Lessonly

• Product & Engineering

   Assignments:

  Onboarding buddy

  We provide context through communication boosting productivity leading to new llama satisfaction.

  Full Description

  • We provide context through open communication to provide relevant information to the new llama and encourage a process of continued, self-directed learning.
  • We boost productivity by helping the new llama in many situations based on his/her experience and knowledge to become productive in their role quickly and to help build self-confidence allowing him/her to focus on adding value to Lessonly.
  • We help improve new llama satisfaction by reducing the initial confusion and uncertainty faced by all new llamas.

  Requirements

  • Must have a position with the reach of 2.1 or higher
  • For this role, you must be milestone 1 or greater inCommunication
  • For this role, you must be milestone 1 or greater inProduct Knowledge
  • For this role, you must be milestone 1 or greater inInitiative
  • For this role, you must be milestone 2 or greater inCollaboration

  Examples

  An observation relating to  Onboarding buddy  has not been publicly recognized yet.

  Interviewer

  Growing the team is one of the most important things we do... and we interviewers are responsible for helping to decide on our future teammates.

  Full Description

  Success:

  • You are counted on for two things as it pertains to new llamas joining the pack:
    • Help the candidates get a clear idea of the Lessonly culture as well as the different aspect of the job they are applying for.
    • You'll also be vital in helping the hiring manager assess the candidate across a plethora of criteria

  Details:

  • Attend all on-site interviews for a single position
  • Actively work to give the candidate clarity about who we are
  • Actively work to give clarity to the hirer about your perception of the candidate
  • Understanding of the role the interviewee is interviewing for and the why behind the role
  • Prepared on the general background of the candidate
  • Prepared 2-4 questions based on the role and the candidate
  • Be an active listener. Make sure you are present to the interviewee and not thinking about your life while he or she is talking Here are a couple of thing that I try to do before and during an interview.
  • You listen to answers to see if they follow the values of Lessonly. Ask clarifying questions.
  • When preparing questions, you keep in mind the Lessonly values

  Requirements

  • Must have a position with the reach of 1.1 or higher
  • For this role, you must be milestone 1 or greater inCommunication

  Examples

    Observation created over 5 years ago

  Featuring:Ashley S.Interviewer

  I've been with Ashley as she's been on an interview panel for the first time this week. The cool thing is, you'd never know it was her first time!

  Ashley has been asking really thoughtful questions during the interviews that have helped unearth some great details about the candidates we've been chatting with. Not only that, but I feel like she's communicated with our candidates in a way that is super respectful, down-to-earth, and would make me feel a little more relaxed if I'd been interviewed by her.

  I also appreciate in our debriefs how thoroughly she's thought through the interviews to make sure that we hire candidates that are great culture fits.

  Thanks for being an awesome interviewer, Ashley!

  P&E DBW group member

  We engage in meaningful conversations on ways to help the Product and Engineering team do better work

  Full Description

  Success

  • Do Better Work Groups are a way for anyone on the product team to see something they want to see improved, propose a quest to identify the best solution, and once prioritized make that change happen.
  • You, as a member of a DBW group will be successful if you are a part of inspiring and enabling us to do better work!

  Requirements

  • Must have a position with the reach of 1.1 or higher
  • For this role, you must be milestone 1 or greater inInitiative
  • For this role, you must be milestone 1 or greater inCommunication

  Examples

  An observation relating to  P&E DBW group member  has not been publicly recognized yet.

  ---

  • Engineering

     Assignments:

    --None--

    ---

    • Development

       Assignments:

      --None--

      ---

      • Tech Leadership

         Assignments:

        Agile Coach

        We are all about helping the squad to get stuff live faster and more predictably, not by cracking the whip but by removing obstacles that get in the way.

        Full Description

        This excerpt from Marty Cagan's book Inspired speaks to the success of this role better than we could:
        "Delivery managers are a special type of project manager whose mission is all about removing obstacles—also known as impediments—for the team. Sometimes, these obstacles involve other product teams, and sometimes they involve non‐product functions. In a single day, they might track down someone in marketing and press them for a decision or an approval, coordinate with the delivery manager on another team about prioritizing a key dependency, persuade a product designer to create some visual assets for one of the front‐end developers, and deal with a dozen other similar roadblocks.”

