How to Get Help # [ ] How to Handle Product Offering Migration Tickets # [ ] How to Perform CMOC Duties # [ ] How to Perform Customer Emergencies Duties # [ ] How to Perform GitLab Dedicated CMOC Duties # [ ] How to Respond to Tickets # [ ] How to write workflows # [ ] Identifying the Cause of IP Blocks on GitLab.com # [ ] Improving Documentation # [ ] Investigate Blocked Pipeline # [ ] Investigate Commits # [ ] Jira with GitLab # [ ] Licensing & Subscription Workflows # [ ] Locked, Blocked and Banned Accounts # [ ] Log and audit requests # [ ] Looking up customer account details # [ ] Looking up customer technical details # [ ] Making Changes and Taking Actions on an Account # [ ] Marking tickets as spam in Zendesk # [ ] Mattermost # [ ] Name Squatting Policy # [ ] Obsolete Page - Was "Meeting FRT SLA" # [ ] OOO Ticket Management # [ ] Pairify # [ ] Patching an instance # [ ] Personal Data Removal Requests # [ ] Printing ticket thread without internal notes # [ ] Processing Signed Data Processing Addendums (DPAs) # [ ] Project Imports and Exports for Customers # [ ] Real Time Blocklist Delisting # [ ] Remove Validation # [ ] Removing Sensitive Information # [ ] Restoring Deleted Data Requests # [ ] SaaS Tier for Support Quick Reference # [ ] SaaS, Self-Managed and Dedicated Troubleshooting tables # [ ] Sales and Customer Success Escalations # [ ] Satisfaction (SSAT) review and responding (for Managers) # [ ] Scheduling Support Coverage for a Company-wide Event # [ ] Sending Notices # [ ] Sentry # [ ] Service Desk Troubleshooting # [ ] Setting ticket priority # [ ] Sidekiq support # [ ] Subpoenas, Court Orders and other requests for user information # [ ] Support Assisted Customer Requests # [ ] Support Team Knowledge Areas # [ ] Team Workflows @ [ ] Performance reviews @ [ ] Technical Interview Setup @ [ ] Weekly Support Team Call @ [ ] Working on a promotion # [ ] Testing Environment # [ ] Ticketing Style Guide # [ ] Tracking Incidents # [ ] Triaging Tickets # [ ] Troubleshooting GitLab Cloud Native chart deployments # [ ] Unbabel Translation in Zendesk # [ ] Upgrade Assistance workflow # [ ] Use of Admin Notes # [ ] Using Kibana # [ ] Very Breached Tickets o [ ] Working With GitLab Support # [ ] GitLab Support - Support Ticket Attention Requests (STAR) + [ ] TeamOps - Redefining Teamwork for the Modern Era o [ ] TeamOps Direction o [ ] TeamOps Growth o [ ] TeamOps Partners + [ ] The GitLab Tax Team + [ ] The Internal Audit Function o [ ] Sarbanes-Oxley (SOX) Program + [ ] Tools and tips o [ ] Editors and IDEs # [ ] emacs # [ ] GitLab Web IDE # [ ] Jetbrains IDEs @ [ ] Code Inspection - [ ] Why are there noinspection comments @ [ ] Common Jetbrains Setup and Configuration @ [ ] Individual IDEs - [ ] GoLand - [ ] RubyMine - [ ] Webstorm @ [ ] Licenses @ [ ] Tracked Jetbrains Issues # [ ] Sublime Text # [ ] vim # [ ] Visual Studio Code (VS Code) o [ ] git o [ ] Linux tools and tips o [ ] macOS tools and tips o [ ] Mermaid Layouts o [ ] Other apps o [ ] Personal VPN o [ ] RuboCop o [ ] Searching GitLab like a pro # [ ] Bookmark these GitLab keyword search paths o [ ] Slack o [ ] Zoom + [ ] Travel Safety and Security o [ ] Sponsored Travel View page source Edit this page Maintainers Sid SijbrandijSid Sijbrandij Stella TreasStella Treas On This Page * How to get started with async + What is asynchronous work? * Six major benefits of asynchronous working + 1. Asynchronous work provides autonomy, empowerment, and agency + 2. Asynchronous work increases efficiency and boosts productivity + 3. Asynchronous work is more inclusive + 4. Asynchronous work alleviates stress and supports mental health + 5. Asynchronous work encourages thoughtfulness and intentionality + 6. Asynchronous work bridges the knowledge gap * Guide to asynchronous communication + How does asynchronous communication work? o You can't do async communication without strong documentation o Using GitLab for remote collaboration + When to use asynchronous instead of synchronous communication o Why verbalize and write when you could just write? * How to implement asynchronous workflows + Ask, "Do different conversations require different modes of communication?" + Focus on iteration + Aim for progress, not perfection + Celebrate incremental improvements + Document accurately + Use the right tools + Minimize time zone bias * Best practices for asynchronous workers + Create mental space + Clear all messages daily/weekly + Communicate your work preferences + Communicating your async work days + Remove Slack from your phone + Be transparent on capacity + Remind people that async is more inclusive + Use accurate terms and identifiers * How to manage asynchronous meetings + When to start synchronously + When to start asynchronously + When to pivot from asynchronous to synchronous * Best practices for asynchronous meetings + Focus on the positives + Set KPI targets to track improvements due to asynchronous work + How to have an async 1:1 meeting + Retrospectives on meetings * Limitations and challenges of asynchronous communications + Evaluating efficiency + Client-facing roles + Time zones + Interviewing external candidates * Working async outside of your company * Async at GitLab + Examples of asynchronous integration on GitLab teams + Core behaviors/communications that should be async and structured + How to decline meetings in favor of async + Best practices, guidelines, and async feature set + Async survey data o Key learnings o GitLab experts advise on when to use sync vs async * GitLab Knowledge Assessment: Embracing Asynchronous Communication * Contribute your lessons 1. The Handbook 2. About GitLab 3. GitLab Culture 4. All Remote 5. How to embrace asynchronous communication for remote work How to embrace asynchronous communication for remote work Here is a complete guide to everything you need to know about how to work and communicate asynchronously in a remote work environment. Learn more! How to get started with async GitLab customer path illustration GitLab believes that all-remote is the future of work. The first step to embracing remote work includes understanding asynchronous (async) workflows and communication and how to make async work for you. What is asynchronous work? We love Preston W.'s explanation from the Remote blog "Asynchronous work is a simple concept: Do as much as you can with what you have, document everything, transfer ownership of the project to the next person, then start working on something else." Asynchronous work is growing in popularity because it significantly benefits both employees and employers. Six major benefits of asynchronous working 1. Asynchronous work provides autonomy, empowerment, and agency In an asynchronous company, team members are given agency to move projects forward on a schedule that suits them. At GitLab, we measure results, not hours. This means that people are free to achieve results when it best suits them. If someone is traveling to a new time zone each month, or chooses to spend a beautiful afternoon with family, that's their prerogative. Unsurprisingly, providing those who are capable of being managers of one with this type of autonomy leads to extraordinary loyalty, retention, and quality of work. To further optimize this approach, consider adding a "flexible time off policy", which means team members do not need to ask permission to step away from work. All-remote settings empower team members to live and work where they're most fulfilled. Increasingly, operating asynchronously is necessary even in colocated companies which have team members on various floors or offices, especially when multiple time zones are involved. In this GitLab Unfiltered video, Emna G., founder and CEO at Veamly, speaks with GitLab's Darren M. about the impact of defaulting to asynchronous as it applies to stress, anxiety, mental health, and overall wellbeing. Working asynchronously is more efficient, less stressful, and easier to scale. 