Abstract Wikipedia team/Product Development Process

Overview

The Abstract Wikipedia team plans work on a quarterly basis. This document outlines our product development practices—how we plan, make decisions, and manage projects. We strive for a robust development process so our team can be more resilient, and we can ship more predictably. We continuously iterate on these processes as we learn.

Planning Timeline

Before the Quarter

6 weeks before

• Create a tab for the new quarter in the roadmap spreadsheet and copy over the Potential Bets backlog from last quarter
• Leads review Upcoming Epics for projects that should be added to Potential Bets
• Ask the team to start adding their ideas on what to work on next quarter by doing the following:
  • Fill out columns A-F for the idea being pitched
  • Create a new PRD from the template, and fill out only the “Problem Alignment” section. The write-up should be lightweight, with just enough detail to help the team discuss and prioritize before quarterly planning meetings

4 weeks before

• Team leads review proposed work, recommend the set of work to commit to, and put them in priority order in the roadmap spreadsheet
• Continue adding details in PRD docs as we discuss and clarify projects
• Solicit feedback from the team to ensure continuous alignment on scope and priorities

3 weeks before

• Ask team to pre-read all draft PRDs being proposed
• Continue adding details in PRD docs as we discuss and clarify projects
• Create agenda for quarterly planning meeting (example)

2 weeks before

• Quarterly planning meetings: usually 6 hours over 3 days (Tues, Weds, Thurs) – 2 hours each day. Areas covered:
  • OKR scoring for current quarter
  • Retroactive estimation for current quarter
  • Go over all the proposed PRDs as a team to clarify, scope, estimate, and prioritize
    • Determine which projects need weekly work planning meetings throughout the quarter and set them up on the team calendar
    • Run estimation exercise to confirm commitments are realistic
  • Retrospective and reflections on the current quarter
  • Create agenda from the template

1 week before

• Continue adding details in PRD docs as we discuss and clarify projects
• Identify overflow tasks and capture them in the scope for the following quarter so they are not lost when we update our project boards and meetings
• Set up Phabricator: create new board, create new Epics
• Set up Asana board

During the Quarter

First 2 weeks

• Weekly work planning meetings kick off, where we conduct deep dives to finalize scope, success metrics, and determine implementation details. Goal is to unblock the start of engineering work. Blockers, decisions needed, and scope changes are surfaced in Asana updates so they can be followed up on

Throughout the quarter

• Recurring work planning meetings and OKR check-ins are synchronous venues where we do deep dives, unblock work, make decisions, and adjust scope as needed. Actively cancel any work planning meetings that are not needed for the week.
• Make good use of async collaboration in between work planning meetings.
• Once work gets going, latest updates should be tracked in the work planning notes rather than the PRDs

Roles & Responsibilities

Product Lead

• Organize and drive overall quarterly planning
  • Schedule planning meetings and create agenda (template)
  • Create a tab for the new quarter in the roadmap, pre-populate with work we know we’ll do and potential bets from previous quarters + Phab backlog. Solicit team input and PRD drafts
  • Organize and drive pre-work: prepare and send pre-reads, solicit feedback on draft PRDs
  • Run quarterly planning meetings
  • Propose and adjust planning process as we learn
• Collaborate with Denny on long term plans and direction for the team
• Coordinate and drive major product launches
• Usually a KR owner in the annual plan

Product Manager

• Drive specific features and projects
  • Create PRD and align team on the work
  • Clarify, unblock, rescope as needed to keep things moving towards goals
  • Communicate with team, stakeholders, and community on plans, progress, and outcomes
  • Analyze metrics and interpret data to determine success and develop actionable insights
  • Gather user feedback and follow up as appropriate
• Drive strategic use of Phabricator to make the team more productive
• Usually a hypothesis owner

Engineering Manager

• Drive team execution
  • Set up work planning meetings for each new quarter
  • Ensure decisions needed, blockers, scope change questions are captured in weekly updates and followed up on
  • Run weekly OKR meetings – status updates are in, track progress towards success metrics
  • Help resolve technical decisions, provide guidance and delegation to move projects forward
  • Communicate with team and stakeholders on progress, blockers, scope changes, goals
• Oversee operations
  • Analyze and drive fixes for operational issues that impact execution, creating PRDs as needed to propose work
  • Identify and mitigate risks to our systems and processes
  • Drive and report on essential workstreams
• Can be a hypothesis owner

Tech Lead

• Drive technical decisions
  • Clarify and provide context to engineers to help them make technical decisions
  • Key decision-maker for major technical changes
• Provide technical guidance to engineers throughout development cycle
  • Knowledge transfer for major engineering activities to ensure resilience and continuity
• Can be a hypothesis owner

Engineering Team

• Execute projects
  • Drive work they are responsible for during the quarter, communicating progress and raising issues as needed
  • Participate in deep-dives during work planning meetings
  • Help shape the work as we progress and learn, creating PRDs as needed to pitch new work

Embedded Teams (SRE, QTE, Design, Community)

• Execute projects
  • Provide guidance in areas of expertise to move projects forward
  • Drive specific areas of work as needed
  • Participate in quarterly planning, team meetings, and deep-dives as needed
  • Help shape the work as we progress and learn, proposing new work based on learnings

Project Core Teams

• Core team executing on a project
  • Mandatory at work planning meetings
  • Shared responsibility for communicating updates and raising blockers, decisions needed, potential scope changes

Meetings & Touchpoints

Quarterly Meetings

• Quarterly planning meetings: usually 6 hours over 3 days (Tues, Weds, Thurs) – 2 hours each day. Areas covered:
  • OKR scoring for current quarter
  • Retroactive estimation for current quarter
  • Go over all the proposed PRDs as a team to clarify, scope, and prioritize
    • Determine which projects need weekly work planning meetings throughout the quarter and set them up on the team calendar
  • Retrospective and reflections on the current quarter

Monthly Meetings

• Big-picture
  • How did we get to this vision of the future?
  • What delights you about this vision?
  • What scares you about this vision?
  • So, what should we do?
• Product roundtable
  • This is a space for us to discuss aspects of our product/process that everyone in the team should be aware of (this meeting is still evolving)

Bi-weekly Meetings

• Retrospectives

Weekly Meetings

• Team meeting
  • How are you feeling, and what are you working on this week?
  • General news & discussion topics
  • Do you need help or clarification with something?
  • Is there something you want to demo for feedback?
• Work planning
  • Any deep dive topics? (Implementation details, acceptance criteria, success metrics)
  • Any issues that need to be surfaced? (Blockers, decisions needed, risks, scope changes)
• OKR status
  • Review this quarter's projects on the Asana board:
    • Current status
    • Progress against success metrics
    • Review the risks, scope changes, decisions needed that were surfaced in work planning meetings