From e12ce98a5befa81351b5d36df8e611f8c103fefa Mon Sep 17 00:00:00 2001 From: "Andrew Dunkman (he/him)" Date: Fri, 20 Dec 2024 11:55:01 -0500 Subject: [PATCH 1/4] Implement part of the Operations section of the TTSC Handbook. (#4045) * Implement part of Ops section of handbook. This includes quite a bit of content, about half of the Section C document. * Adjust heading on Laws and Regulations page. --- _data/navigation.yml | 19 ++ .../about-us/tts-consulting/about/handbook.md | 2 + .../tts-consulting/operations/brand.md | 47 ++++ .../operations/collaboration.md | 69 +++++ .../operations/conduct-and-norms.md | 92 +++++++ .../tts-consulting/operations/finance.md | 61 +++++ .../tts-consulting/operations/glossary.md | 9 + .../tts-consulting/operations/onboarding.md | 256 ++++++++++++++++++ .../tts-consulting/operations/performance.md | 21 ++ .../tts-consulting/operations/regulations.md | 78 ++++++ .../tts-consulting/operations/welcome.md | 34 +++ 11 files changed, 688 insertions(+) create mode 100644 pages/about-us/tts-consulting/operations/brand.md create mode 100644 pages/about-us/tts-consulting/operations/collaboration.md create mode 100644 pages/about-us/tts-consulting/operations/conduct-and-norms.md create mode 100644 pages/about-us/tts-consulting/operations/finance.md create mode 100644 pages/about-us/tts-consulting/operations/glossary.md create mode 100644 pages/about-us/tts-consulting/operations/onboarding.md create mode 100644 pages/about-us/tts-consulting/operations/performance.md create mode 100644 pages/about-us/tts-consulting/operations/regulations.md create mode 100644 pages/about-us/tts-consulting/operations/welcome.md diff --git a/_data/navigation.yml b/_data/navigation.yml index 2255b6108..9e876873b 100644 --- a/_data/navigation.yml +++ b/_data/navigation.yml @@ -418,6 +418,25 @@ primary: url: about-us/tts-consulting/about/planning/ - text: About the TTS Consulting Handbook url: about-us/tts-consulting/about/handbook/ + - text: Operations + main-file-path: /about-us/tts-consulting/operations/ + children: + - text: "New folks: start here" + url: about-us/tts-consulting/operations/welcome/ + - text: Onboarding new staff + url: about-us/tts-consulting/operations/onboarding/ + - text: Laws and regulations + url: about-us/tts-consulting/operations/regulations/ + - text: Terminology and glossaries + url: about-us/tts-consulting/operations/glossary/ + - text: Conduct and norms + url: about-us/tts-consulting/operations/conduct-and-norms/ + - text: Performance management + url: about-us/tts-consulting/operations/performance/ + - text: Organizational financial management + url: about-us/tts-consulting/operations/finance/ + - text: Brand management + url: about-us/tts-consulting/operations/brand/ - text: 18F children: - text: About 18F diff --git a/pages/about-us/tts-consulting/about/handbook.md b/pages/about-us/tts-consulting/about/handbook.md index e06f34fb1..4e1e3cca2 100644 --- a/pages/about-us/tts-consulting/about/handbook.md +++ b/pages/about-us/tts-consulting/about/handbook.md @@ -1,5 +1,7 @@ --- title: TTS Consulting Handbook +redirect_from: + - /about-us/tts-consulting/ --- The TTS Office of Consulting (TTSC) Handbook establishes standard operating procedures (SOPs) for 18F and the Centers of Excellence (CoE). It sets expectations for managing our consulting business, and delivering for our partners. diff --git a/pages/about-us/tts-consulting/operations/brand.md b/pages/about-us/tts-consulting/operations/brand.md new file mode 100644 index 000000000..beefe2dad --- /dev/null +++ b/pages/about-us/tts-consulting/operations/brand.md @@ -0,0 +1,47 @@ +--- +title: Brand management +--- + +Brand management means presenting our organization consistently and professionally so that we can build and maintain a recognizable brand. A recognizable brand supports business and partnership development. {% comment %}TODO: Link "business and partnership development" to Engagements section.