2. Asynchronous work increases efficiency and boosts productivity Working asynchronously is highly efficient because everyone on the team can always default to action . "There are many times when work isn't ready for us to tackle, tasks aren't planned, decision makers aren't online, etc. In these times, successful teams execute, even if they later have to refactor and adapt, they don't waste time "waiting". 'Always default to action' is a mantra we keep on repeating at Remote ." 3. Asynchronous work is more inclusive One of the biggest benefits of asynchronous work is that it completely removes the hurdle of time zones. "At GitLab, we have people spread across 65 countries, so almost every time zone is covered. But, that also means that someone on your team is likely in a vastly different time zone. In fact, they may be asleep the entire time you're up working." - Darren M., GitLab's Head of Remote Business happens around the clock, in all time zones, in perpetuity. Attempting to shoehorn communications into a single time zone's predefined set of hours is dysfunctional. As a 100% remote company with team members in more than 65 countries, working asynchronously removes time zone barriers and is another way GitLab is a more globally inclusive organization. 4. Asynchronous work alleviates stress and supports mental health A tremendous amount of stress comes with expectations to be online, available, and responsive during set working hours. Worse, our hyper-connected society has allowed this notion to seep into every hour of the day, destroying boundaries between work and self. An unsung benefit to working asynchronously is a reduction of tension . When your entire company operates with an understanding that any team member could be offline at any time, for any reason, there is no expectation that one will reply instantly to an inquiry. This creates an environment where your mental health is prioritized, allowing team members to set boundaries and freeing them from a perpetual assault of notifications and judgment. When asked how asynchronous communication impacts a societal expectation for an immediate response at all hours of the day, Darren M., GitLab's Head of Remote, offered the following during an interview with Stuart Miniman, host of theCUBE and GM of Content at SiliconANGLE Media. Remote is much better for your mental health and sanity than other settings because it forces you to work asynchronously. An asynchronous mindset enables everyone to take a step back and assume that whatever we're doing is done with no one else online. It removes the burden of an endless string of messages you must respond to immediately. From a mental health standpoint, when you have an entire company that embraces async, we all have a little more breathing room to do deep work that requires long periods of uninterrupted time. Society is nearing a tipping point where people can't tolerate many more messages, emails, or seemingly urgent pings while trying to do their job well. We may be a bit ahead of the curve on that, but I hope that the industry at large embraces asynchronous communication and allows people more time to do the work they were hired to do. 5. Asynchronous work encourages thoughtfulness and intentionality A core problem with synchronous communication is the perception of deadlines. When there is an arbitrary start time and end time to a working day, there is pressure to communicate as much as possible between those times, often at the expense of processing time. Sahil Lavingia, founder/CEO at Gumroad, shares powerful benefits his company realized in going fully asynchronous. Going fully remote was nice, but the real benefit was in going fully asynchronous. Here are a list of the benefits we've seen at @Gumroad: A thread -- Sahil Lavingia (@shl) January 29, 2020 All communication is thoughtful. Because nothing is urgent (unless the site is down), comments are made after mindful processing and never in real-time. There's no drama. Because everyone is always effectively "blocked," everyone plans ahead. It also means anyone can disappear for an hour, a day, or a week and not feel like they are holding the company back. Even me! People build their work around their life, not the other way around. This is especially great for new parents, but everyone benefits from being able to structure their days to maximize their happiness and productivity. This is possible because everything is documented. And because everyone talks through different text-based mediums, it's easy for people to peer into anything if they're curious (or take over if need be). There are also no meetings, and all numbers are public, so there's no workplace FOMO. The software we ship is well-tested and incredibly stable. It has to be, because we're never online at the same time to "deploy" together. There are rarely fires to fight, and we lower the amount of technical debt we have at Gumroad every week too! Overall, it's a very low stress environment. Many of us don't even have Slack installed. Yet, we're shipping the best software we've ever shipped, and growing faster than ever. Funny how that works! 6. Asynchronous work bridges the knowledge gap Asynchronous companies should implement a low-context culture. This means that communication is precise and direct. Team members forecast what questions may be asked about a communique and add in as much context as possible in its delivery. By assuming that the recipient is asleep, or perhaps doesn't even work at the company yet, this added context removes ambiguity and decreases the likelihood of misinterpretation. This may feel inefficient, as crafting a message may take longer to compose and edit. However, the long-term benefits are remarkable. At GitLab, we have years of documented decisions -- such as this example of availability over velocity -- loaded with context. This enables new hires to self-learn as they sift through archives to discover the context that influenced a given decision. Synchronous organizations often make decisions in a series of meetings, documenting little to nothing along the way, such that those who come into the process mid-stream are constantly wasting cycles on fact-finding missions. Plus, those hired after a significant decision is made cannot understand the context of something that was changed before their arrival, creating cavernous knowledge gaps that eat away at a company's efficiency. Coda Hale, principal engineer at MailChimp, articulates this well in a comprehensive article on organizational design entitled Work is Work. A significant source of failure demand for meetings and status updates is the desire of organizational leaders to keep abreast of who's doing what. This situational awareness is indeed important, but trying to maintain it by calling meetings, messaging people on Slack, and catching people on the hallways is a significant systemic drag on organizational productivity. A better model for staying informed of developments as the organization scales is for groups to publish status updates as part of the regular cadence of their work. Leaders can asynchronously read these updates and, should the need arise, initiate additional, synchronous conversation to ask questions, provide feedback, etc. Synchronous meetings should be reserved for low-latency collaboration on complex issues; likewise, collaboration should be reserved for synchronous meetings. -- Coda Hale As companies scale, people will come and go. By utilizing asynchronous communication, an organization is able to retain knowledge throughout these natural cycles. For example, the Git blame history of GitLab's Values page shows a complete list of who made what change, and what the context was for each of them. This insight is invaluable, as some contributors no longer work at GitLab. Those seeking information