Merge pull request #940 from 2i2c-org/hmc-delivery-enablement-doc

add meetings, roles and team info for delivery enablement

biz-dev/meetings/project-management-alignment.md

@@ -61,7 +61,7 @@ Fortnightly for 1 hr
 -   **Senior Product Manager, Open Science Enablement** [James Munroe] - Provides insights and updates based on community engagements. Help to guide the prioritization of work into the P&S team.
 -   **Engineering Lead/People Operations Lead** [April Johnson] - Helps to shape delivery outcomes.
 
-Optional:
+Optional members:
 
 -   **Head of Product** [Giuliano Maciocci]
 -   **Technical Lead** [Yuvi Panda]

delivery-enablement/index.md

@@ -0,0 +1,7 @@
+# Delivery Enablement processes
+
+```{toctree}
+overview.md
+team-kpis.md
+coordination-ceremonies.md
+```

delivery-enablement/meetings/operations-planning.md

@@ -0,0 +1,26 @@
+# Operations Planning (_Review Operations Board_)
+
+**Team Calendar Link**: [Review Operations Board](https://calendar.google.com/calendar/event?action=TEMPLATE&tmeid=MmoxMDVycjB2M2FoM2c4dGwyZ3Vxbm9mNThfMjAyNTAyMThUMTgwMDAwWiBoY2FtcGJlbGxAMmkyYy5vcmc&tmsrc=hcampbell%402i2c.org&scp=ALL)
+
+### WHY
+
+Provides an opportunity for the delivery enablement cohort to review, prioritize and schedule work that needs to be delievred by the cohort by the end of the next iteration.
+
+As of Q1 2025, the team is experimenting with iterations that are one week long.
+
+### CADENCE
+
+Fortnightly on Tuesdays (45-minutes)
+
+### ATTENDEES (and rational for their attendance)
+
+-   **Delivery Manager/Chief of Staff** [Harold Campbell] - Meeting organizer
+
+-   **Engineering Lead/People Operations Lead** [April Johnson] - Shares operational tasks related to people development/growth, hiring and P&S team operational activities.
+-   **Senior Product Manager, Open Science Enablement** [James Munroe] - Provides a perspective on business development, community insights and P&S services roadmap
+
+Optional members:
+
+-   **Senior Account Executive** [Jim Colliand] - Provides Sales and Business insights and related operational targets
+-   **Executive Director** [Chris Holdgraf] - Provides insights related to high-level org strategy and some sales insights
+-   **Head of Product** [Giuliano Maciocci] - Provides a perspective on P&S product roadmap

delivery-enablement/meetings/operations-sync.md

@@ -0,0 +1,17 @@
+# Operations Sync (_Operations Alignment and Sync_)
+
+**Team Calendar Link**: [Operations Alignment and Sync](https://calendar.google.com/calendar/event?action=TEMPLATE&tmeid=MDZiYzY5a3VlZWNqdTd1ZWFpb2NocmR0dGxfMjAyNTAyMTdUMTgwMDAwWiBoY2FtcGJlbGxAMmkyYy5vcmc&tmsrc=hcampbell%402i2c.org&scp=ALL)
+
+### WHY
+
+Algin on progress, highlight risks and were necessary change priorities based on new information shared.
+
+### CADENCE
+
+Weekly on Mondays (15-minutes)
+
+### ATTENDEES (and rational for their attendance)
+
+-   **Delivery Manager/Chief of Staff** [Harold Campbell]
+-   **Engineering Lead/People Operations Lead** [April Johnson]
+-   **Senior Product Manager, Open Science Enablement** [James Munroe]

