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Hi, this is Eric Johnson.
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It's February 18th, 2021, and this is the engineering key review at GitLab.
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So I've got number four in the agenda, which is a proposal to break up this meeting into four department key reviews.
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So currently this is engineering,
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development, quality, security, and UX infrastructure and support do their own key reviews already.
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I have the reasons why increased visibility, able to go deeper, increase the objectivity with which my reports can manage their groups,
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allow me more time to focus on new markets, and allow me to shift into more of a question asker mode than generating content and answering questions in these meetings.
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But to avoid adding three net new meetings to stakeholders' calendars, I propose we do a sort of two-month rotation.
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So month one, development quality go.
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Month two, security and UX would go.
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How do people feel about that proposal?
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I think in the group conversations, it's working really well um so i'm i'm supportive
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and uh this is the smallest thing maybe we need four
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meetings a month like it's the biggest department it's super essential but you propose this i don't uh
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i could see either way so let's stick with the proposal
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cool we'll try it
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and we'll uh we can be flexible i mean the development is larger maybe they go more frequently
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or something like that but we'll see how it see how it goes all right
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and then i've got number five um
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which is uh we've got um r d overall mr rate
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and we also have r d wider mr rate both as top level kpis for engineering
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so the difference between them in the simplest sense is that R&D wider MR rate includes both community contributions and community MRs.
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The problems I see with this are that one, the wider MR rate, the one that includes internal and external MRs, it duplicates the overall MR rate,
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which is- Wait, wait, wait, wait, sorry, sorry.
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The wider MR rate should just be external, right?
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Right.
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And then overall should be narrow plus wider.
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Oh, yeah.
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Like we say the wider community.
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Right, right, right.
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Okay. So there's...
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I have to check the taxonomy.
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Lily, can you confirm SID's reasoning is my understanding as well?
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Yeah, I believe water MR rate just captures community contributions.
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Only and no internal.
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Yeah, and the reason we measure that is
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that like one of the most likely failure modes is that we lose the community.
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Yeah.
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So Eric, where it gets goofy is that when you look at a specific team within the company,
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there could be contributions outside of that that aren't community contributions.
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They would be viewed community contributions by that group, but effectively they're not from outside the company.
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So that's why we use wider to kind of reflect that.
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And narrow is very specific to the team.
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Are you saying that if someone in plan contributes to verify, it's viewed as wider?
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Not quite that.
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Plan and verify are just fine.
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It's when you look at like the development versus infrastructure infrastructure will oftentimes contribute to developments work
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but it won't be counted as MRs. Okay that's a that's a potential bit of funkiness that we should talk about separately.
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I didn't have that in my sort of critique of this but that that doesn't necessarily make intuitive sense to me.
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So then I think part of my critique of this can be thrown out
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because it's not as duplicative as I thought
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but I still think there's a problem with R&D wider MR rate
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which is this thing doesn't really move in part
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because it's a it's a rate
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so it feels like the way to drive this up is
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to specifically drive community authors to contribute more than one MR per month that's how this moves up
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because it's a it's a productivity rate like we use internally
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and that doesn't necessarily feel like the right thing
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because there's scenarios in which this goes up we've actually got less contributions overall and less contributors overall.
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Wait a second.
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So you're saying that R&D wider MR rate is number MRs per external contributor?
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Oh my goodness.
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That should not be the thing.
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It should be contributions per GitLab team member.
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So the thing above the division is the external ones.
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The thing below is the number of team members at GitLab.
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Is that the case, Lily?
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I'm checking right now.
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I think so in our numerator.
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It says for the marks merge per team member.
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So unless we start calling people outside the company team member, then it shouldn't be done.
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Yeah, just clarifying here.
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So So our numerator is community contributions, and then our denominator is GitLab team members.
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So it's not per external member.
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So we- So what we're doing there,
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Eric, is we're not trying to say how many MRs does someone send if they send something,
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we're saying how many MRs from external do we get for the size of our organization
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sorry i have a childhood emergency outside the door So maybe explain the context behind this.
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The context is as we grow as a company, we should make sure we keep the community up.
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Like the logical thing is for the community to flatline and the size of the org to grow.
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And before you know it, you've kind of outgrown the wider community.
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Yeah.
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And what I'm seeing is we created this pre-sophisticated taxonomy with prefixes
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and post fixes to talk about these things
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but in reality we've only got two of them
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and it's we keep forgetting and we have a hard time discussing this thing so i'd rather just name them simply
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some two names for what they are rather than than using
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that taxonomy but also like in f i have this proposal of like what
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if we just tracked as a kpi the percentage of total mrs
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that come from the community over time and we would see
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that drop i love that i love that let's do that instead Okay.
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But the thing why we have this complex thing is because you can game that.
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You want to game that, you just produce fewer MRs with the engineers at GitLab.