can find it asynchronously without bothering anyone else, nor do they have to wait for anyone else to wake up or come online. Guide to asynchronous communication Schedules and calendars have conditioned us to operate in synchronicity -- when two or more parties are in the same place (either physically or virtually) at the same time. However, we now live in a world where asynchronous (async) communication allows us to move projects forward without requiring stakeholders to be synchronously physically or virtually present. Async communication optimizes how (and when) people work and communicate. How does asynchronous communication work? Fundamentally, asynchronous communication is simple. We do it all the time, when we send messages, leave voicemails, and record videos. Communicating async just means that the recipient of the message and the sender are unlikely to be in the same space at the same time. However, doing async communication well requires significant intentionality. When creating an async message, you have to consider questions like: * Am I using the best format (written, verbal, video...) for this message? * Does the person receiving this message have all the context they need? * Am I communicating clearly so that there will be no confusion? * Am I considering the tone of my language and how this message will be received? * Am I providing any needed resources or next steps, so that the conversation or project can move forward? * Is this communication being documented in a way that it can be found later for future reference? This level of thoughtfulness often produces communications that are clear, complete, delivered with kindness, and that create productive results. This also means that communicating asynchronously takes more time and planning, and requires specific tools. When it comes to async communication, there is as much to unlearn as there is to learn. The investment of time and strategy is worth it: communicating well asynchronously creates major improvements in efficiency, and supports strong collaboration and teamwork. You can't do async communication without strong documentation The importance of strong documentation for async communication truly can't be overstated. No matter how intentional you are in communication, there's always something that will be left out, misunderstood, or needed to move forward. If someone has a follow-up question, they may need to wait hours or days for a response. Alternatively, they can look up the answer in the company handbook. GitLab has a handbook-first approach to all communication. Our goal is to ensure that our handbook is always up to date and that it is a powerful resource to make our team massively more efficient. The GitLab handbook would be over 2,000 pages if printed, and it is available to read for any visitor who wants to know how we work. While you may not choose to have this level of transparency, be aware that transparent information-sharing within your organization is crucial to asynchronous work. Every team member should be empowered to do their work at any time, whether or not their teammates are online and available. Using GitLab for remote collaboration GitLab's entire team uses GitLab to collaborate asynchronously on all of our work. GitLab is a collaboration tool designed to help people work better together whether they are in the same location or spread across multiple time zones. Originally, GitLab let software developers collaborate on writing code and packaging it up into software applications. Today, GitLab has a wide range of capabilities used by people around the globe in all kinds of companies and roles. You can learn more at GitLab's remote team solutions page. When to use asynchronous instead of synchronous communication While GitLab has a bias towards asynchronous communication, a strategic balance between synchronous and asynchronous is useful for achieving maximum efficiency. Working asynchronously is not a goal unto itself; rather, being considerate and opting to move a discussion or project forward asynchronously when feasible creates more space for synchronous moments. Highly capable asynchronous work still allows for, and includes at appropriate moments, some synchronous discussion. Async is very powerful for GitLab, but not an absolute -- especially if at the expense of our values. Why verbalize and write when you could just write? At GitLab, if you schedule a work-related meeting (e.g. not a coffee chat) it is required that you have an agenda. If you add an agenda item, you are expected to verbalize your agenda item and ensure that you or someone else is taking notes of the response. If writing it down effectively communicates the intent, then consider going completely asynchronous on the topic. If you are creating double work for yourself or others -- holding a meeting simply to document what will need to be written down in order to work handbook-first -- it is likely more efficient to not hold a meeting and instead work asynchronously. When considering meetings, review the GitLab value of Efficiency and following the meeting guidelines in being respectful of others' time. Do not schedule a coffee chat which is a work-related meeting in disguise. How to implement asynchronous workflows Ask, "Do different conversations require different modes of communication?" The easiest way to take on an asynchronous mindset is to ask this question: "How would I deliver this message, present this work, or move this project forward right now if no one else on my team (or in my company) were awake?" This removes the temptation to take shortcuts, or to call a meeting to simply gather input. (After all, every meeting should be a review of a concrete proposal, and only called when it will lead to a more efficient outcome than would be possible asynchronously.) Focus on iteration Practicing iteration at GitLab requires intention and effort. It is often referred to as the most difficult value to embrace. Iterating on numerous ongoing projects is an ideal forcing function to ensure a bias toward asynchronous communication. Asynchronous work can feel taxing and inefficient if you're only working on a single project and you're stuck waiting for another person's contribution. Scheduling your work so you can pick up other tasks while waiting to be unblocked can reduce this downtime. Now suppose you have five ongoing projects. It's much easier to make iterative progress on one, tag a person or team within a GitLab epic, issue, or merge request for desired input or action, and switch to another ongoing project while you wait. Suppose you cycle through your assigned tasks, making iterative improvements on each before handing off. In that case, you're able to create minimum viable change for many more projects while being less concerned over the immediate response to any one of the projects in particular. Async works well when managing multiple projects, although it does require discipline and an ability to switch contexts and compartmentalize. GitLab CEO Sid and the Learning and Development team provide more context on our bias towards asynchronous communication and the importance of our iteration value. There is a reason we are really good at async, and that is because we make things smaller. Through iteration, you don't have to coordinate with a ton of people. By taking smaller steps through iteration, we can ship faster. The only way this is possible is through asynchronous communication. -- Sid Sijbrandij, GitLab CEO and co-founder Aim for progress, not perfection At GitLab, everything is in draft mode and subject to change. Asynchronous workflows are more easily adopted when you foster a culture of progress over perfection. Move a project forward as best you can given the resources available, and if you reach a point where you're blocked, attempt to ship what you have now through a two-way door. This