        Key Result(s) / Outcomes

        • Blocker/impediment management/removal
          • Creates an environment where raising blockers/impediments is safe
          • For each of the active work-in-progress stages of the story workflow, we (the squad) get a B or higher as our score
          • If we are NOT meeting a B, we have a plan identified or are working on a plan to get to a B in a particular story stage
        • Checkpoint and Quarterly delivery goals are hit > 90% of the time
          • If applicable for your squad, Daily and/or Weekly goals are also hit > 90% of the time
          • Communicated effectively with the Epic Shaper and Squad Progress Communicator
        • Squads are able to answer forecastability questions, such as:
          • What is our squad’s current capacity?
          • What capacity do we gain if we add folks?
          • What capacity do we lose if we remove folks?
          • What is the current risk of ongoing projects?
          • How confident are we in the above answers?

        Requirements

        • Must have a position with the reach of 2.1 or higher
        • For this role, you must be milestone 2 or greater inPrioritization
        • For this role, you must be milestone 2 or greater inDecomposition & Sequencing

        Examples

          Observation created over 5 years ago

        Featuring:Haley M.Adam G.Agile Coach

        https://lessonly.slack.com/archives/C8UPX4UPM/p1581707334029900

        I don’t think I need to add more to this.

        This post was so clear, and inspired a tremendous amount of confidence that we are truly believing in the feedback-loop philosophy.

        Well done y’all, well done!

          Observation created almost 6 years ago

        Featuring:Alec R.Agile Coach

        https://lessonly.slack.com/archives/G8Q5B0EVA/p1580215718016900

        In my opinion, this is a big part of what delivery management is about.

        • Who can help? Architects
        • Why is it important (with some color in there for good measure)
        • Who will benefit (specific, and playing at folks' emotions)

        Loved this!

          Observation created about 6 years ago

        Featuring:Steve G.We challenge ourselvesWe inspire others to do better workWe recognize the opportunity in challengesAgile Coach

        https://lessonly.slack.com/archives/C8UPX4UPM/p1571263756008600

        This note starts with a dose of awesomeness with a call out to the momentum. Therefore bringing brightness to the room, while about to have a semi-difficult conversation.

        ---

        I really appreciated the fact that the following message made me feel unworried, because I believe there are clear indications the squad has their eye on the ball with statements like; "slowed down by two back-end blocker stories... merge conflicts". Talk about delivery operational awareness!

        ---

        Reflection without a gameplan for change is often pointless. So I was thrilled to read things like; "if we can get those into review tomorrow morning and be proactive about seeking reviewers". This shows a plan and how the plan differs from what we might have been doing.

        ---

        Then with statements like this; "I think we can have all of Epic 1 done by end-of-week and start testing with customers on Monday. @adam, I'm sure you're eager for this, so I'll keep you posted on our progress tomorrow."
        ... it exudes a quote I love, which is

        Keep the most important thing, the most important thing.

        In this case, the most important thing is getting working software in the hands of our customers so that we can keep the learning going strong! This reminds me of a Jeff Gothelf quote

        Keep measuring and learning even after you ship.
        ... it’s all discovery and we learn from everything we make; be it a paper prototype, or the next feature in your production software. I agree with him.

        🙌🏾

        ---

        This is a great example of us calling out when we are behind, when we are ahead, and when we are on pace, and what is the most important thing for us. Delivery management = operational awareness = self and squad accountability = excellence.

        I think overall the squad was a little behind their goals at the time of writing this. I'd love to see us lean into that difficult conversation a bit and express the psychological safety and clarity that comes with simply stating it plainly. The goal isn't perfection, the goal is alignment, togetherness, and communicating reality so that we as a tribe can react, learn, and grow from the highs and lows of our journey.