{% endcomment %} + +It involves [our mission and values]({% page "about-us/tts-consulting/about/mission/" %}), and design elements that reflect them. + +## Who does this work? + +Everyone. If you’re creating a report, presentation, or collateral on behalf of TTSC, 18F, or CoE, follow this guidance. + +## Guidance + +### When representing TTS + +- Use the [TTS slide theme](https://docs.google.com/presentation/d/1AGZoxeRfjaLmYodsh4dyN7jYv6lYfxqpSI3vKFEau5o/edit#slide=id.g2f6ac84d374_0_137) + +### When representing TTSC + +- Use the [TTSC slide theme](https://docs.google.com/presentation/d/1twCTP70allTKBEr9i6GVBRqcM4rcZPa9mMcMaljt-40/edit#slide=id.g29857694aee_0_8) + +### When representing 18F + +- Use the [18F Visual identity guide](https://guides.18f.gov/brand/) +- Use the [18F Content guide](https://guides.18f.gov/content-guide/) +- Use 18F Folks for representing people when photographs aren't possible ([starter set in Slides](https://docs.google.com/presentation/d/1fAzoUwkfKAS2hy4YkqjHLqSQa_rvqiUyFpgACq6tRpY/edit#slide=id.g5f21c1523a_0_0), [full Figma file](https://www.figma.com/design/sA9t0Msi5Ycvx5ITVMJylU/18F-Folks-(nee-Open-Peeps)?node-id=2082-20292&node-type=canvas&t=VUO86px7MoCFYLQ3-0)) + +### When representing CoE + +- Use the [CoE slide theme](https://docs.google.com/presentation/d/1BOEDWJoKbLJCL5Y7nDq5ts8aAAV-FOVk7TH-hXAEBwY/edit#slide=id.gd71177f1ec_0_614) +- Use the [CoE style guide](https://sites.google.com/a/gsa.gov/coe-library/the-coe-style-guide) for visual identity elements +- Use the [18F Content guide](https://guides.18f.gov/content-guide/) for language norms +- [CoE Detailed Document Style Template](https://docs.google.com/document/d/1jlLAJMDjkVQeTg4rtEM6Zq1TjvXyjZ2a4Mp84t8Yn-I/edit) +- [CoE Basic Document Style Template](https://docs.google.com/document/d/1A5Mk1ULp_br3nGA2YEJxL4tIsg1aMsf0rQMuBrnjJQk/edit) + +## Collateral accessibility + +Reports, presentations, and other collateral should also follow our delivery standards for accessible deliverables.{% comment %}TODO: Link delivery standards to Engagements section{% endcomment %} + +## How do I get help? + +Many of the referenced guides explain how to use them. If you need more help: + +- Ask the designers on your team +- Post a message in {% slack_channel "18f-help-wanted" %} +- Use the [CoE Content Support Intake Form](https://docs.google.com/forms/d/e/1FAIpQLSdFO_8RgAGSoI3nbFNQHQ7johMzK1Z83CHTSzjqtD3IzM-bqg/viewform) diff --git a/pages/about-us/tts-consulting/operations/collaboration.md b/pages/about-us/tts-consulting/operations/collaboration.md new file mode 100644 index 000000000..f74de6f5e --- /dev/null +++ b/pages/about-us/tts-consulting/operations/collaboration.md @@ -0,0 +1,69 @@ +--- +title: How we collaborate +cspell: ignore facemute +--- + +As a remote organization, TTSC relies on various practices and tools to enable positive and productive collaboration. These help us get to know each other, foster community, and support respectful and inclusive collaboration. + +## Virtual coffees + +TTS has a tradition of encouraging staff to get to know each other and talk shop in casual, one-on-one conversations called “virtual coffees” (or “virtual teas,” though beverages). Learn more and get ideas for who to coffee with next from [TTS Virtual Coffees](https://docs.google.com/document/d/1wjIjmzXhDCTU6aJZHADndIPksQgvderQbqyGA2q7EzA/edit). + +## Personal READMEs + +Personal READMEs are a way for folks to better get to know each other before we start working together. [READMEs for you and me](https://18f.gsa.gov/2020/03/05/readmes-for-you-and-me/) outlines the origins of this practice. + +## Guilds and collectives + +[TTS’s affinity groups, working groups, and guilds]({% page "/training-and-development/working-groups-and-guilds-101/" %}) formed in the early days of 18F as a way to share best practices and learn from each other. These groups and guilds have expanded and now welcome people from across TTS. + +A couple groups particularly focused on TTSC work and practices are: + +- Consulting Guild (Join the Slack channel [#g-consulting](https://gsa-tts.slack.com/channels/g-consulting)) +- Project Leadership Collective (Join the Slack channel [#c-18f-project-leadership](https://gsa-tts.slack.com/channels/c-18f-project-leadership)) + +## Inclusive practices for remote meetings + +- Work from a quiet space without much background noise. If you need to discuss sensitive topics, present to partners or stakeholders, or handle personnel issues, make sure you have privacy. +- Default to using video so colleagues can see your face and gestures. Nonverbal feedback and cues help keep the conversation moving while building empathy and trust. If you do “facemute” (for instance, because you’re eating), turn the video back on when you can. For more about our video conferencing tool, see [meetings and meeting tools]({% page "/meetings-and-meeting-tools/" %}). +- Mute