allows colleagues to see the direction you're heading and relieves pressure on them to reply immediately as some progress is better than none. Celebrate incremental improvements Asynchronous workflows require a culture where incremental improvements are celebrated equally, if not more, than massive launches. If leadership casts shame on unfinished or unpolished work, workers will be reluctant to work asynchronously. Rather, they will delay work for the sake of consensus. Consensus feels good, but can easily mask inefficiency, progress, and innovation. Document accurately Mastering the art of communicating asynchronously has a prerequisite: documentation. At its core, asynchronous communication is documentation. It is delivering a message or series of messages in a way that does not require the recipient(s) to be available -- or even awake -- at the same time. If your organization has no standardized method of documentation, establish that first. Use the right tools Asynchronous communication works best when there is company-wide alignment on how and where to input communication. Leaders should carefully select their tools, aiming to direct communications to as few channels as possible. A common frustration in large organizations -- regardless of what stage of remote they're in -- is the chaotic splintering of communication. Projects frequently end up strewn across email, chat, text messages, unrecorded meetings, design tools, Google Docs, and more. It's best to choose a single system for communicating project progress. At GitLab (the company), that destination is GitLab (the product). Any side conversation that occurs in a meeting is documented in an agenda, and the useful elements are contextualized and ported to relevant GitLab issues and/or merge requests. The same goes for side conversations that happen in Slack or email. Relevant portions are ported over into GitLab (the product), which is the single source of truth for any ongoing work. If it's not in a GitLab epic, issue, or merge request, it doesn't exist. This mentality is essential to reaping the benefits of asynchronous communication. Here are some tried-and-true apps and cloud tools that facilitate asynchronous collaboration: * Google Drive * Dropbox Spaces * Qatalog * Yac * Friday HQ * GitLab * Almanac * Tettra * Slab * Twist Minimize time zone bias Leaders should strive to eliminate bias toward one time zone, or one swath of time zones (e.g. time zones covering North America). For company all-hands meetings, look to rotate these to accommodate a more diverse array of time zones. Also consider recording them so that others can watch at a later time. When hosting live learning sessions, for instance, host several instances so people around the globe are able to attend one that suits their schedule. If a company pulls too hard in the direction of one time zone (oftentimes the zone where most company executives live), it signals to the rest of the company that asynchronous workflows aren't taken seriously. Best practices for asynchronous workers GitLab collaboration illustration Create mental space One of the more challenging aspects of remote work is closing out of all mental tabs -- to use a web browser analogy -- once you leave work. Since remote enables you to work a non-linear workday, it's difficult to rationalize where one working session ends and another begins. There is often no reason or excuse other than "it's time." Dedicated remote workers may struggle with disconnecting from this feeling, deprioritizing their own wellbeing and falling into the trap of "just one more reply." Chat-style communication tools should be used primarily for informal communication. If you are accustomed to Slack being an always-on center of urgency in a prior organization, breaking your reliance on it as a core part of accomplishing tasks will require deliberate effort and reinforcement. Below are recommended forcing functions to keep leaders and individual contributors alike from being consumed by instant messages and a bias for synchronicity. The goal is to place the power of prioritization back into one's own hands. This is critical to being an effective manager of one. Clear all messages daily/weekly Humans were not designed to receive an unchecked quantity of new data in perpetuity. For many, it would be a full-time job to simply read and comprehend a daily or weekly digest of new Slack messages, private and public. While an individual's approach to filtering what is vital and is not will differ by role and function, you can reduce your mental load by clearing all messages at the end of each working day or week. Slack refers to this as Mark all messages as read, which is easily toggled by simultaneously pressing Shift + Esc. Communicate your work preferences Create a rudimentary README that clarifies how you work. Ideally, it's working from a GitLab Issue board, tagging system, or To-Do list which can be understood and used company-wide. You can then post the link to your README in your Slack profile, pointing others to it. Showing others how to deliberately choose asynchronous over synchronous is vital to reinforcing our operating principle of Bias towards asynchronous communication. This is an extension of another remote-first forcing function: Always answer with a link. Communicating your async work days GitLab embraces asynchronous work and non-linear workdays broadly, but there may be times when you're working outside your normal work hours (e.g. while traveling before/after a trip, working during a trip, working a weekend, etc.) and want to communicate that to team members. In these situations, team members should add a Focus Time calendar event and change their Slack status rather than entering Vacation in Time Off by Deel. Remove Slack from your phone Remote workers lack many of the physical gateways that serve as dividers between work and life. When work and life happen in the same building, and one's work equipment is always within reach, it's far too easy to allow unread Slack messages to haunt you. Being intentional about removing Slack from one's phone is a great way to reinforce that time away from work is important. A litany of studies have covered the addictive impact of smartphones. Even if you aren't sure if this approach will benefit you, give it a try. It's a two-way door. Be transparent on capacity In a colocated setting, a worker can pick up context clues by seeing someone storm away, sigh loudly, or intentionally put on a pair of noise-cancelling headphones to prevent interruptions. In a remote setting, it's not as simple to let people know you need uninterrupted focus. Thus, it's important to leverage Slack statuses to broadcast information on your capacity to your team. You should feel safe to manually adjust your status to indicate when you are at capacity or engaged in focus time. This reinforces that others can and should consider doing likewise, while also reminding others that Slack and synchronous conversation should not be the default. Remind people that async is more inclusive While GitLab's approach to self-service and self-learning is reinforced during onboarding, continual reinforcement may be necessary. It is acceptable to ask someone if they are exercising a bias towards asynchronous communication, regardless of their position on the org chart. Just as we would hope that all GitLab team members would be quick to ask if something is inclusive, it's important to remember that asynchronous communications is another way for GitLab to be more inclusive. There is as much to unlearn as there is to learn. Use accurate terms and identifiers It is important to use accurate names when referring to people. To do so, use the @ symbol in GitLab Issues/Merge requests, Google documents, and Slack to clarify to whom you are referring. This avoids accidentally misspelling someone's name or referring to the wrong person. Examples: * Names that may be difficult to spell. E.g.: Hubert Wolfeschlegelsteinhausenbergerdorff * Names that could refer to multiple people. E.g.: There are multiple GitLab team members with the name Tatiana. How to manage asynchronous meetings GitLab collaboration path illustration At GitLab, we have a bias towards asynchronous communication. As a meeting participant, whether you are scheduling or an invitee, question every work-related meeting. 