delivery-enablement/meetings/retrospective.md

@@ -0,0 +1,29 @@
+# Retrospective (_Delivery Enablement/Operations Retro_)
+
+**Team Calendar Link**: [Delivery Enablement/Operations Retro](https://calendar.google.com/calendar/event?action=TEMPLATE&tmeid=M3RsMzk2c3FiaGd0aTVsNXVua241NnRsZGFfMjAyNTAyMjdUMjEwMDAwWiBoY2FtcGJlbGxAMmkyYy5vcmc&tmsrc=hcampbell%402i2c.org&scp=ALL)
+
+### WHY
+
+We use this meeting to review how we've been managing the work flowing through the [Operations board](https://github.com/orgs/2i2c-org/projects/50/views/14).
+
+### CADENCE
+
+Monthly on last Thursday (45-minutes)
+
+### ATTENDEES (and rational for their attendance)
+
+### Resources
+
+-   GitHub
+
+    -   [Operations Board](https://github.com/orgs/2i2c-org/projects/50/views/14)
+    -   [Initiatives Board](https://github.com/orgs/2i2c-org/projects/46)
+    -   [P&S Team Board](https://github.com/orgs/2i2c-org/projects/57)
+
+-   AirTable
+
+    -   [BD Opportunities Interface](https://airtable.com/appbjBTRIbgRiElkr/pagoeZ7tBweqGCcDo?hZA1Q%3Asort=eyJwZWxNYzBVM2ZrYlIzWkduWiI6W3siY29sdW1uSWQiOiJmbGRtWW0yNGF1R2NrOXB6WCIsImFzY2VuZGluZyI6dHJ1ZX0seyJjb2x1bW5JZCI6ImZsZHBQMGE5OHNzRVVlYjc5IiwiYXNjZW5kaW5nIjpmYWxzZX0seyJjb2x1bW5JZCI6ImZsZGoxUDhJMDZ2elJvQjNsIiwiYXNjZW5kaW5nIjpmYWxzZX1dfQ&hZA1Q=allRecords&hZA1Q%3Agroup=eyJwZWxNYzBVM2ZrYlIzWkduWiI6W119)
+    -   [BD Sales Updates](https://airtable.com/appbjBTRIbgRiElkr/pag6v0DXpJBlb7yeq)
+    -   [Delivery Enablement](https://airtable.com/appbjBTRIbgRiElkr/pagpZcdEaghJQiYH3?xbbIM=sfsOMZdUBQW7wyW1K)
+
+-   [Notes - [Tentative] Operations Board Refinement](https://docs.google.com/document/d/1WvXamL-f-QNYUVFG2RJPE-9R7iNkn4QkRg9p-s_tFwU/edit?tab=t.0#heading=h.9krs5mief39g)

delivery-enablement/overview.md

@@ -0,0 +1,38 @@
+# Delivery Enablement team overview
+
+The primary purpose of the Delivery Enablement team is to ensure that 2i2c efficiently accomplishes our goals through hands-on capacity building, guidance, and systems design.
+
+We work to **make it easier for everyone to do the right thing well, by doing it together**.
+
+## Core Responsibilities
+
+The team's core responsibilities are:
+
+-   Building and maintaining systems for support and improvement of team processes
+-   Building and maintaining systems for support and improvement of individuals
+-   Increasing other teams’ capabilities and capacity to deliver
+-   Building and maintaining systems for operations within functional areas while they build their own capacity
+
+See the [Team KPIs](team-kpis.md) to see how these translate to measurable outcomes.
+
+## Capabilities & Capacity Needed
+
+Below is a list of the primary capabilities and capacity need for this team to be successful.
+
+-   Business and organizational strategy, guidance and facilitation
+-   Building and maintaining systems of work
+-   Defining and measuring KPIs for the entire org
+-   Coaching & consulting with others on how to deliver more effectively, and learning every function well enough to do so
+-   Mentoring and teaching on delivery management and organizational agility
+-   Removing obstacles for team members
+-   Managing operations and systems
+-   Managing people - people practices, individuals, teams, and managers
+-   Guiding and leading change initiatives with well-defined change management philosophy (e.g. ADKAR).
+-   Airtable, GitHub, etc. - design and technical implementation skills for the tools we use inside 2i2c
+
+## Key Roles
+
+-   [People Lead](role-people-lead.md)
+-   [Deliver Manager](role-delivery-manager.md)
+-   [Operations Manager](role-operations-manager.md)
+-   [Chief of Staff](role-chief-of-staff.md)

