Launch Coordinator – Ops & CS
This is an Assignment's Handbook...
In Product we break our jobs into smaller units of responsibility we call Assignments. We do this to provide clarity for the person doing the job (what am I being relied upon for), clarity for the person's teammates (what can I rely on this person for), as well as to encourage high quality (specific and relevant) feedback.
Function Leader (ℹ️):
= AR3
Tagline:
As an organization, we launch together. That means alignment and unity across multiple departments. Within Product, we have special responsibilities to ensure the success of the monthly product launches (as well as any insta-launches). We, launch coordinators, are the captains of the product launch journey.
Outcome:
- Operations, Client and Partner Success, People, and Product Pluggies (strongly) agree: “I was prepared to not only serve our clients at an expert level, but I am able to bring excitement to our clients about the changes we’ve made to our product.”
Required Activities:
- Represent your squads within the Product Launch Committee
- Headlines
- Work with the Sorcerex of Truth to ensure the PLC Meeting headlines are updated
- Manage the Thumbs process (see PLC handbook)
- Scorecard
- Ensure the scorecard has the appropriate launch effectiveness measures for any potential value your squads are monitoring
- IDS
- Answer any questions committee members may have about the squads you serve.
Handbook:
Must be an expert at the various learning paths / phases of product we have as we approach launch (summarized below):
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Card in MAAP Assignment Map
OurGruuv:
Below is old content that needs to be cleaned up
- Ask for the thumbs in PLC
- You must be intimately familiar with how work flows from Product to the PLC
- You'll create videos for as well as possibly creating documents that closely resemble testing plans for two audiences.
- (1) technical writing team, because POs won’t need to write client-facing documentation, but will need to work with the technical writing team to write said documentation.
- (2) SRE/Engineer-in-test team to help them create end-to-end test automation
- Launch Epic (tied to a ProductBoard card) that includes the details of what is launching, when it is launching, and the overall launch plan
- You'll ensure the Launch plan that includes:
- Tasks to enable features in the proper accounts
- Permissions/feature flag organization and cleanup
## Other leading indicators on success / key results
* Launch effectiveness hypotheses are clear
* Meaning the dashboards and scorecards used to check to see if the functionality is having the intended impact on our clients, partners, and business
* 80% of controlled-launch solutions make it from in-production to PLC-approved < 5 biz days
* 90% of insta-launched solutions are PLC-notified 2+ business days before they are in production
* 80% of our internal early adoption goals
* Our staged rollout launch framework includes:
* Internal (testing parties, and folks using the functionality in the CP account) =>
* Alpha (clients aware of possible issues, and do not need to pay us if applicable) =>
* Beta (clients aware of possible issues, but pay us if applicable) =>
* Gamma (clients are aware they are getting early access, but no expectation of issues, and pay us if applicable)
* General Availability (full launch 🚀)
* This measure is focused on the Internal stage. To harness the power of the internal folks to help ensure we are delivering quality experiences.
* Technical writing (strongly) agrees with “I am well prepared to write the client-facing documentation in a comfortable timeframe before the functionality that requires client-facing documentation is launched”
* Tier II has to handle < 2 “should have been documented” tickets per squad/launch (this ensures that the documentation outlines, videos, etc that are made aren’t just thrown over the wall, but we will follow up and ensure the technical writing / internal enablement team are taking things across the finish line).