1. What is the outcome I am trying to achieve that has led to my desire to schedule a meeting? 2. Can the desired outcome be broken down into smaller tasks? 3. Can the desired outcome be achieved or worked towards by dogfooding and using a GitLab issue or merge request? 4. Am I trying to gather consensus? (If so, this can be done asynchronously.) 5. Am I trying to make a decision after consensus is gathered and there is a proposal to react to? (If so, a meeting may be acceptable if it cannot be agreed upon asynchronously, but remember that outcomes must still be documented in the handbook. If your outcome(s) will be documented in the end, it calls into question the efficiency of a synchronous meeting.) When to start synchronously When it's clear that a kickoff meeting is useful to build rapport, trust, and quickly deliver shared context to a group, consider starting a project synchronously. This initial engagement should be used to establish a working foundation, such that future touch points can be primarily asynchronous. Starting with a synchronous kickoff may make sense for the following. (Thanks to the team at Dropbox for articulating this well in its remote communications guide.) 1. A sales engagement 2. First-time meetings with external parties 3. First-time meetings with GitLab team members who have not previously worked together 4. One-way door decisions (e.g. when stakes are high and decisions are difficult to reverse) 5. Complex initializations (e.g. defining a corporate narrative, a major overhaul to scope, etc.) 6. Emotionally sensitive topics (e.g. discussing personal issues, career path/promotion, difficult feedback, etc.) 7. Supporting and unblocking your direct reports (e.g. a regular 1:1) 8. Celebrations and retrospectives (it feels good to celebrate wins with a group, and lightweight retrospectives can serve as kickoff points for future sprints) When to start asynchronously Suggesting to "hop on a quick videocall" may feel insignificant, but it can have a negative impact on productivity. Generally, it's best to avoid a meeting for the following items. 1. Status updates 2. FYIs and process documentation 3. Meeting about a meeting For an example of starting async first in a highly complex scenario: View Vision Statement: gitlab.tv (Vision Statement: gitlab.tv). In this scenario, the project began asynchronously, as the initiator needed to convey a complex series of assumptions and examples in order to provide enough context for team members to contribute feedback. 1. Due to the large volume of information, the creator of the Epic added a series of Highlights at the top, an indication of being respectful of others' time. 2. The creator time-boxed feedback, providing a specific window of time that asynchronous input would be accepted. 3. The creator transparently notified the group that a focused synchronous meeting would follow in order to make a decision on the asynchronous feedback and proposals. When to pivot from asynchronous to synchronous When a back-and-forth asynchronous conversation is moving very slowly with a high volume of small statements between two people, sometimes a quick synchronous discussion leads to a quick micro-resolution. Generally, if two people go back-and-forth more than three times on the exact same topic -- and it's impractical to break it into smaller async-friendly decisions -- it makes sense to temporarily pivot to synchronous or leverage a richer communication medium such as Yac or Loom. These tools allow messages to be conveyed asynchronously, though the use of audio and video as the medium may enable deeper connections to be made compared to raw text transmissions. Following pivots to synchronous calls, there should be a written summary created to inform others of the outcome, ideally shared in a relevant GitLab epic, issue, or merge request. Best practices for asynchronous meetings In this GitLab Unfiltered video, two GitLab colleagues discuss lessons learned from managing a team asynchronously, across many time zones, while traveling. Focus on the positives Working asynchronously allows teams to have fewer meetings. Initially, the notion of "optional meetings" may seem absurd to those who are accustomed to synchronous communication. The truth is that you're either at a meeting to contribute, or you aren't. The beauty of asynchronous is that team members can contribute to meetings that occur while they sleep. Meeting attendance becomes optional when each team member has access to an agenda and a Google Doc, which should be attached to each invite. This allows people anywhere in the world to contribute questions/input asynchronously in advance, and catch up on documented outcomes at a later time. The person who called the meeting is responsible for contextualizing the outcomes and porting relevant snippets to relevant GitLab issues and/or merge requests. The organizer is responsible for informing the entire company, via post-meeting documentation, of the outcomes should team members go searching. That's a big responsibility, which keeps the quantity of meetings in check and acts as a filter for whether or not a meeting is truly necessary. Set KPI targets to track improvements due to asynchronous work Team needs are as unique as their objectives and will experience asynchronous communication differently. However, team leaders and managers can set KPI targets based on one or all of the following: 1. Percent reduction of minutes spent in synchronous meetings 2. Percent increase in GitLab issue/epic/merge request usage 3. Improved ratio of meeting minutes-to-GitLab contributions 4. Increase in 360 feedback citing 'bias towards asynchronous communication' in the Diversity, Inclusion & Belonging field How to have an async 1:1 meeting Async 1:1 meetings are an excellent way to broaden the communication skills of a manager and a direct report. While face-to-face or walk-and-talk 1:1s are beneficial, the ability to cover 1:1 agenda items asynchronously using written text bolsters one's overall remote competency. To conduct an async 1:1, be sure to 1. Communicate to the other party that you would prefer the next 1:1 to be async to ensure mutual understanding of the format. 2. During the week of the async 1:1, consider the entire working week fair game to make comments in an ongoing agenda document. Tag the other party with FYI or FYA commands and provide written or embedded video context, understanding that their feedback or input will not happen in real-time. 3. Consider leaving the original 1:1 calendar block on your schedule. If you are not able to look at the agenda document before that block, this ensures dedicated focus time to respond to agenda items or add new ones. 4. For any agenda items which could not be addressed during the week of the async 1:1, move those to the following instance and resume face-to-face or walk-and-talk. Retrospectives on meetings For existing and upcoming meetings, add this question at the top or bottom of the agenda and document the answer: Could this meeting have been handled asynchronously, and if so, how? Consider sharing these learnings in a public channel to create additional awareness of what's possible through asynchronous workflows. Take time to reflect on which meetings you've attended or scheduled in recent weeks. Which were a valuable use of time and which could have been handled asynchronously? There are many tasks which