delivery-enablement/roles/role-chief-of-staff.md

@@ -0,0 +1,60 @@
+# Chief of Staff Role
+
+```{role} Chief of Staff
+
+```
+
+(role:chief-of-staff)=
+
+**TL;DR;** The Chief of Staff (CoS) extends the capacity of the Executive Director (ED) by identifying the crucial challenges or opportunities across the org and closing those gaps. They work across all Flight Levels, prioritizing opportunities to ensure that strategic outcomes are operationalized.
+
+### AREAS OF RESPONSIBILITY
+
+-   **Unblock strategically important initiatives** - The CoS works with the ED to identify critical initiatives that need moving forward then provide direction and extra capacity to move them forward.
+
+-   **Provide decision-making (by proxy for the ED)** - They make decisions on behalf of the ED, attend strategically important meetings on their behalf and use coaching conversations to transparently guide decision-making and cross-functional work in teams
+
+-   **Uplevel senior team members** - In conjunction with the People Lead, the CoS helps uplevel senior team members enabling them to operationalize their systems of work and to effectively support their team members.
+
+### FAILURE MODE
+
+2i2c doesn’t have information or any warnings to know that it’s getting to a funding/financial crunch (like July 2024).
+
+### KEY OUTCOMES
+
+1. Advise and support Executive Director (ED) and leadership team
+
+    1. Provide ED with feedback and guidance to build his leadership stance, particularly in operationalizing strategic objectives and to help scale 2i2c’s operational practices
+
+2. Be connected to all the teams to have oversight of challenges and improvement initiatives
+    1. Ensure coaching (including 1:1s) and feedback conversation happen between line-managers and their peers
+    2. Help to equip line managers and team members with the tools necessary to have crucial conversations
+    3. Provide support (in tandem with the Delivery Manager) to increase other teams’ capabilities and capacity to deliver
+3. Support organizational goals setting
+    1. Provide the Executive Director and other leaders with thought-leadership and solution-ideation
+    2. Provide “burst” capacity to rapidly acquire knowledge or skills needed by leaders, to make strategic decisions or drive projects
+    3. Co-create defining and measuring KPIs across the organization
+4. Ensure organizational systems of work exist and are effective
+    1. Co-host and support the creation ceremonies
+    2. Participate in organizational future state design (including conversations pertaining to hiring and termination of staff)
+
+### LINE-MANAGEMENT
+
+The Chief of Staff reports to the Executive Director.
+
+### KEY TOUCH POINTS
+
+-   Executive Director
+-   [People Lead](role-people-lead.md)
+-   Business Development Leadership
+-   Product and Services triumvirate
+-   Key community governance teams (e.g. Catalyst governance cohort) and leadership partners (e.-g. Yo from OLS)
+-   CS&S Operations: _Dr. Kena Mayberry_
+
+### 3-MONTH GOALS
+
+_Current: Review end of March 2025_
+
+-   Key Business Intelligence information is known
+-   There are Flight Level-3 decision-making processes and outcomes are effectively - communicated with the teams
+-   Information from different business-areas is readily available for the monthly updates by the Executive Director