        ---

        It ended in such an inspirational way that I'll end this with that same sentiment:

        Let's keep up the momentum, and keep helping each other out tomorrow! :fire:

          Observation created over 6 years ago

        Featuring:Haley M.Agile Coach

        I had a few high priority stories that were in need of remediation. Haley kindly picked up one of them for me and in the course of doing so discovered that there was some weirdness with the story. It's been more of a headache then the original remediation seemed to suggest and I am really grateful for her picking it up and sticking with the story.

  • Product

     Assignments:

    --None--

    ---

    • Product Delivery Management (Product Ownership)

       Assignments:

      Launch coordinator

      As an organization, we launch together. That means alignment and unity across multiple departments. Within the P&E team, we have special responsibilities to ensure the success of a monthly product launch. We, launch coordinators, are the captains of the product launch journey we take every month.

      Full Description

      Success: Monthly launches

      • All of the features launching are in demo accounts 3 weeks prior to the launch date
      • All of the features launching launch on-time
      • Usage goals (as defined by the squad) are defined and measured against post-launch

      Details

      Things you might do/deliver

      • Launch Epic that includes the details of what is launching, when it is launching, and the overall launch plan
      • Launch Stories that include:
        • Rake tasks to enable features in proper customer accounts
        • Demo account preparation and seeding of data if needed
        • Feature flag organization and cleanup
      • Define usage goals of the features that are launching
      • Measure against usage goals post-launch and communicating the results to the organization
      • Help the product operations committee finalize pricing and packaging, and then help enablement with what they might need in order to effectively enable on it.

      Requirements

      • Must have a position with the reach of 2.1 or higher
      • For this role, you must be milestone 2 or greater inBusiness and Technical Translation
      • For this role, you must be milestone 2 or greater inPrioritization
      • For this role, you must be milestone 1 or greater inCopywriting
      • For this role, it is recommended to be milestone 1 or greater inDesign Collaboration
      • For this role, you must be milestone 2 or greater inStakeholder / Feedback Management

      Examples

        Observation created about 5 years ago

      Featuring:Alec R.Epic shaperLaunch coordinatorSquad Progress Communicator

      https://lessonly.slack.com/archives/CGS75SABY/p1599838143066600?thread_ts=1599837460.065700&cid=CGS75SABY

      Outcomes, baby, outcomes!!!

      We don't do actions and create outputs for our health... we do it to change human behavior... we do it to make people's lives better, / easier.

      Something as simple as having screenshots in the product board roadmap card made a big impact and reinforced a habit (that the answers AEs and AMs are looking for might just be in the roadmap).

      I love the opportunity to shout out outcomes as opposed to activities and outputs. So I'm thrilled to write this OGO. Well done!

        Observation created almost 6 years ago

      Featuring:Alec R.We put learners firstWe highlight what's workingWe own our requestsWe are coachableWe recognize the opportunity in challengesWe inspire others to do better workWe challenge ourselvesWe represent Lessonly positively in the communityLaunch coordinator

      Alec has been working on creating a presentation to demo the new Usernames functionality to the company - as a part of that, he iterated on what the presentation was going to consist of. There are many great aspects of the presentation that include: outlining the why behind the investment, shouting out the individual team members who were a big part of the success of that project, and lastly the CUSTOMER TESTIMONIAL!

      It is one thing to acknowledge great work on delivering a feature into reality BUT it is another to understand and share what impact the feature is going to have on our customers. This shoutout is for Alec in seeking out and getting a customer to record a video about the value that the Usernames feature is going to provide to our customers. This gives energy to our internal team who built this, those who will support it, and those who will sell it!

      Here is the presentation with the customer testimonial: https://docs.google.com/presentation/d/1lUMJ6CEe6hKN0Me056VGEZ7cf47pPxA9zLQnJ7lxfIQ/edit#slide=id.g58bf794290_0_61

      Solutions Engineer

      We are all about identifying solutions for customers and prospects so that they can get to value faster with Lessonly

      Full Description

      The Account Executive/CX Manager will be the primary person building a relationship with the prospect. The solutions consultant will assist by running pilots and digging deep into the needs of the prospect/customer. You as a solutions engineer are the most technical and product-knowledgeable person of this three-person cross-functional sales squad. Your goal is to answer questions about “how might we” be able to meet the needs of this prospect/customer with existing platform configuration options