can be handled synchronously and asynchronously. The goal is to always select asynchronous where feasible, creating more focus time in your day. This also creates a higher likelihood that team members will have more energy for synchronous connections that bolster work relationships. Informal communication is vital in an all-remote setting; by being ruthless in one's bias towards asynchronous work, it creates more space for synchronous team bonding. We each have a finite amount of tolerance for work-related meetings and video calls; synchronous moments are better saved for informal communication such as coffee chats and team trivia where feasible. Limitations and challenges of asynchronous communications Asynchronous communication has its limits. Although projects are moved forward asynchronously at GitLab, there are times when portions of the project are best handled synchronously. Evaluating efficiency As a rule, when team members at GitLab go back and forth three times, we look to jump on a synchronous video call (and document outcomes). Client-facing roles Certain roles are more tolerant of asynchronous communication than others. Client-facing roles, for instance, may have certain requirements for coverage during certain hours. It's possible to layer async work atop these demands by ensuring that there is no single point of failure, such that a team within an asynchronous organization can self-organize and decide who covers given time slots. Time zones While communicating asynchronously is an excellent way to reduce the pain of having team members spread across an array of time zones, managing this as a small team is particularly challenging. For example, a small team which is primarily based in North America may struggle to communicate well with the first team member who joins from Singapore given the time zone difference. However, as a team scales and more coverage is added in time zones in between, it's easier to hand work off as the world turns. In many ways, managing time zones becomes easier with scale, as the delta between teams is reduced. Interviewing external candidates All of GitLab's interview processes involve some form of synchronous communication. Some of our teams utilize asynchronous practices during the interview process, however, this is not a standard approach across every interview process. Working async outside of your company Even if you have established asynchronous work within your team, it can be challenging or uncomfortable to encourage async practices when working with people outside of your company. Every organization has their own norms, but you can politely challenge the status quo by seeking to inform and educate. Here's how to approach working async with external parties: 1. Start synchronously: Have a sync call to kick off a project or partnership. During that call, mention that you'd like to incorporate some asynchronous work into the project moving forward. If you use this call to build relationships and rapport, your async work will be more efficient. 2. Set expectations and model behavior: Discuss up front how you will work async together (what tools you'll use, what to document, and how often). Agree on a cadence for any future syncs so that everyone knows what to expect. Be sure that you model this behavior throughout the project or partnership. 3. Share async documentation: Send your handbook page or documentation about async to people you're working with externally. This way, anyone unfamiliar with working this way can refer to the page and share it with others. Some organizations may not be open to working asynchronously, so it's important to remain flexible, particularly in a client-facing role. However, imagine how much time could be saved if more companies had a bias for async? Async at GitLab GitLab all-remote desk space with laptop and map Asynchronous communication is a significant differentiator in a world where businesses are increasingly remote. GitLab's seeks to more clearly define and operationalize asynchronous communication. Over time, GitLab, the company, has iterated on its asyncrhonous culture: 1. Iteration 1: GitLab operated largely async through shared observed behaviors as a small team 2. Iteration 2: we began to build a playbook and define when synchronous and asynchronous was appropriate 3. Iteration 3: we have defined best practices and intentional operations. We believe this will: 1. Help GitLab maintain its leadership in remote work. 2. Reduce ambiguity in communication modes and reinforce handbook-first. 3. Allow for added flexibility in the day-to-day lives of GitLab team members. 4. Support our long-term vision for global remote work. Examples of asynchronous integration on GitLab teams Activity Async Communication Weekly Engineering Management creates a weekly announcement announcements video and slides to be viewed async, at a time convenient for each team member. New team member New team member creates a 2-minute video introduction introduction, introducing themselves to the team which can be shared in meetings / Slack channels Team collaborates via a GitLab issue (or Epic, or Backlog merge request, if more relevant), tagging the refinement / appropriate parties with specific requests. If the planning poker volume of information is above 1,000 words, ensure that a Highlights section is at the top. Capacity Team updates a shared Google Sheet monthly. planning Meeting organizers should affix a Google Doc agenda Team members who to each meeting invite prior to sending. Team are unable to members invited to the meeting should update the attend sync meeting agenda and questions async, or pre-record a meetings video with information to be shared (linking the video in the agenda). Quarterly team Corporate Marketing (#corp-mktg) creates a Google results recaps Doc or Slides for team members to add results async, and celebrations then shares the resulting celebration video (with those could attend sync) on GitLab Unfiltered. DRIs (Directly Responsible Individuals) in Monthly finance respective departments set a monthly personal accruals reminder to update ongoing Google Sheets with the latest financial accruals, tagging their finance partner(s) in the doc if there are questions. Inbound Marketing (#inbound-mktg) uses the Geekbot Slack app to poll team members with the following Project sprints questions: 1) Which project are you currently and milestones focusing on? 2) What went live/was completed since Tuesday? 3) What is this week's top 3 priorities? 4) Do you need help with anything that may slip? Broadening Team members may assign a Channel instead of a coverage during Co-worker to cover for them when planning paid time PTO off using Time Off by Deel. GitLab's PR teams (#external-comms) prepare speakers Preparing for async by sharing a Google Doc in advance with meetings or background on the topic, key messages to convey, interviews relevant handbook and media links, meeting time and join links, session logistics, etc. GitLab's Content (#content), Events (#events), and Corporate Marketing (#corp-mktg) teams routinely Editing edit panel questions, session titles, company communiques and announcements, and pitches via Google Doc. Async content feedback is given using the Suggesting feature in Google Docs and accurately tagging individuals with the Comments function. Corporate Marketing (#corp-mktg) uses the Geekbot Slack app to conduct weekly async standups with the Weekly team following questions: 1) How do you feel today? Red/ kickoff/standup Yellow/Green 2) What did you do this weekend? 3) sessions What are your priorities this week? 4) Anything blocking your progress? 