your microphone when you aren’t speaking in large meetings so your background noise doesn’t override others’ mics. Un-muting also signals that you’d like to speak, much like leaning forward in an in-person meeting. +- Occasionally you may need to take a meeting from transit or from a non-workspace; that should be rare, and only for meetings that don’t involve screen-sharing, remote collaboration, or presentations. +- It’s common for virtual meetings to have a back channel, whether in the meeting platform, Slack, or G-chat. It’s another place for communication, questions, and commentary from attendees. This can be distracting for some folks. Feel free to ignore the chat during the meeting and read it after, if needed. If you're working on a project team, make sure to communicate your preferences to the team. + +## Conduct codes + +As employees of GSA, FAS, TTS, and TTS Consulting, we must adhere to a few layers of conduct codes: +- [GSA Information Technology (IT) General Rules of Behavior](https://insite.gsa.gov/directives-library/gsa-information-technology-it-general-rules-of-behavior-4) +- [TTS Code of Conduct]({% page "/about-us/code-of-conduct/" %}) +- [TTSC Slack Code of Conduct](#ttsc-slack-code-of-conduct) + +## TTSC Slack Code of Conduct + +Using Slack at TTS is different from other Slack instances you may have participated in because: +- We’re federal employees. +- Slack is a [Public Record System](https://insite.gsa.gov/employee-resources/directives-forms-and-regulations/records-and-information-management/search-gsas-record-schedules). +- Like email, recorded meetings, and Google chat messages, it is subject to the Freedom of Information Act (FOIA). + +With those things in mind, please: + + +### Be kind +- Since we’re remote-first, Slack is a critical part of our culture. It’s one of the primary ways you’ll interact with your coworkers. + - In TTS, this interaction is often through reaction emoji (“reactji”). Take as much care with these as you would with a written response, and be mindful that in-jokes and past references aren’t universally understood. +- Slack is not always the right tool for what you need to do. Constructive feedback is best delivered face to face, such as on a video call or in person. + +### Be professional +- Anyone with access to TTS Slack can see every message in public Slack channels to which they have access, even if they’re not a member of the channel, and all public channel content appears in Slack search results. If a less accessible space is appropriate for a conversation, consider email, a video call, or Google chat. +- Remember, users have no expectation of privacy on GSA IT resources as all activities are subject to monitoring. +- Since TTS works across multiple time zones, set expectations for response times, or be clear if an asynchronous or later response is fine. +- TTS Slack has been and will continue to be a subject of FOIA and public records requests, which can often remove context, or place comments in a context you didn’t intend. + +### Write to be understood, read to understand + +- Without the context of body language, voice, and tone, it’s easy to misunderstand written communication. Prioritize clarity! +- Keep conversations in the appropriate channels. +- Some projects or topics have multiple channels. +- Since all content from public channels is visible and shows up in Slack search, this helps frame conversations and discussions. +- Threading comments helps retain the context of a discussion. If asked to thread, please do so. + +Not all parts of TTS use or view Slack the same way. Be attentive to cultural differences, especially in significant shared spaces and large channels. Real-time written communication and reactions can easily lead to hard feelings. If our work is to continue flourishing, we need to all be in this together. diff --git a/pages/about-us/tts-consulting/operations/conduct-and-norms.md b/pages/about-us/tts-consulting/operations/conduct-and-norms.md new file mode 100644 index 000000000..7c0cf67ac --- /dev/null +++ b/pages/about-us/tts-consulting/operations/conduct-and-norms.md @@ -0,0 +1,92 @@ +--- +title: Conduct and norms +cspell: ignore backchannel, Gchat, backchanneling +--- + +At TTSC, we follow various policies and practices to foster an open and inclusive community. In everything we do as a distributed team, we strive to create a work environment that encourages collaboration — both with our partners and each other. + +In general, err on the side of over-communication, such as by asking clarifying questions and restating information to confirm understanding. + +- **Default to open conversations** in the widest appropriate forum. +- **Document and make work visible to others.