      Key Result(s) / Outcomes

      • Time-to-value
        • Accelerating the pre-sales process
          • [Required] The average ticket resolution time for a pre-sales support request to an engineer is at or below our 3-day goal of resolution
          • [Nice-to-have] For deals that require a touchpoint with a solutions engineer, the average sales cycle time is below the current cycle average of 60 days
        • Accelerating the implementation process
          • [Required] The average ticket resolution time for an implementation request to an engineer is at or below our 3-day goal of resolution
          • [Nice-to-have] The average time of implementation is reduced from the average of _ days when a customer requires working with a solutions engineer
      • Clarity of possibility
        • [Required] We will survey the AE or CXM that asks for a solutions engineer, and our ultimate goal is that we stay below 5% of the engagements answers (D) from below:
          • A Solutions Engineer was brought into your pre-sales or implementation discussion with a customer or prospect. Which of the following best describes the outcome:
            • A: A solution was identified for my customer or prospect using existing Lessonly functionality
            • B: A potential acceleration was identified and evaluated on behalf of my customer or prospect
            • C: It was identified that the customer or prospect request isn’t in alignment with our vision and work and therefore we wouldn’t support the request
            • D: None of these three above items were accomplished

      Requirements

      • Must have a position with the reach of 2.1 or higher
      • For this role, you must be milestone 2 or greater inBusiness and Technical Translation
      • For this role, you must be milestone 2 or greater inDelivery Forecasting
      • For this role, you must be milestone 2 or greater inStakeholder / Feedback Management
      • For this role, you must be milestone 2 or greater inProduct Knowledge

      Examples

        Observation created almost 6 years ago

      Featuring:Alec R.We ask clarifying questionsWe recognize the opportunity in challengesBusiness and Technical TranslationSolutions Engineer

      This is on behalf of Rachael Hartsell (member of the CX team) and a shoutout she gave at the all-team. Today Alec hopped on a call with one of our champions to talk about some SFTP solutions. We had talked about some solutions beforehand and while we are on the call Alec was asking questions of the customer. He proposed another solution that we had originally built for one of our customers that I wasn't aware about. The fact that he was so prepared and based on he was able to suggest a solution based on what the customer said in the moment.

      Squad Progress Communicator

      We ensure it is clear and accessible for stakeholders to know the answer to "where are we with that project?"

      Full Description

      Key Result(s) / Outcomes

      • We hit 80% of our internal early adoption goals for the labs account
      • Only 3 "shoulda been in the lesson" questions needing to be asked per checkpoint across all squads (Weekly Product Updates) via Ask the Expert
      • Only 1 "shoulda been in the roadmap" questions needing to be asked per checkpoint across all squads

      Details

      Things you might deliver/do

      • If folks go to the agreed-upon place (weekly update, roadmap, etc), they will be able to see a clear view of progress that is easy to understand by a wide range of stakeholders (basically, every member of the Lessonly team).
      • You will communicate changes (scope, timeline, etc) both effectively and as early as possible.
      • You are also responsible for updating the Weekly Product lesson and coordinating with the Product Enablement team for the monthly round-ups and launch coordination.
      • Demoing functionality at all-team meetings when we can
      • Enabling functionality in our internal About Account and labs.lessonly.com
      • Announcing availability to internal folks via Slack or in an all-team meeting
      • Updating checkpoint goals and results to the P&E department

      Requirements

      • Must have a position with the reach of 1.1 or higher
      • For this role, you must be milestone 1 or greater inBusiness and Technical Translation
      • For this role, you must be milestone 2 or greater inCopywriting
      • For this role, you must be milestone 2 or greater inPresentation Skill

      Examples

        Observation created about 5 years ago

      Featuring:Alec R.Epic shaperLaunch coordinatorSquad Progress Communicator

      https://lessonly.slack.com/archives/CGS75SABY/p1599838143066600?thread_ts=1599837460.065700&cid=CGS75SABY

      Outcomes, baby, outcomes!!!

      We don't do actions and create outputs for our health... we do it to change human behavior... we do it to make people's lives better, / easier.