5) Any upcoming paid time off (PTO)? Missed Engineering Package Group utilizes async deliverable deliverable retrospectives through GitLab issues labeled retrospective ~"group::package" You are encouraged to block your work calendar to ensure that family and friends come first. This Blocked comes in many forms, from blocks to engage in calendars and fitness or meditation, to caregiving, to picking non-linear one's child up from school. These blocks force a workdays non-linear workday, which reinforces that you may not be immediately available during these blocked times, and team members should engage with you asynchronously. Synchronous meetings should be inclusive of those Alternate times who want to attend and are in different time zones. for recurring For example, a team's recurring weekly meetings, scheduled alternate between a time which is ideal for EMEA and meetings Eastern AMER (8:00AM Pacific) and a time ideal for APAC and Western AMER (3:00PM Pacific). It may be challenging to coordinate and communicate asynchronously with customers, business partners, Async community contributors, etc. who default to communication synchronous communication. To convey GitLab's async with those who practices, share our All-Remote Asynchronous Guide are not GitLab in advance, and consider affixing it to calendar team members invites and agenda docs as well. It's important to be flexible, and educate others on the benefits of and processes for effective asynchronous communication. Standup meetings are commonly used by engineering teams to keep all team members appraised of what Asynchronous they were working on recently, what they plan to engineering work on next, and if they need help on anything. standup meetings Since GitLab operates primarily async, we use Slack channels and bots like GeekBot to communicate this in an async fashion. All are welcome to make a merge request to this page and add more examples of async integration. Core behaviors/communications that should be async and structured 1. If you're seeking to collaborate or brainstorm via whiteboard, study how GitLab uses Google Docs as a remote whiteboard. 2. Proposals and thought-starters should be written down, so that feedback and consensus can be gathered quickly asynchronously by a wide group of people. 3. If you're asking for help or feedback from another team member (s), you should be willing to document the request in a GitLab epic, issue, or merge request with the appropriate context. How to decline meetings in favor of async Meetings are useful for building rapport and moving projects forward. They are also extremely costly and disruptive to flow. It's a shared responsibility to think twice before scheduling a meeting, as well as politely questioning meeting invitations. Suggesting an asynchronous workflow over a meeting can feel uncomfortable. We want to ensure that all GitLab team members recognize this for what it is: a sincere attempt to move work forward in a more inclusive way, and not a personal slight. If you're invited to a meeting that may not need to exist, it's OK to respectfully decline and point GitLab team members back to this handbook section. Below are a few sample regrets, borrowed from an excellent remote communications guide assembled by Dropbox. 1. "Thanks for including me! I'm wondering if we could try to solve this using a GitLab issue or merge request instead so our thoughts and progress is documented?" 2. "I've been in so many meetings lately, but I'm trying to be more disciplined about my schedule. Could we try to solve this without a meeting, first?" 3. "I'd be happy to give you feedback on that! Before we schedule a meeting, could I review it in a GitLab issue/merge request, or shared doc?" If the team decides to go ahead with a meeting you can't make, consider assigning a delegate to represent you and contributing feedback/questions in advance in the agenda that should be attached to the calendar invite. Best practices, guidelines, and async feature set Asynchronous working is a feature set that supports and streamlines the variety of communication approaches, emphasizing comprehension and consideration, rather than prescribing a one-size-fits-all approach. Teams should embrace a self-service mentality, single source of truth (SSoT) to fully understand the capabilities of asynchronous workflows, how GitLab (the product) facilitates asynchronous communication, and how to leverage existing tools (e.g. Google Docs) in an asynchronous manner. GitLab team members may question meetings, suggesting an asynchronous alternative (e.g. discussing in a GitLab epic, issue, or merge request) to cover the topic of the meeting. 1. Conduct an asynchronous pilot. This could mean attending half of your weekly meetings async for a week and conducting a retrospective on the differences between sync attendance and async attendance. 2. Conduct a non-linear workday pilot. Consider shifting your schedule to better suit your peak productivity hours, caregiving hours, or experiment with alternative work schedules that would not be supported in rigidly synchronous organizations. 3. For any given piece of work, seek to optimize the mix of synchronous and asynchronous engagements for maximum efficiency and potential for iteration. 4. Team members have varying learning and communication style preferences (e.g. neurodiversity) that make audio discussion much more effective than written. Thoughtfully timed synchronous discussions ensure that everyone can contribute. 5. Every meeting should be a review of a concrete proposal or to catalyze a future series of asynchronous events, and only called when it will lead to a more efficient outcome than would be possible asynchronously. 6. An initial team-building sync at the start of a project or milestone can unlock a highly efficient follow-on series of asynchronous events. Be mindful to structure these initial syncs intentionally to build rapport and trust. The goal of gathering the group in a shared space should be unambiguous: it serves to equip team members with the context they need to switch primarily to asynchronous afterwards. Note that even these intentionally structured kickoff calls may not be inclusive of all time zones. Thus, it is important to adhere to GitLab's meeting guidelines, affixing a Google Doc agenda to the calendar invite, encourging all parties to contribute textually if they cannot attend in person, and recording the full session for future viewing. 7. Do not use @-handles unless you are requesting a specific written action or piece of feedback from the person and you provide the proposal and context necessary for them to execute. 8. If a GitLab epic, issue, or merge request is over 1,000 words, a summary is required at the top of the issue/merge request for efficient absorption of key points. 9. Brainstorming or incubating ideas synchronously shouldn't be outright discouraged, though team members should be mindful to document takeaways as quickly as possible to prevent knowledge decay and to be inclusive of feedback from a wider group than those in the synchronous brainstorm session. Consider two songwriters who discover a spark for a new jingle, destined for glory in the GitLab Songbook. They may record a voice memo to capture the essence of the idea, then share that more broadly to refine and iterate on the song. A similar approach can be taken by documenting sparks in a GitLab merge request or issue, then shared in relevant Slack channels for added feedback. Async survey data GitLab team members were polled on 2020-09-02 in the public # company-fyi Slack channel, with polling open through 2020-10-02. Roughly 20% of team members responded to the poll, with answers and percentage of replies outlined below. Team members were asked: Why would you choose synchronous communication over asynchronous for work-related (e.g. not informal communication) discussions? * I was unaware of GitLab's operating principle 'Bias towards asynchronous communication' - 1% * I prefer verbal communication over written communication - 3% * I believe the subject matter is confidential - 10% * Someone else on my team can join and document the takeaways from a synchronous meeting - 1% * I find it difficult to get others' attention via asynchronous communication - 12% * It's useful to build rapport and catalyze future async conversations - 38% * I don't feel that I have the tools, support, and/or training to rely on asynchronous in my role - 0% * It takes more time to set up an async communication for success that it does to schedule/conduct a meeting - 6% * I find it hard to brainstorm or gather information when I operate async - 19% * Other - 10% Key learnings Responses are open to interpretation, though the data provide key insights that GitLab leaders may use to better understand the dynamics of their teams and iterate on solutions. 