** Storing information in your head or notebook makes collaboration and handoffs more difficult. +- **Treat everyone as a remote worker.** There is no such thing as a partially remote team: If any one person works from a different location than the rest of that team, everyone should default to remote practices — even if this means having people sit separately in the same office, calling into the same remote meeting. +- **Set aside time for meeting prep** to help attendees use time efficiently and come ready to contribute. ([18F blog post: How to run an efficient meeting](https://18f.gsa.gov/2016/12/14/how-to-run-an-efficient-meeting/)) + +## Codes of conduct + +As employees of GSA, FAS, TTS, and TTS Consulting, we are required to adhere to these codes of conduct: + +- [GSA Information Technology (IT) General Rules of Behavior](https://insite.gsa.gov/directives-library/gsa-information-technology-it-general-rules-of-behavior-4) +- [TTS Code of Conduct]({% page "about-us/code-of-conduct/" %}) +- [TTSC Slack Code of Conduct](#interacting-on-slack) + +If you have a question about the codes of conduct, reach out to your supervisor. + +## Collaborating in a remote-first workplace + +TTSC is a remote-first workplace. The following practices help us collaborate virtually. + +### Working hours + +TTSC staff are spread across many time zones, states, and territories. Indicate your working hours on your Google calendar, and be mindful of your colleagues’ time zones. + + If you work outside of standard business hours, take care not to imply that others should do the same: use the scheduled send functions in Slack and Gmail so that messages arrive during standard business hours. + +### Interacting on Slack + +Using Slack at TTS is different from using Slack at other workplaces because we’re federal employees, and Slack is a [Public Record System](https://insite.gsa.gov/employee-resources/directives-forms-and-regulations/records-and-information-management/search-gsas-record-schedules). That means that — like email and recorded meetings — it is subject to the [Freedom of Information Act (FOIA)](https://www.foia.gov/). + +Follow the TTSC Slack Code of Conduct: + +{% alert "" "" "" "no-icon" %} + **Be kind** + + - Since we’re remote-first, Slack is a critical part of our culture. It’s one of the primary ways you’ll interact with your coworkers. + - In TTS, this interaction is often through reaction emoji (“reactji”). Take as much care with these as you would with a written response, and be mindful that in-jokes and past references aren’t universally understood. + - Slack is not always the right tool for what you need to do. Constructive feedback is best delivered face to face, such as on a video call or in person. + + **Be professional** + + - Anyone with access to TTS Slack can see every message in public Slack channels to which they have access, even if they’re not a member of the channel, and all public channel content appears in Slack search results. If a less accessible space is appropriate for a conversation, consider email, a video call, or Google chat. + - Remember, users have no expectation of privacy on GSA IT resources as all activities are subject to monitoring. + - Since TTS works across multiple time zones, set expectations for response times, or be clear if an asynchronous or later response is fine. + - TTS Slack has been and will continue to be a subject of FOIA and public records requests, which can often remove context, or place comments in a context you didn’t intend. + + **Write to be understood, read to understand** + + - Without the context of body language, voice, and tone, it’s easy to misunderstand written communication. Prioritize clarity! + - Keep conversations in the appropriate channels. + - Some projects or topics have multiple channels. + - Since all content from public channels is visible and shows up in Slack search, this helps frame conversations and discussions. + - Threading comments helps retain the context of a discussion. If asked to thread, please do so. + + Not all parts of TTS use or view Slack the same way. Be attentive