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So if you drive that really hard and say, this is your number one goal, it's very easy to achieve.
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You just tell all your engineers to produce half.
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Yeah.
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So we have different metrics to prevent that from happening the same way
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that like support SLA as an asset kind of buttress one another.
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I think we're robust to that.
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But simplifying this would make these conversations go much easier.
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If you, as our CTO, don't even understand them, we went overboard.
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So I'm supportive.
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You don't understand them.
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And I forgot.
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And I was agreeing to stuff this morning.
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I'm like, there's a problem with this.
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And then you just remind me of the context.
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So yeah, if I can't hold it in my head.
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Percentage that come from the community.
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I love that.
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It's what all our investors ask about.
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Let's do that.
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Okay, cool.
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So Lily, if you can work with Max to make that transition, that would be great.
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And I'll bold the one that we're talking about.
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That's Roman Rimmel 3.
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Thanks.
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I'm on the call.
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Sorry, it was a bit late.
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Timeline, we do have PIs on the raw number of community MRs, and we can make the shift.
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And wider confirming from the definition, I think wider only counts for community, and that's what the definition is.
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Cool.
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All right, so number six then, Christopher.
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Sorry, I was looking up to see if I had the percentage graph, because I think we played around with this at one point and had a draft of that probably about five months back,
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if I can remember, Lily.
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Just an FYI, the month of February, if you were looking at any particular metrics, particularly in development and MR rate,
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we haven't had updates in four days there's apparently a lag
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issue that's been problematic for the data team to basically get updated metrics and they're working on that.
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I'm sorry, Mech, you got the next one.
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So yeah, there's some color there on mitigation, the lag later on.
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On to 7, and we continue as an FYI in addition to the KPI status.
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I'm sorry, I want to just touch on the Postgres replication issue there real quick.
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I'm trying to get my arms wrapped around it.
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Do we have the right attention to this?
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This is kind of, Eric, I don't know
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if you were commenting on hinting towards this in the last meeting around some of the infrastructure improvements on the product side.
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I'm just not quite sure whose responsibility it is to focus
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on getting a handle on some of the constraints we have in replication.
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Yeah, what I was mentioning in the product key review about an hour ago is I think is sort of like unrelated.
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And so I think the DRI needs to be your kind of data engineering team.
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But of course, there's a dependency on infrastructure because that's where the data is being piped from.
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They do own that data source.
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Yeah, I'll say for the replication lag on that slave host where, I'm sorry, not the, on the,
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the secondary host where the data is being pulled from, like the infrastructure would be the DRI for that.
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And so any escalations, but I'll, I'll own those.
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And I know we have an action plan for
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that as far as creating another dedicated host just for the data team to pull from.
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Okay.
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I did actually, I saw that issue
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and I did talk to Craig Gomes a little bit as well on the database side, just to see if there's some database improvements.
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And I'm still trying to figure out, you know, if it's truly just a dedicated computational sort of resource,
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a server, or if there's actually some database tuning that needs to occur.
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Do you have a sense of that?
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There's, so I'd say it's three different things.
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It's having a dedicated host that doesn't have conflicting query traffic coming from other workloads.
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There are some tuning performance or tuning improvements to be made.
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And then there's also improvements in, and this is where it does maybe relate a little bit
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to what the topic was in the last review basically the overall demand on the database layer from .com activities and improving those.
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So it's definitely not just one of those things, but one of the most specific actions we're going to take,
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though, is separating out and having a dedicated host so
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that we're just dealing with the profile of the data engineering traffic on there
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and not having conflicting queries affect the ability to update the replication.
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Steve, I definitely want to partner with you on this one
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because I think the demand on those databases is only going to increase.
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It's not going down.
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And I think we need to get, I'm still unclear on where to focus in to get the biggest bang for the buck.
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I think if the computational resource dedication, that's going to be a good thing, but we're probably going to squeeze the balloon and then the next area will unearth itself.
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Okay.
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And I'll tell you what, I'll put into the infr-key review for next week.
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Okay.
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It's going to be an update on this issue.
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Thank you, Steve.
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So then back to Mechon 7 or yes.
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Thank you.
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And Rob was in the assassin's incident this morning as well.
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So Brian, we have the attention there.
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Number seven, just to provide an update on previous conversations, we're continuing to improve defect tracking and against SLOs.
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There is a first iteration PI that we are experimenting to show a percentage of defects meeting the SLOs.
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Key findings, S1s are hovering at 80%, S2 at 60%.
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We've been focused mostly on S1 and S2 at this point, hence why S3 and S4 are lower.
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This will likely be the case.
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We are also in point B are working on the measurement for average open bugs age.
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This would give us a whole picture of what's left.
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If the age goes up or down, if we are cleaning the backlog, the average age should go down as well.
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There's no PI yet, but I just want to update and show that beyond this.