delivery-enablement/roles/role-delivery-manager.md

@@ -0,0 +1,52 @@
+# Delivery Manager Role
+
+```{role} Delivery Manager
+
+```
+
+(role:delivery-manager)=
+
+**_TL;DR;_** The Delivery Manager serves as a key facilitator and “change agent” ensuring that our systems of work are effective.
+
+### AREAS OF RESPONSIBILITY
+
+-   **Ensure effective operational processes exist** - They are responsible for ensuring that teams’ have effective operational processes (e.g. task management, refinement, planning, continuous improvement, etc.), while helping to resolve and remove any blockers that teams may be experiencing.
+-   **Ensure teams are able to deliver 2i2c contractual obligations** - They provide guidance (i.e. direction, advice, and recommendations) and “burst capacity” when needed to help operationalize the teams’ systems of work.
+
+### FAILURE MODE
+
+The organization routinely fails to deliver on its contractual obligations.
+
+### KEY OUTCOMES
+
+1. Grow the adoption of delivery best practices and ways of working
+    1. Promote the adoption of delivery best practices associated with highly performant teams, (particularly remote-first teams)
+    2. Ensure teams develop the necessary skills to to use appropriate frameworks themselves
+    3. Co-create systems of work to enable teams to achieve key goals and outcomes
+    4. Support and coach key stakeholders to optimize day-to-day delivery across teams
+2. Ensure 2i2c delivers on its strategic and contractual obligations
+    1. Ensure teams have efficient systems and capacity to deliver outcomes aligned with 2i2c’s strategic goals, objectives and obligations
+    2. Facilitate collaborative activities to support the different teams throughout the different stages of project delivery
+    3. Coordinate the removal/reduction of impediments (team, process and people) across the organization
+    4. Provide teams with operational expertise and “burst capacity” when needed _until they learn to do it themselves_.
+3. Work with key, high-value external stakeholders and communities to ensure successful delivery of those projects
+
+### LINE-MANAGEMENT
+
+The Delivery Manager reports to the Executive Director
+
+### KEY TOUCH POINTS
+
+-   [The People Lead](role-people-lead.md)
+-   CS&S Operations: Dr. Kena Mayberry
+-   SHARED ACCOUNTABILITY
+    -   **_Delivery processes_**: The Product and Services lead, the Engineering Manager and the Tech Lead
+    -   **_Sales processes_**: Head of Business Development/Snr. Account Executive and the Executive Director
+
+### 3-MONTHS GOALS
+
+_Current: Review end of March 2025_
+
+1. System of work and process for Business Development are defined and implemented
+2. Project Cycle Time (from lead to project delivery) is known
+3. Product and Services team know their velocity

delivery-enablement/roles/role-operations-manager.md

@@ -0,0 +1,66 @@
+# Operations Manager Role
+
+```{role} Operations Manager
+
+```
+
+(role:operations-manager)=
+
+:::{note}
+(to be hired based on funding or revenue?)
+:::
+
+**TL;DR;** The Operations Manager designs, improves, and helps execute operational processes across 2i2c, ensuring clarity and efficiency through documentation, automation, and continuous improvement.
+
+### AREAS OF RESPONSIBILITY & OUTCOMES
+
+-   **Process Design and Documentation:** Create and maintain clear processes across all operational areas (SalesOps, DeliveryOps, PeopleOps), ensuring teams understand how to get work done effectively and efficiently.
+-   **Process Analysis and Improvement:** Analyze workflows, identify bottlenecks, and implement improvements to increase efficiency across the organization.
+-   **Technology and Automation:** Identify opportunities for automation, recommend solutions, and implement tools within approved budgets.
+-   **Cross-functional Support:** Help teams implement and improve their operational processes while maintaining consistency across the organization.
+-   **Process Execution:** Actively participate in running key operational processes, providing hands-on support where needed and ensuring smooth execution.
+
+### FAILURE MODE
+
+We know the Operations Manager is failing if teams consistently waste time figuring out how to get work done and lack the ability to create quality outcomes because processes are unclear, inconsistent, or broken.
+
+### KEY OUTCOMES
+
+1. _Process Effectiveness_
+    1. Document and maintain clear operational procedures
+    2. Ensure processes are easily understood and followed
+    3. Support teams in process adoption and improvement
+    4. Standardize common procedures across teams
+    5. Execute core operational processes alongside teams
+2. _Operational Efficiency_
+    1. Identify and eliminate operational waste
+    2. Streamline workflows across teams
+    3. Implement effective automation solutions
+    4. Align processes with organizational goals 10. Provide hands-on support for process execution
+
+### KEY PERFORMANCE INDICATORS
+
+-   _Process Efficiency_: Reduction in cycle times
+-   _Process Adoption_: Team adherence to standard processes
+-   _Process Quality_: Reduction in errors and rework
+-   _Time Savings_: Impact of process improvements
+-   _Team Satisfaction_: Feedback on process clarity
+
+### LINE-MANAGEMENT
+
+The Operations Manager reports to the [Delivery Manager](role-delivery-manager.md).
+
+### KEY TOUCH POINTS
+
+-   [Chief of Staff](role-chief-of-staff.md) (primary reporting line)
+-   Team leads across operational areas
+-   Process owners within teams
+-   CS&S Operations team
+
+### 3-MONTHS GOALS
+
+_Current: Review end of March 2025_
+
+1. Map and document core operational processes
+2. Identify high-impact automation opportunities
+3. Establish baseline process performance metrics