to cultural differences, especially in significant shared spaces and large channels. Real-time written communication and reactions can easily lead to hard feelings. If our work is to continue flourishing, we need to all be in this together. +{% endalert %} + +### Interacting in meetings + +Follow these practices for virtual meetings. + +- **Minimize noise:** Work from a quiet space without much background noise. +- **Muting:** Mute your microphone when you aren’t speaking so that your background noise doesn’t distract others. In smaller meetings, un-muting also signals that you’d like to speak. In larger meetings, use the meeting platform’s hand-raise feature. +- **Seek privacy:** If you need to discuss sensitive topics, give a presentation, or handle personnel issues, make sure you have privacy in your physical space. +- **On the go:** Attending meetings from transit or outside of a dedicated workspace should be rare. Especially avoid doing this in meetings that involve screen-sharing, remote collaboration, or presentations. +- **Video on:** Default to using video when possible. Nonverbal cues like facial expressions and gestures help keep the conversation moving and build empathy and trust. Of course, being on screen all day can be taxing so use face muting when you need to. +- **Make introductions:** At the beginning of each meeting, make sure that everyone present has met, and that anyone calling in by phone has identified themselves. In introductions, include your name, pronouns, and role. +- **Back-channeling:** It’s common for virtual meetings to have a “backchannel” in the meeting platform’s chat, Slack, or Gchat. The backchannel is a space for questions and commentary from attendees, but it can be distracting: if you prefer, you can ignore the backchannel during the meeting and read it afterward. Communicate your preferences about backchanneling to your teammates. + +In discussion-based meetings, pay attention to whose voices dominate. If you notice an imbalance, be proactive to uncover other perspectives. Creating an inclusive discussion space isn’t just a courtesy to other participants: it can lead to richer conversation and better outcomes. + +- Careful facilitation (for example, “Let’s go around the room”) helps everyone get a chance to speak. +- Silent writing time in a shared document (such as a Google Doc or Mural), provides a way for participants to contribute without speaking out loud. +- Explicitly inviting input from specific individuals — either in the meeting (“Herbert, what do you think? I know you have expertise in this area”) or privately (by DMing them to say that you would value their opinion) — can encourage quieter team members to share their ideas. + +{% comment %}For information about meeting platforms, see [internal communications](#TODO).{% endcomment %} + +### Getting to know people + +- **Virtual coffees:** TTS encourages staff to get to know each other in casual, one-on-one conversations called “virtual coffees” or “virtual teas.” Learn more from [TTS Virtual Coffees\_updated 9.22.22](https://docs.google.com/document/d/1wjIjmzXhDCTU6aJZHADndIPksQgvderQbqyGA2q7EzA/edit#heading=h.n8dcb98f8n0o) +- **Personal READMEs** help folks learn about each other before they start working together. [READMEs for you and me](https://18f.gsa.gov/2020/03/05/readmes-for-you-and-me/) outlines the origins of this practice. +- **Guilds and collectives** [TTS’s affinity groups, working groups, and guilds](https://handbook.tts.gsa.gov/training-and-development/working-groups-and-guilds-101/) provide space for us to share best practices and learn from each other. These groups and guilds welcome participants from across TTS. Some groups that focus on TTSC work and practices are: + - Consulting Guild {% slack_channel "g-consulting" %} + - Project Leadership Collective {% slack_channel "c-18f-project-leadership" %} diff --git a/pages/about-us/tts-consulting/operations/finance.md b/pages/about-us/tts-consulting/operations/finance.md new file mode 100644 index 000000000..e54e58d7e --- /dev/null +++ b/pages/about-us/tts-consulting/operations/finance.md @@ -0,0 +1,61 @@ +--- +title: Organanizational financial management +--- + +TTSC is part of the Federal Acquisition Service (FAS). FAS manages a revolving fund called the Acquisition Services Fund (ASF) and TTSC is funded through ASF. + +In contrast to appropriated funds, which are provided by Congress