1. While only 1% noted that they were unaware of an operating principle related to asynchronous communication, leaders should not assume that all operating principles are acknowledged and well-understood. Reinforce and discuss values in 1:1 meetings and day-to-day workflows. 2. GitLab is public by default. If you believe a matter is confidential, check this in the Not Public section of the Communication handbook. 3. If you find it difficult to get someone's attention via asynchronous means, consider leveraging a synchronous engagement to discuss potential gaps in expectations. While GitLab is articulate about where work happens, some team members work exclusively from GitLab's To-Do List or Scoped Labels and have varying approaches to prioritization (see Brand and Digital Design's Working With Us handbook for an example). Assume positive intent, as delays in response may be attributable to putting family and friends first. 4. The majority of respondents indicated that they leverage synchronous engagements to build rapport and catalyze future async conversations. Having a meeting not because it's easy, but because it will create future efficiencies and cohesion, is a positive outcome. 5. It is encouraging that GitLab team members feel that they have the tools, support, and training to rely on asynchronous workflows. However, leaders should be mindful of new tools and practices that GitLab can pilot and surface these in the public # values Slack channel. Iteration also applies to our approach to asynchronous communication. GitLab experts advise on when to use sync vs async 1. "I use sync meetings to help others when an urgent matter comes up such as incidents or deadlines." 2. "I use sync mainly for troubleshooting where more live dialog is faster for all parties to solve the particular issue than async explanations and back and forth." 3. "I use sync when I have exhausted async options or async is not leading towards Results." 4. "I use sync meetings to generate creative ideas/proposals with my team that quite frankly would be difficult to do async." 5. "10 minutes on Zoom is more efficient than 100 Slack replies over a few hours or 10 days waiting for GitLab issue thread replies from tagged team members." 6. "For work-related, formal comms, I prefer async (and choose async when the format is up to me). Sync is great for relationship building (coffee chats, group social chats)." 7. "I enjoy sync to establish an initial human connection when team members have never met before (e.g. coffee/social/team calls)." 8. "If something is very time sensitive, I will opt for a sync meeting with all involved to have a quicker discussion." 9. "I tend to lead with async communication and then fall back on sync conversations when async fails. I view async communication to fail when time-sensitive topics aren't addressed efficiently or if I sense folks contradicting or talking past one another. In these situations, I'll call a sync conversation to focus and force conversations to happen, then revert back to async once the conversation is essentially unblocked." 10. "Async works very well for detailed technical conversations, especially when linked to code. Sometimes it can take a couple of reads to conceptualise something and async is perfect for this. Async is also great for code reviews. For big picture discussions a combination of async and live/videocall is useful, but the results should be documented in the related GitLab issue for transparency. We sometimes use Google docs but GitLab are a better record, and are easier to search and comment on." 11. "I prefer to keep it async most of the time, but I'm also aware that as a Product Designer I need sync time during early stages in the design process to ensure I understand the problem and to brainstorm together with the team. After that, I find that async can be as efficient as sync, but only if everyone communicating puts in the effort in their written communication. It's important to include extra details and be extra careful about how you write to minimise the potential misunderstanding and need for back-and-forth." 12. "I handle most communications async, but found that the occasional sync meeting helps the entire product team come into alignment. Our sync sessions bring everyone to the table to discuss user research results, review designs, discuss implementations, etc. This rarer meeting helps keep everyone in alignment and helps the team's async structure flow more easily." 13. "For most cases I default to async communication. In general it is easier to trace back steps and reiterate on reasoning that lead to given decision. On rare occasions it is hard to share a given point of view. After several backs-and-forth on single matter I prefer to have short chat to get to the bottom of the issue, and document outcomes. Another exception where I prefer sync over async is the final brainstorm before making an important decision. In async communication, some matters appear too trivial to be asked about, while they may turn out to be important in the end. For such cases, after having a synchronous brainstorm as a final closing step, a retrospective or AMA session may be useful." 14. "I work with very technical concepts that are hard and time consuming (for me as a designer) to understand via async communication (especially written). It is more efficient to meet with a more technical colleague who can explain the tech details and purpose of a feature and who can answer questions on the spot. After I have a good understanding of the technical details I am more comfortable working async." 15. "During async communication, there's often a lot of context-switching that happens as you wait for someone to respond. It's sometimes necessary to have synchronous communication to make sure that you can move forward quickly." GitLab Knowledge Assessment: Embracing Asynchronous Communication Complete all knowledge assessments in the Remote Work Foundation course . If you have questions, please reach out to our Learning & Development team at learning@gitlab.com. GitLab all-remote team illustration GitLab is one of the world's largest all-remote companies. We are 100% remote, with no company-owned offices anywhere on the planet. We have team members in more than 65 countries. Just as it is valid to ask if GitLab's product is any good, we want to be transparent about our expertise in the field of remote work. Contribute your lessons GitLab believes that all-remote is the future of work, and remote companies have a shared responsibility to show the way for other organizations who are embracing it. If you or your company has an experience that would benefit the greater world, consider creating a merge request and adding a contribution to this page. --------------------------------------------------------------------- Return to the main all-remote page. Last modified February 23, 2024: Fix relative urls after migration that originally pointed to about.gitlab.com (2e1f6826) View page source - Edit this page - please contribute. Creative Commons License * * * (c) 2024 GitLab All Rights Reserved Privacy Statement Cookie Settings