      Something as simple as having screenshots in the product board roadmap card made a big impact and reinforced a habit (that the answers AEs and AMs are looking for might just be in the roadmap).

      I love the opportunity to shout out outcomes as opposed to activities and outputs. So I'm thrilled to write this OGO. Well done!

      Epic shaper

      Continuous learning, continuous prioritization to ensure continuous value delivery, continuous communication to all stakeholders. That is our job as epic shapers. We take the work that migth seem big and scary and help make everyone feel safe and confident that we will deliver!

      Full Description

      Objective

      As epic shapers we create, groom, and prioritize epics that take into account date-based commitments (if one has been set), stakeholder communication, and squad capacity awareness and rally the team around a plan to take on and deliver value through epics.

      Key Results

      • Optimize Learning Frequency
        • A project is decomposed/sequenced in a way that delivers value to customers as early as possible and therefore creates consistent (weekly is the goal) learning moments for a squad. Ideally we are learning weekly about things such as:
        • How customers will use the feature
        • What bugs/edge cases we might have missed
        • Are we meeting our hypotheses and measures
        • and more!
      • Each epic is written and sliced in a way, that when complete it accomplishes one (ideally all) of the following:
        • We are able to enable the functionality or work into a customer account to deliver value
        • We have progressed in de-risking the following:
        • ... Feasibility: Can our delivery crew can build what we need with the time, skills and technology we have?
        • ... Viability: Will the overall solution have the desired business outcome?
        • ... Value: Will the overall solution be desired and useful to customers?
      • in regard to commitments made by the squad, stakeholders (Internal P&E team members and cx squad members), have a clear view of and confidence in:
        • ... what value is going to be delivered
        • ... who it is going to be delivered to
        • ... when it is going to be delivered

      Details

      Things you might deliver/do

      • Write epics for a squad that takes into account date-based commitments (if one has been set), stakeholder communication, and squad capacity awareness. Great epics also take into account feasibility de-risking and customer value/impact learning.
      • You will be responsible for decomposing the big initiative into epics that tell a story while providing value along the way as early as possible
      • Responsible for prioritizing the epics. Working closely with the other roles to ensure stuff like bugs, tech debt, enhancements, and net new work is all sequenced in a healthy way.
      • Organize epics into milestones in Clubhouse

      AKA

      • Squad progress communicator (Initiative to epic)
      • Epic writer

      Even more details that need to live in a lesson:

      • If folks go to the agreed-upon place (weekly update, roadmap, etc), they will be able to see a clear view of progress that is easy to understand by a wide range of stakeholders (basically, every member of the Lessonly team).
      • Usually, there is one per squad per quarter.
      • Initiatives are usually big. They might even span multiple quarters.
      • In this role, you will be responsible for decomposing the big initiative into epics that tell a story while providing value along the way.
      • Good epics are ones that take into account date-based commitments (if one has been set), stakeholder communication, and squad capacity awareness. Great epics also take into account feasibility de-risking and customer value/impact learning.
      • You will communicate changes (scope, timeline, etc) both effectively and as early as possible.
      • You are also responsible for updating the Weekly Product lesson and coordinating with the Product Enablement team for the monthly round-ups and launch coordination.
      • Responsible for prioritizing the epics. Working closely with the other roles to ensure stuff like bugs, tech debt, enhancements, and net new work is all sequenced in a healthy way.
      • The strength and value is not that the person in this role making prioritization / technical decisions for epics but that they can facilitate the communication between the technical world (story prioritizer) and PM world (initiative prioritizer) using epics as their medium in order to make sure that "what is being worked on" is in alignment with "what we need" (and in what priority as a part of that).

      Requirements

      • Must have a position with the reach of 2.1 or higher
      • For this role, you must be milestone 1 or greater inDecomposition & Sequencing
      • For this role, you must be milestone 1 or greater inBusiness and Technical Translation
      • For this role, you must be milestone 1 or greater inDelivery Forecasting
      • For this role, you must be milestone 2 or greater inPrioritization

      Examples

        Observation created about 5 years ago

      Featuring:Alec R.Epic shaperLaunch coordinatorSquad Progress Communicator

      https://lessonly.slack.com/archives/CGS75SABY/p1599838143066600?thread_ts=1599837460.065700&cid=CGS75SABY

      Outcomes, baby, outcomes!!!