delivery-enablement/roles/role-people-lead.md

@@ -0,0 +1,70 @@
+# People Lead Role
+
+```{role} People Lead
+
+```
+
+(role:people-lead)=
+
+**_TL;DR;_** The People Lead is accountable for shaping strategies and processes crucial for fostering a supportive and growth-oriented work environment. They support and advise our teams while also managing the day-to-day people practices that shape our organizational ethos.
+
+### AREAS OF RESPONSIBILITY & OUTCOMES
+
+-   **Care for and grow people:** Their primary goal is to strategically support and advise our people, ensuring their well-being, growth, and effectiveness within a unique, globally distributed working model.
+
+-   **Build and run our agile**[^1] **people practices:** The secondary goal is to act as a trusted advisor and operational expert for all people-related matters within the organization, providing coaching and guidance to people managers, designing and implementing structured, lightweight and responsive processes, and facilitating seamless operations.
+
+-   **Advise and support Executive Direction and leadership team, to make organizational work successful:** They play an active role in guiding change, so that we can tackle big changes and initiatives and build the organization we want to have in the future.
+
+-   **Provide expertise and capacity to teams & leading from the center:** They’re a hands-on supporter who lends capacity to every team. They’re also a member of the leadership team, a facilitator and contributor to strategic initiatives.
+
+:::{note}
+Caring for our people is not an isolated function within 2i2c.
+:::
+
+### FAILURE MODE
+
+We know the **People Lead** is failing if team members are all overwhelmed and burned out, aren’t getting feedback, and are quitting.
+
+### KEY OUTCOMES
+
+1. **Care for and grow people**
+    1. Improved well-being, engagement and team cohesion (monitored through conversations or surveys)
+    2. New team members are onboarded effectively
+2. **People growth:** help team members grow skills that support 2i2c needs and their personal goals
+    1. Increased focus and skill around people management & leadership
+    2. All team members have clear expectations and feedback on their performance
+    3. Team members and managers are able to make development plans that embrace a growth mindset
+3. **Other elements of building and running 2i2c’s People function**,
+    1. Working with CS&S, we maintain team members’ records in a way that maximizes autonomy and care for individuals while minimizing toil
+    2. Team members can use the policies and practice we put in place with relative ease
+4. **Advise and support Executive Director and leadership team **
+    1. Foster growth of leadership stance
+    2. Contribute to strategy and scale, with particular attention to guiding change in a way that reflects our culture and care for each other
+5. **Provide expertise and “burst capacity” in people management to teams**
+    1. Fill in people management capacity when teams lack it (for example - coach team members, design roles, co-create development plans)
+    2. Partner with managers and teams to resolve people management challenges
+
+### LINE-MANAGEMENT
+
+The People Lead reports to the Chief of Staff.
+
+### KEY TOUCH POINTS
+
+-   All people managers (coaching them to grow skills and work with them to make sure we’re consistent and fair in our people practices)
+-   CS&S HR: Jamille White (to borrow and share people management practices and avoid reinventing wheels)
+-   Individual team members (guiding and supporting change and also offering people advice, coaching and an escalation point for people-related matters)
+
+### 3-MONTHS GOALS
+
+[Current: Review March 2025]
+
+1. Everyone has clear expectations for their roles
+2. Everyone has had a meaningful performance review with their manager, their previous manager and the people lead
+3. Cost of living adjustments for employee salaries and contract renewals
+
+<!-- Footnotes themselves at the bottom. -->
+
+## Notes
+
+[^1]: Note the "little a" agile - this doesn't marry us to using agile delivery practices, but does set an expectation that our people practices are lightweight, responsive and designed around our people.