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It's not off track.
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number C, Craig, on S2?
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Yeah, I just was looking through the charts and I noted that there was a spike in the meantime to close.
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And just wanted to see if you had any insight into that.
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This is the S2, the S1 looked fine.
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Yeah, this is where the point B on H, supplemental charts in the backend helps.
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So I haven't seen a dip in H nor the count overall.
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I think it's the latter.
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We need to dig in a bit deeper in that.
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And also the data lag, I would like to reevaluate once we have the whole picture, once everything is synced in as well.
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Christy, you have some insights.
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Yeah, I'm just wondering if part of this could be the fact
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that we changed the severity across the board for MRs to S2.
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And so we may have some older bugs in there that hadn't been addressed because they were at a lower severity.
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Now we've moved them to S2 and maybe that caused a little spike.
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That could be the case if we did it in a limited fashion, it won't be a huge volume.
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We also iterated after that to pin on priority since product owns prioritization.
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So I wouldn't account it entirely to that.
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I mean, this isn't the infra key review, but I know that they've gotten backed up on those issues.
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So if some good portion of those are in for created or related, then that may be lifting it as well.
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I can take the deeper dig in and then provide an update next time.
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I think we need extra debug slicing the data here.
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So do you like to go to 0.8?
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Yeah, we are now measuring S1, S2, SLO achievement with closed bugs.
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But if you then look at the number of bugs, it's exponential growth.
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And then it would be trivial to achieve 100% SLO achievement.
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If you just look at closed bugs, even though there would be a major problem in the company, 99% of all bugs are overdue.
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As long as I only close ones that are still within the SLO, I'll have great achievement.
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So I think we shouldn't be looking at the closed bugs.
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I think we should be looking at open bugs, the entire population, or percentage of those is within the SLO time.
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I think we're doing it the wrong way.
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Thanks for the feedback, Sid.
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Hence why we wanted to have the average age, average age to measure what's outside in the open.
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We can make this iteration to also measure, focus on the age of all opened, including open bugs.
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This is all something we have discussed with Christopher in the next iteration as well, and we're happy to adjust.
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So the key...
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Yes, go ahead.
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So average age would get closer to it.
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It's not what I'm proposing.
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I'm proposing is of the open bugs what percentage is outside of SLO
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so display it as a percentage you do now just do
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it about the open bugs not the closed one got it okay the exceeding SLO for open bugs yeah
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or open bugs that are within SLO so you have a chart
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that should go up
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and to the right like everything else sounds great we can take it to the the next data metrics to deliver this.
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Cool.
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Thanks.
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It's a pretty good.
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A little tricky Mac you'll have to figure out how to.
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Cause we like to be able to have charts
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that we can historically reconstruct if we need to so
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when tickets close out you need to go through their history to figure out at this time
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when it was open did it breach the slo
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or not that's a good point this might be much harder computationally
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and so I totally respect if we can do it for
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that reason uh cool nine craig yeah i just wanted to
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ask the team like i went through all the the key meeting metrics everything looked in line with prior periods
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and look good is there anything the team wants to call out especially that we should be watching Yeah, I'll call out Sus.
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So the good news is in Q4, we had our smallest decline over several quarters.
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So we only went down by a tenth of a point.
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The quarter previous was 0.6 or six tenths of a point and the quarter before that was a full point.
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So So we see this as an improvement, even though it was still a decline, but it's still a decline.
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Obviously, we want this actually tracking in an upward direction.
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We also don't have enough data to know whether or not this is an actual real trend up.
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So I'm optimistic.
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I think this is a good thing.
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We have had a much keener focus on SUS over the past several quarters.
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So that's why I think, okay, the work that we've done, I think actually is catching up and getting noticed in SUS, but we got to keep an eye on it.
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We can't assume that that's the case.
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Yeah, and the bug discussion above just kind of points out
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that we have an underlying problem right now in our metrics measurement.
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So if we change the measurements to reflect that, then hopefully we're in good shape.
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If we don't and we flatline and address it so that we flatline open S1s and S2s,
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you will see a temporary jump in above SLOs as we clear out that backlog over that period of time.
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And I have point C, which is similar to infrastructure.
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We need to get more security work prioritized.
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We're hearing that from the team.
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But neither that problem nor that activity is sort of currently reflected in our security metrics.
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So we have some work to do long term to make sure we see things like
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that in the metrics and the measurements that we're making.
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So back to you, Sid, 10.
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Yeah, the narrow MR rate seems significantly below target.
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And maybe I hope that it would bounce back from December.
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I think it bounced back, but not back on target.
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Any context there?
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What's going on?
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Yeah, so with family and friends days,
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we actually had some heavier vacation days in January than we historically have.
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One thing to note is that we were actually at a higher MR rate.