through the annual budget process, a revolving fund like ASF is designed to be replenished through reimbursements. This is why we must charge our partners for our actual time and material costs, plus a fixed overhead amount. + +## What does good financial health look like for TTSC? + +The primary indicator of financial stability for TTSC is *cost recovery*. It’s the process by which we recoup the costs of providing our services to partner agencies. The organization aims to cover its direct costs, which are largely staff salaries and benefits. + +The metric we use to gauge progress toward cost recovery is *utilization rate*. An overly simple explanation of how we calculate utilization rate is: + +> *Billable hours / available hours* + +The [actual formula](https://docs.google.com/document/d/1R1Z1gf8JtOiBkcff4Chc3XKkKNgNSbYgdOLQLENIYlc/edit) takes into account individuals who are on partial or fully reimbursable details, extended out of office, those who start or leave during the fiscal year, AWS schedules, overtime, etc. + +Every month, utilization rates are shared with TTSC and with TTS leadership. These include a four-week rolling average and year-to-date average for each 18F chapter and CoE center. + +## How do we balance our budget? + +Like any budget, the aim is to find balance between revenue and expenses. We have a few levers that affect the sides of the balance sheet: + +Income: + +- **Maintain a robust business development pipeline:** TTSC always needs to be planning for the next piece of work. +- **Start projects promptly**: This includes moving agreements through signature efficiently and staffing quickly so teams can start billing and individuals have minimal time between engagements. +- **Adjusting our rates**: This can increase revenue, but a higher price for our services could also diminish demand for them. + +Expenses: + +- **Salaries and benefits**: These make up the largest portion of our expenses. They vary only with hiring and attrition. +- **Overhead from TTS and GSA**: This is a large portion of our expenses, but it’s allocated and not under our control. +- **Training and travel** not directly related to a project: These costs make up a small portion of our expenses. We can control this. + +## Who manages TTSC’s finances? + +Everyone has a role in keeping TTSC financially viable. + +Individuals help by: + +- Prioritizing assigned billable work over non-billable work +- Proactively keeping one’s supervisor aware of their capacity for billable work +- Accurately Tocking their hours every week + +Supervisors help by: + +- Double checking their direct reports’ Tock reporting +- Keeping their direct reports utilized +- Charging partners for time spent doing quality assurance work with staff + +TTSC leadership helps by: + +- Monitoring utilization rates +- Weighing capacity projections in pipeline and hiring decisions + +TTS Office of Operations helps by: + +- Meeting weekly with Director of Operations and Director of Account Management to check in on agreements going through the signature process +- Meeting regularly with TTSC representatives to troubleshoot billing issues, and develop new tools and processes diff --git a/pages/about-us/tts-consulting/operations/glossary.md b/pages/about-us/tts-consulting/operations/glossary.md new file mode 100644 index 000000000..1ec170da5 --- /dev/null +++ b/pages/about-us/tts-consulting/operations/glossary.md @@ -0,0 +1,9 @@ +--- +title: Terminology and glossaries +--- + +Acronyms and lingo abound in both government and technology. Here are some resources to help navigate the jargon: + +- [18F's crowd-sourced glossary](https://github.com/18F/the-glossary/blob/main/glossary.md) (Tip: Type “@Charlie define” in many Slack channels and a bot will pull the definition from this list.) +- [CoE glossary](https://docs.google.com/document/d/1Wy0yVoLXlmaNd6oJ0_onS-StoOsP1vgI_4_zWemO2TU/edit?usp=sharing) +- [TTS glossary](https://handbook.tts.gsa.gov/general-information-and-resources/glossary/) is not as exhaustive, but has links to other programs’ glossaries. diff --git a/pages/about-us/tts-consulting/operations/onboarding.md b/pages/about-us/tts-consulting/operations/onboarding.md new file mode 100644 index 000000000..c388ab080 --- /dev/null +++ b/pages/about-us/tts-consulting/operations/onboarding.md @@ -0,0 +1,256 @@ +--- +title: Onboarding new TTSC staff +cspell: ignore matrixed, onboards, unmute +--- + +Onboarding is how a new employee gets the tools, access, and information they need to be effective team members. + +In addition to the TTSC portions of the handbook, refer to: + +- [18F onboarding resources folder](https://drive.google.com/drive/folders/1yYYwfUhPmWuC1-3EqKtpbiFiHzDwYQhz) +- [CoE Onboarding deck, May 2024](https://docs.google.com/presentation/d/13INHVwT6wrI_O_ct2qyVDj__dMrMbRYOF04w0z97kik/edit#slide=id.ge45d8b0279_0_0) + +## Who onboards new staff? + +During the onboarding process, a new staff member will interact with different people and organizations at the GSA, TTS, and TTSC level. + +| Who | What they do | +|-----|--------------| +| **GSA’s Office of Human Resource Management (OHRM)** | Handles initial enrollment in benefits and systems, provides access to HRLinks and answers the new employee’s questions about benefits.

See the list of [HR support contacts]({% page "general-information-and-resources/employee-resources-policies/benefits-links/#human-resources-hr-contacts" %}). +| **TTS People Ops Onboarding Leads** | Provide access to TTS applications, tools, calendars, and accounts. Invite the new employee to TTS onboarding classes.

Check the Slack channel {% slack_channel "onboarding" %} for names of current leads. +| **Supervisor** | Facilitates onboarding to the individual’s chapter or center. Opens discussion of the new employee’s interests and growth plan. +| **Onboarding buddy** | Serves as the new employee’s first point of contact for day-to-day questions about their team culture and getting set up to work. Helps direct the new employee to the right resources for learning more. + +## Guidance for supervisors + +### Tasks to complete + +Refer to [TTS Supervisors Guide to Onboarding a New Hire](https://docs.google.com/document/d/1ow1VIwSzAGGzsBjGUZMlnLwK6kKTZWS_paGyIzfgpbE/edit#heading=h.iozraxctamx3) for instructions on what to do in the leadup to a new employee’s start date, and their first few days. See the [slides from November 2022](https://docs.google.com/presentation/d/1Lb8wPH1FCXazhWmfvGGc-KSoVns9loCXbUh-H2ttWe0/edit#slide=id.g18e280a316a_0_832) for more context if needed. + +The list below has additional tasks that supervisors should complete in their new employee’s following few weeks. + +#### Within the first week + +- Set up a recurring 1:1. [Sample 18F 1:1 template](https://docs.google.com/document/d/1tNTnuG4MHjLV-GFTkS1kfzzHCtrqcb9abfgetNfInkw/edit), and [TTS resource for 1:1 questions](https://docs.google.com/document/d/1WVysnJMkLNkmQakjKIxa_v47Ws1RNDh6-iCMG6CsZ4k/edit) +- Add the employee to the following: + - Org charts + - Standing chapter or center meetings + - Org-wide listservs + - Chapter or center listservs + - [18F Dashboard](https://airtable.com/appsLLLryeqBK2V9d/tblI4exRaTqcoRdRZ/viweBV6PeZy8DjYbK?blocks=hide) or [CoE Engagement Tracker](https://airtable.com/appde6nxcyY2NVG4E/tblWc6oYuYa3TLngE/viwHYfeZUj2aiYWi9?blocks=hide) + - Shared calendars +- Check that they [Tocked]({% page "tools/tock/" %}) correctly. +- Sync with their onboarding buddy. +- Email the OGE 450 team to notify them there is a new employee who will need to file. [Sample text for email](https://docs.google.com/document/d/19GiqrI9rmnwclgcPSQ4dx3rc0jXnCWa-Rr4sOq6oTNU/edit?tab=t.0). +- (For CoE) Reach out to EMT to make sure the team member is in all the relevant ops worksheets. +- (For CoE) Make sure the new employee has the correct supervisor in FAITAS. + +#### Within the first two weeks + +- Check that they submitted their timecard correctly. +- Make sure the new employee has a 1:1 meeting with their chapter or center director. +- (For 18F) reach out in {% slack_channel "18f-team-coffee-ideas" %} to find a time to welcome the new employee at Team Coffee. Prepare them to unmute and introduce themselves. + +#### Within the first month + +- Add a [performance plan]({% page "performance-management/" %}) to HR Links and review with the new employee. If you’re a first-time supervisor, you won’t be able to do this by cloning a plan from a previous report, so contact PeopleOps for help. +- Monitor the new employee’s progress through their onboarding checklist. Make sure they have completed all their [TTS onboarding classes]({% page "getting-started/classes/" %}). +- Coordinate shadowing opportunities for the new employee, such as sitting in on a project team’s ceremonies, observing presentations or research sessions, or following a