Platform Engineering Team/Personal Development Share Back

Purpose
The Core Platform Team intentionally sets aside 10% of our work time to actively work on novel ideas that are not directly related to our on going core projects. Our intention is to create space for innovation and exploration of ideas that can lead to the next evolution in tools, services and concept for our space.

Not all projects are expected to lead to new tools or services but those that reach a level of viability should be considered when planning future work for the group as potential new directions to ensure there is a pathway from innovation to implementation.

A key goal of this practice is to provide space to try out solutions that may not be viable at all and to allow time for exploration as well as innovation.

Size
The 10% project is not limited to large, long range ideas.

Principles

 * 10% time is available to all members of the Core Platform Team
 * Engineering Managers are responsible for ensuring that the time is taken into account during sprint and project planning to protect this time and prevent it from being de(re)prioritised or co-opted
 * Core Platform Team members who want to take part in 10% time should follow a process of:
 * 1) Develop an abstract proposal for what they wish to work on
 * 2) Invite input from colleagues within and across teams
 * 3) Where appropriate they can work together on pair projects or individually
 * 4) Present a monthly demo presentation on project progress, where they can seek further input from colleagues


 * Where appropriate for a given project during yearly planning the Core Platform Team will consider 10% projects that have reached a level of maturity in terms of whether they can become viable full time projects for the next FY

Cadence
10% time is roughly 4 hours per week or 2 days per month. The project would likely benefit from planning but, at least initially, may likely involve random exploration and research.

How the time is divided up, in relation to sprints, should be discussed with an Engineering Manager to ensure they can adequately protect and provide space for the work but in the first iterations of the approach is not dictated. As we can experience with doing 10% projects we should refine and improve this document with what worked and did not work.

It can take significant time to context switch, to refocus and get the project underway. By the time that is achieved the time may have already elapsed.

note: maintainence/tech debt

Dependencies
What happens when a project is blocked externally? These can kill 10% projects where priorities do not align across teams. It would be possible for people to split off onto other 10% projects but this could spawn an infinite number of projects. At some level there needs to be a means to move forward 10% projects in relation to team and project priorities.

Guide

 * Long range idea
 * Proposal Structure:
 * ~300 word abstract
 * List of Goals/Outcomes
 * Include diagrams as appropriate or link to RfC
 * Inviting reviewers to comment:
 * Tag Team Members you would like to review your idea
 * Small Projects