From 3f8db09c6336ed7a3a2cb0ef90d9ab7059e7ea7d Mon Sep 17 00:00:00 2001 From: =?UTF-8?q?J=C3=B6rg=20Benesch?= <14031765+herrbenesch@users.noreply.github.com> Date: Tue, 14 Nov 2023 09:51:24 +0100 Subject: [PATCH] Let's not show the team structure as it is outdated --- README.md | 2 - team_structure.md | 129 ---------------------------------------------- 2 files changed, 131 deletions(-) delete mode 100644 team_structure.md diff --git a/README.md b/README.md index 57ca591..b661041 100644 --- a/README.md +++ b/README.md @@ -29,8 +29,6 @@ get ready for your first day, week and month. We currently do continuous delivery, based on OKRs. No SCRUM. Engineers don't just write code but create solutions. Excellent communication skills are a must. -You can fine the [full team structure here](team_structure.md). - ### Code of Conduct We take great pride in providing a workspace and atmosphere that is productive and safe diff --git a/team_structure.md b/team_structure.md deleted file mode 100644 index d817b8d..0000000 --- a/team_structure.md +++ /dev/null @@ -1,129 +0,0 @@ -# Team Structure - -## Org Chart & Interfaces - -```mermaid -flowchart TD - CEO{CEO}; - CTO{CTO}; - PO{Product Owner}; - team{voiio Team}; - TM{Project Lead}; - TL{Dep. Head}; - CEO -- company OKR --> CTO; - CTO -- product OKR --> PO; - CTO <-. platform architecture .-> TM; - PO -- project OKR --> TM; - TM <-- project collab. --> TL; - PO <-- roadmap planing --> TL; - PO -- product update --> team; -``` - -## Artifacts & Ownership - -```mermaid -flowchart LR - CEO{CEO}; - CTO{CTO}; - PO{PO}; - TM{PL}; - companyVision[[Company Vision]]; - productVision[[Product Vision]]; - productRoadmap[[Product Roadmap]]; - companyObjectives[[Company Objectives]]; - companyKeyResults[[Company Key Results]]; - productObjectives[[Product Objectives]]; - productKeyResults[[Product Key Results]]; - projectKeyResults[[Project Key Results]]; - projectObjectives[[Project Objectives]]; - project[[Project]]; - CEO -. owns .- companyVision; - CEO -. sets .- companyObjectives; - CTO -. delivers .- companyKeyResults; - CTO -. owns .- productVision; - CTO -. set .- productObjectives; - PO -. delivers .- productKeyResults; - PO -. owns .- productRoadmap; - PO -. sets .- projectObjectives; - TM -. delivers .- projectKeyResults; - TM -. owns .- project; -``` - -### Visions - -A clear vision needs to be set for the company and all departments. Those documents -need to be shared with all employees. - -### OKR - -_OKR = Objective Key Result_ - -We use OKRs as a bidirectional communication, with goal alignment in the form of -objectives and impactful delivery in form of key results. They must be agreed upon -by both the team and manager. - -OKRs are communicated within the company to identify synergies or conflicts of interest. - -#### Objectives - -Objectives are set by the manager in alignment with the company or product vision. -They are their main tool of control and need to be highly specific and achievable. -Furthermore, they should be outcome and not output oriented. Meaning that they should -define a goal, not implementation or specific features. -Objectives may change over time, to allow the manager to set the focus on new challenges. - -#### Key Results - -Key results are committed outcome towards the objective set by the manager. -They must be achievable by the team without external dependencies or side effects. -Should a team struggle to define key results, this might indicate that the manager -needs to set a more refined objective. - -### Product Roadmap - -The product roadmap helps to organize and communicate individual product OKRs for the -upcoming month. The document is owned and maintained by the product owner. - -The product owner does not define a timeline based on estimates or solutions, but based -on the amount of time they want to invest to achieve an objective. - -The product owner must frequently update and align the roadmap with relevant stakeholders. - -### Project - -```mermaid -sequenceDiagram - actor PO as Product Owner - actor PL as Project Lead - actor head as Dep. Head - PO ->> PL : objective: Increase user retention - PO -> PL : key-result: increase returning user rate by 20% - PO ->> PL : scope: within 2 development weeks - PL ->> head: What are the acceptance criteria for the project? - head ->> PL: A user needs to be able to ... - PL ->> head: Here's what we can deliver in two weeks and the increments we will deploy. - alt dep. Head gives O.K. - PL ->> PL: development - PL ->> head: feature delivery - PL ->> PO: result: returning user rate up by 25% - else dep. Head does not give O.K. - PL ->> PO: rescope or cancel? - PO --> head: rescoping - end - - -``` - -The project is owned by a project lead. Any engineer can be the project leads. -They are responsible for the project's outcome. They gather requirements, define -solution, and coordinate the team. The team usually consists of other engineers. - -The product manager must frequently update and align the project with relevant stakeholders. - -As a first step, the project lead collects acceptance criteria from the department heads. -Based on those, the project leads define the project outcome and the deliverable -increments. Those must be communicated and agreed upon with the department head prior -to execution. - -Should the acceptance criteria exceed the project scope or miss the project's objective, -the product owner can revise or cancel the project.