...
- Architecture team discussed four key tenets
- autonomy
- efficiency
- context
- industry experience and expertise in the team. Know where the industry is going
- design
- making sure that we're driving towards a high quality implementation
- Other teams are similar
- architecture, security, performance, FedX, DevOps, platform
- all (other than FedX) are driven out of the Core team
- Educator, Learner, Open Source are key stakeholders
- Their OKRs are not around improving the platform or technologies
- Core is the decider, drives and project manages the efforts
- Eddie would like to see FedX move to this model
- Who holds these groups accountable?
- Eddie should be the executive sponsor of all teams, including FedX
- Can go to Eddie to help drive adoption
- Have similar challenges
- How does the security team move things forward?
- Performance team is a dedicated Core team so it is their job to work this
- This approach tends to be more successful
- Docker project is interesting
- It started with a number of passionate individuals
- It eventually transitioned to the Core team as an actual project
- The end result may not be an ideal Docker implementation due to the way it was developed
- What makes FedX different from other teams?
- What should we do with FedX
- Ari will lead the team as the Core representative
- She is the decision maker for the team
- FedX team members are active practitioners
- Need to define who are the stakeholders for this group
- Product delivery teams
- Open Source team
- Who are our customers
- Product delivery teams
- Open Source community
- All decisions made by this group should be focused on serving developers
- Secondary benefits: time to value
- This team should propose organizational changes too
- This team should be the ones to propose that we need a core FedX team
- Push for more autonomy
- Release pipeline team was doing everyone's pipelines, training everyone
- Had to push to give them the team's the ability to do things themselves
- This is the only way to get the product delivery teams to scale
- e.g. doesn't make sense that Ari has to fix all Webpack issues
- How do we make sure that teams do follow the best practices?
- Does this roll up to architecture group?
- Not clear yet. FedX will be a guinea pig
- Eddie will meet regularly with Ari as the executive sponsor for the team
- Communication
- Regularly share with lunch & learns, emails, engineering all hands
- FedX is in a great position to address time-to-value for FY18
- Ari will lead the team as the Core representative
- Concerns
- How do we drive things forward?
- Resourcing is still a challenge
- Business team does not have a representative on FedX
- Their concerns like multisite don't necessarily get heard
- Can we find someone to become a stakeholder and attend meetings
- Issues we need to tackle
- Bootstrap
- Paragon
- Asset pipeline
- How do we use the FedX board?
- How do product delivery teams pick them up? How do we justify them over product features?
- We need to make sure tickets have clear value on time-to-value
- How will bigger questions be addressed?
- e.g. do we want to completely separate front end from back end?
- server-side vs client-side
- Andy Armstrong (Deactivated) to share the learner discussions on this topic
- how does this fit with full stack engineers?
- FedX group should not be deciding these things in a vacuum
- How can we get more help from the Open Source community?
- They are very excited to contribute but find our stack very confusing
- Talent acquisition and retention
- Need to be adopting modern front end practices
- Core team should be the center of excellence to provide best practices
- For long running, cross-functional projects
- e.g. fixing the asset pipeline
- how do we resource this? Not enough resourcing within the Core team today
- do we need a core FedX team?
- can we spin up a short-lived team to solve big problems
- again FedX needs to advocate for this
- How do we drive things forward?
- Actions
- Are there articles that would help us?
- Look at how a chief security officer tries to affect change within their organization
- Doesn't fit with "move fast and break things"
- Maybe there are articles about driving front end technology change
- Are there articles that would help us?
Action items
- Ari Rizzitano (Deactivated) - write up a page describing how the group is going to work moving forwards
- develop a fuller charter for the group
- decide how often to meet
- consider having office hours