      We don't do actions and create outputs for our health... we do it to change human behavior... we do it to make people's lives better, / easier.

      Something as simple as having screenshots in the product board roadmap card made a big impact and reinforced a habit (that the answers AEs and AMs are looking for might just be in the roadmap).

      I love the opportunity to shout out outcomes as opposed to activities and outputs. So I'm thrilled to write this OGO. Well done!

        Observation created over 5 years ago

      Featuring:Justin K.We have difficult conversationsWe ask clarifying questionsEpic shaper

      As we on Assess prepare for the launch of Certifications, we had a bit of an "oh, shit" moment today where it seemed like maybe we weren't all in alignment about what a Certification is. I felt a little scared, since that's not where you want to be 5 months into a project the month it's supposed to launch. So Justin called a meeting with Ashley, our designer, and me as Discovery Engineer. A lesser leader might have played the blame game ("who needs to work overtime to fix this?") or gone full command-and-control ("Here's my plan—make it happen"), but if you've worked with him, you know that's not Justin. Instead, and I've seen him do this before, he approached the situation from a place of curiosity, asking questions like "How did we get here?" Maybe it's because he has a million kids and has seen it all, but Justin's calmness immediately put me at ease, and his confident curiosity—like of course we're going to figure this out—was infectious, keeping us focused on problem-solving. It turned out we were mostly in alignment anyway, and had just made some small divergent, decisions over the course of the project that we're finally having to square, and now have a plan to. If you struggle with crucial conversations like I sometimes do, take a page from the Book of Kime and stay confidently curious.

        Observation created almost 6 years ago

      Featuring:Ethan M.Joseph A.Joshua A.Waseem D.We ask clarifying questionsWe get agreementsWe inspire others to do better workCommunityDesign CollaborationBack-end engineerFront-end engineerDiscovery engineerEpic shaperStory shaper

      I am grateful for how these 4 have been communicating on this project. This is a complex project for a variety of reasons. We are splitting up the frontend and the backend. Linking elements in our app is a difficult endeavor. The way these four have communicated to one another and to me has been such a joy. Whether it be Waseem posting killer updates in the channel, Joshua and Joseph presenting their findings on technical deep dives, or Ethan walking me through expectations on epic breakdown, everyone has chipped in to really get this off the ground.

      I have been inspired to bring the level of clarity I have found here in other aspects of my job.

        Observation created almost 6 years ago

      Featuring:Alec R.Ethan M.Waseem D.We share before we're readyDecomposition & SequencingEpic shaperFront-end architectBack-end architect

      This thread speaks to it: https://lessonly.slack.com/archives/CPHPVJSTH/p1574698910011200

      This is a great discussion and approach to taking on what could be a larger project in Linked Elements. The team was able to work together to identify and slice up the work in order to get value into the hands of customer faster. Alec said it in his summary here:

      We are going to structure the epics so at the end of each element the element is fully implemented. This means that at the end of epic two the paragraph element will have all of the linked element functionality. Then epic three will be the photo element fully implemented.

      • This will mirror how the platform team rolled out a role management, a fully functional piece of a larger whole. This means we can learn more about the entire linked element process earlier.
      • It gets to value quickly. We have been hearing for years from clients about the linked element functionality. With this plan, we will allow admins to do this whole process faster!
      • It will make the delivery manager role more smooth. Because of this plan, each epic will look similar technically speaking. The first element will take the longest because we have to implement all of Linked elements but after we will be able to determine with reasonable accuracy how long each element takes to build start to finish.

      As a result...