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If you go back the last 18 months, we're actually at a higher and narrow MR rate than we were back in each month this year.
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So if you compare October to October, November to November and January, I'm sorry, October, November, December,
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and January, comparatively to last year, what you'll find is we're between a half point
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and a 1.5 MR rate above where we were in the month of previous year.
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That's great context.
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Thank you, Christopher.
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Good work.
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Yeah, so the expectation is that February is a short month.
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We are at, I think, 16 work days with friends and family day and other things.
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Obviously, us having carriages in Texas doesn't help things either for the folks who are working in Texas.
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But hopefully the rest of the team is being effective.
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I was hoping to see a better result right now, but with four or five days, particularly around release week, that's usually when we do see a little bit higher activity.
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So that's not accounted for yet.
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but you know march is march is
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when i'm expecting kind of see a real rebound much like
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we did last year awesome thanks the other context i'll give is we now do time series targets
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so when we change the target you'll see that reflected in the line
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so if we were to look back historically here the goal here is actually lower
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and christopher was ambitious and we kept raising and we kept meeting
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that so it should stair step here and we could go back and reconstruct that if we really wanted to.
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And then ignoring the sort of the seasonal dip here, we raised it to, I think, 11.
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And then we realized we're kind of hitting that point of diminishing returns and the right thing to do business-wise, and this is in our FY22 direction, is hold the line at productivity,
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but start to raise other things related to quality, security, availability, and whatnot.
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So that's kind of why you're seeing this bump is we raised it and we realized, okay, that's not the, we shouldn't raise it anymore.
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And we brought it back down to 10.
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So 10 will be the target going forward.
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I'm going to try to get better.
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A lot of other things while preventing this from dipping.
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Cool.
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And I just want to call out
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that it's not necessarily like higher MR rates should also help to address security
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and quality and other things because you're more productive.
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So you can fix more things.
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So it's not necessarily opposite,
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but I, I agree with let's hold the line 10 is a great number and focus on other indicators to improve.
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That makes a ton of sense.
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Cool.
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Well said.
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All right.
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That's it for the agenda.
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Anyone want to vocalize anything else?
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Great.
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Well, thanks, everybody.
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And I'm going to go check on my four-year-old and see if she got whatever she needed.
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So cheers and talk soon.
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Thanks, Eric.
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Por que praticar a fala com esse vídeo?
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Gramática e expressões no contexto
Vamos analisar 3 expressões chave do diálogo:
- "How do people feel about that proposal?": Uma pergunta natural para solicitar feedback. Aprenda a usar "How do people feel about..." em vez de "What do you think" para variar. Ótimo para reuniões!
- "We can be flexible": Expressão essencial para mostrar adaptabilidade. "Flexible" é uma palavra frequentemente usada no trabalho; use-a para dizer que está aberto a mudanças.
- "That doesn't necessarily make intuitive sense to me": Uma forma educada de dizer que não entendeu algo. "Make intuitive sense" significa "fazer sentido de forma intuitiva" — útil para pedir explicações sem parecer rude.
Armadilhas de pronúncia comuns
Algumas palavras no vídeo podem ser difíceis de pronunciar. Veja como evitá-las:
- "Taxonomy": A pronúncia correta é /tækˈsɒnəmi/ (taks-ÓN-ə-mi). Cuidado com o "x" — não é "z" e sim "ks".
- "Stakeholders": Diga /ˈsteɪkhəʊldəz/ (STEI-khoh-ldəz), não "stake-holder" separado. A sílaba tônica está no primeiro "stei".
- "Duplicates": Pronuncie /ˈdjuːplɪkeɪts/ (DJU-pli-keits), com o "u" como em "you". Evite a forma "doo-pli-cates".
Com essas dicas, o shadow speak se torna mais eficaz. Pratique diariamente, e veja como seu inglês fluirá melhor em situações reais! Aprender inglês com YouTube nunca foi tão prático — use esse vídeo e deixe o shadowspeak ser seu aliado na evolução.
Gramática neste vídeo
As estruturas que o falante mais usa, com as palavras exatas do vídeo:
| Estrutura | No vídeo |
|---|---|
| Present perfect have/has + particípio passado — uma ação passada que ainda importa agora | haven't had · that's been · We've been |
| Voz passiva be + particípio passado — o foco está no que acontece, não em quem faz | would be viewed · won't be counted · can be thrown |
O que é a Técnica de Shadowing?
Shadowing é uma técnica de aprendizado de idiomas com base científica, originalmente desenvolvida para o treinamento de intérpretes profissionais. O método é simples, mas poderoso: você ouve áudio em inglês nativo e repete imediatamente em voz alta — como uma sombra seguindo o falante com 1-2 segundos de atraso. Pesquisas mostram melhora significativa na precisão da pronúncia, entonação, ritmo, sons conectados, compreensão auditiva e fluência na fala.