Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee

We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing

Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Following up on this... The Editor Engagement Experiments team had the first one of these with Erik and Sue last Tuesday (the 15th). Tilman was there to take notes, and I published our slide deck, so there is a transcript and PDF to review for those interested at: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… Erik will likely share some notes soon on how he and Sue want to rejigger the meeting structure based on this first try. Overall it was helpful for all parties, but obviously in a meeting this long and covering this kind of material, adjustments can and should be made. Steven

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

On Wed, Dec 19, 2012 at 6:49 PM, Erik Moeller <erik(a)wikimedia.org> wrote: Following up on this... The Editor Engagement Experiments team had the first one of these with Erik and Sue last Tuesday (the 15th). Tilman was there to take notes, and I published our slide deck, so there is a transcript and PDF to review for those interested at: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… Erik will likely share some notes soon on how he and Sue want to rejigger the meeting structure based on this first try. Overall it was helpful for all parties, but obviously in a meeting this long and covering this kind of material, adjustments can and should be made. Steven

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity

My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We'll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We're slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We'll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We're slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We'll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We're slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We'll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We're slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Thanks for sharing, Tilman! (These are really useful pages, and nice to see them continue to be maintained). Best regards, Bence On Tue, Jun 3, 2014 at 11:39 PM, Tilman Bayer &lt;tbayer(a)wikimedia.org&gt; wrote: _______________________________________________ Wikimedia-l mailing list, guidelines at: https://meta.wikimedia.org/wiki/Mailing_lists/Guidelines Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l, <mailto:wikimedia-l-request@lists.wikimedia.org?subject=unsubscribe>

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Hi folks, to increase accountability and create more opportunities for course corrections and resourcing adjustments as necessary, Sue's asked me and Howie Fung to set up a quarterly project evaluation process, starting with our highest priority initiatives. These are, according to Sue's narrowing focus recommendations which were approved by the Board [1]: - Visual Editor - Mobile (mobile contributions + Wikipedia Zero) - Editor Engagement (also known as the E2 and E3 teams) - Funds Dissemination Committe and expanded grant-making capacity I'm proposing the following initial schedule: January: - Editor Engagement Experiments February: - Visual Editor - Mobile (Contribs + Zero) March: - Editor Engagement Features (Echo, Flow projects) - Funds Dissemination Committee We’ll try doing this on the same day or adjacent to the monthly metrics meetings [2], since the team(s) will give a presentation on their recent progress, which will help set some context that would otherwise need to be covered in the quarterly review itself. This will also create open opportunities for feedback and questions. My goal is to do this in a manner where even though the quarterly review meetings themselves are internal, the outcomes are captured as meeting minutes and shared publicly, which is why I'm starting this discussion on a public list as well. I've created a wiki page here which we can use to discuss the concept further: https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings/Quarterly_r… The internal review will, at minimum, include: Sue Gardner myself Howie Fung Team members and relevant director(s) Designated minute-taker So for example, for Visual Editor, the review team would be the Visual Editor / Parsoid teams, Sue, me, Howie, Terry, and a minute-taker. I imagine the structure of the review roughly as follows, with a duration of about 2 1/2 hours divided into 25-30 minute blocks: - Brief team intro and recap of team's activities through the quarter, compared with goals - Drill into goals and targets: Did we achieve what we said we would? - Review of challenges, blockers and successes - Discussion of proposed changes (e.g. resourcing, targets) and other action items - Buffer time, debriefing Once again, the primary purpose of these reviews is to create improved structures for internal accountability, escalation points in cases where serious changes are necessary, and transparency to the world. In addition to these priority initiatives, my recommendation would be to conduct quarterly reviews for any activity that requires more than a set amount of resources (people/dollars). These additional reviews may however be conducted in a more lightweight manner and internally to the departments. We’re slowly getting into that habit in engineering. As we pilot this process, the format of the high priority reviews can help inform and support reviews across the organization. Feedback and questions are appreciated. All best, Erik [1] https://wikimediafoundation.org/wiki/Vote:Narrowing_Focus [2] https://meta.wikimedia.org/wiki/Metrics_and_activities_meetings -- Erik Möller VP of Engineering and Product Development, Wikimedia Foundation Support Free Knowledge: https://wikimediafoundation.org/wiki/Donate _______________________________________________ Wikimedia-l mailing list Wikimedia-l(a)lists.wikimedia.org Unsubscribe: https://lists.wikimedia.org/mailman/listinfo/wikimedia-l

Tilman Bayer wrote: Hi. I'm trying to understand why certain groups seem to have had a formal quarterly review (with minutes on a corresponding Meta-Wiki page) and why others seem to have bypassed this process. Why wasn't there a review for two of the four groups mentioned (Communications and Legal & Community Advocacy)? Publishing slides is better than nothing, I suppose, but it seems strange to not hold a formal quarterly review for these two teams. MZMcBride