      • This enables the squad in efforts of successful decomposition of ideas into shippable units of work to deliver customer value, validate P&E assumptions, or both
      • Developing right-size slices of work that fit into the checkpoint and quarterly goals
      • Thinking through the stack in a way that promotes flexible story creation (e.g. model/database, API, routes, react components, UI).
      • Your squad consistently gets slices of work into customers hands for testing as early as possible in the lifespan of a project

        Observation created about 6 years ago

      Featuring:Rick G.Epic shaperStory shaper

      https://app.clubhouse.io/lessonly/epic/27348#activity-32580

      This is how acceptance criteria should be written.

      This level of detail should be at the story level to ensure clarity.

      However, I'd put this level of detail in the epic in scenarios where there is less design, or complicated logic, or a delivery team that doesn't find joy in pushing the boundaries on the details.

      Feature Documenter

      We are the documenters... we ensure that the most important parts of how our application is supposed to work never gets forgotten.

      Full Description

      Success:

      • No one on the P&E team has to ask how new functionality is intended to work
      • None of the direct stakeholder (enablement, product marketing, and customer support) has to ask how launched functionality is intended to work (can be measured with a decrease in tickets that could be solved by having documentation in place)
      • Documentation is created, reviewed, and added to Zendesk Guide before the feature is launched and passed to Customer Support and Customer Experience prior to launch to create support articles

      Note: The scope of this role is it is responsible for creating a manual that inspires the customer-facing and enablement documentation but is NOT responsible for writing customer-facing and enablement documentation

      Details:

      Here is lesson that outlines internal documentation on the P&E team

      With every launch and every new feature, there are many details about the feature that we on the product have in our heads. These include:

      • Overview of the feature
      • How the feature works
      • Screenshots
      • Demo Video
      • and more!

      We have a goal to properly document the feature launching for both P&E and inter-departmental stakeholders.

      Things you might deliver/do

      • Create a story for creating documentation in each epic
      • Create documentation and move it through the review process
      • Add documentation for each feature to Zendesk Guide
      • Maintain documentation in the now and future
      • Share documentation easily with stakeholders via Zendesk Guide
      • The Feature Documenters (at least one person from each squad) will get together to create a Feature Documenters Handbook where they will agree on how documentation will be written, organized, and styled in the internal knowledge-base (Zendesk Guide).

      Here is an example of what success looks like

      Requirements

      • Must have a position with the reach of 1.1 or higher
      • For this role, it is recommended to be milestone 1 or greater inStakeholder / Feedback Management
      • For this role, you must be milestone 1 or greater inBusiness and Technical Translation
      • For this role, you must be milestone 1 or greater inCopywriting
      • For this role, you must be milestone 1 or greater inProduct Knowledge

      Examples

        Observation created almost 5 years ago

      Featuring:Kimberly H.Feature Documenter

      We had to respond to an RFP (Request for Proposal).

      There was a question about permissions, and I immediately knew that there is one person I definitely needed to bring in... THE HAMMER!!!

      I asked Kim how she would respond to this RFP question, and a couple of short hours later, she knocked it out of the park! Here is the doc she wrote up.

      Made me even more confident that Kim not only has my back, but she does nothing half assed.

      Well done... we all appreciate you!

        Observation created almost 6 years ago

      Featuring:Raphael A.We put learners firstWe inspire others to do better workWe don't wait to be told what to do, we take initiativeWe put the team before ourselvesCopywritingFeature Documenter

      Documentation is vital for a software company. That is true for all aspects of our app but particularly user management. Lessonly cannot exist without learners, so the action of making it clear and easy to get users into Lessonly is important. Even though I know all of that creating documentation can be seen as the least fun aspect of software. It is more fun to build new stuff than to write in painstaking detail about the stuff you just built.

      With all of that being said, it only makes what Raphael did more impressive. We recently wrapped up the development of SCIM for OneLogin. We were left with the documentation piece. I tried my best to get it started but we reached a point where we had to set the JSON user schema and I was lost. Raphael (who got involved late to the project) was able to familiarize himself with the code base and write some killer documentation (found here: https://docs.google.com/document/d/1zaEPLM1wtiDHBth9owIG29R2c-3oYWq04jPtxvH-5P0/edit#)

      This is the definition of a team player. Hopping onto a project and helping out any way you can no matter what. Raphael has always been game for these sort of things but I was reminded again by this.