colleague through a day’s meetings. + +In addition, confirm that the new employee has attended: + +- Their first TTS All Hands and TTS Consulting All Hands meetings +- Their first 18F Team Coffee or CoE All Hands meeting +- Introductory meetings with their staffing representative +- Virtual coffees — suggest specific people for the new employee to meet + +#### In the first year + +- TTS will remind you to do a check-in with the new employee six months after their start date. +- You’ll be asked if the new employee should continue past their probationary period. If you don't answer, they will continue past the [probationary period](https://www.opm.gov/policy-data-oversight/hiring-information/practical-tips-for-supervisors-of-probationers/). +- You’ll also get an email about their [Within-Grade Increase (WGI)](https://www.opm.gov/policy-data-oversight/pay-leave/pay-administration/fact-sheets/within-grade-increases/) after their first year, which increases their pay through a step increase. If you do not respond, the WGI will proceed. + +### Topics to discuss in the first two weeks + +The outline below suggests topics to cover with new employees in their first two weeks—but you will need to tailor this content to individual employees. Be mindful of the stress of starting a new role and avoid overwhelming new employees with too much information all at once. + +#### Who you are + +- Share your personal README if you have one +- Explain your role as a supervisor, which is to: + - Help complete administrative tasks + - Provide context on our organization and ways of working + - Be a thought partner and reviewer for project work + - Collect peer feedback and conduct performance reviews + - Support personal development + +#### Who they are + +- Get to know the new employee and what might help them succeed in their first project Consider: + - Their work experience and roles they feel comfortable with + - Their interest in certain types of projects or policy areas +- Coordinate with staffing to match these preferences to incoming work + +#### TTSC structure and roles + +- Explain the different layers of the organization: GSA > FAS > TTS > TTSC > 18F or CoE. + - Suggest correspondence codes as a way to place individuals within the reporting structure. +- Review the org charts and project roles. Explain: {% comment %}TODO: Link "org charts" and "project roles" to relevant sections in the handbook {% endcomment %} + - What different chapters or centers do + - What teams can look like at 18F or CoE + - That we are a matrixed organization (“You’ll report to me, your functional manager. You’ll also have a project or engagement lead who will oversee day to day work.”) + - How staffing works + - Make sure the new employee connects with staffing. If 18F, discuss TLC; if CoE, discuss shadow engagements. + +#### Schedules and hours + +- Emphasize that the new employee should not work more than 40 hours per week. +- Discuss TTSC norms around scheduling.{% comment %} TODO: Link to internal comms section, Scheduling Meetings header {% endcomment %} + +#### Payroll and tracking time in Tock + +- Review Tock guidance, especially what is billable vs non-billable work. {% comment %}TODO link Tock guidance to time tracking page when it exists{% endcomment %} +- Offer to demonstrate how to use Tock, what Tock entries can look like with time off or multiple projects, and how to submit a change request. +- Link them to the [GSA payroll calendars](https://www.gsa.gov/buying-selling/purchasing-programs/shared-services/payroll-shared-services/payroll-calendars) so they know when they will get their first paycheck. + +#### Taking leave + +- Explain that requesting leave happens through HRLinks. Offer to demonstrate. +- Emphasize that the new employee should take time off as needed. (“You do not need to ‘prove yourself’ to take time off here. It will not reflect poorly on you if you take time off within your first couple months.”) +- Refer to this [overview of leave types]({% page "travel-and-leave/leave/" %}) in the TTS Handbook and [additional information about how to take different kinds of leave](https://docs.google.com/spreadsheets/d/1-dm0tptMsZ2FKhuta52RFEiN4Sfkd9coYN0_tjQCe9Y/edit#gid=0). + +#### Emergency contacts + +- Get the person’s emergency contact information and add it to your work phone. Per the [18F Crisis and emergency support guide](https://docs.google.com/document/d/1WcnPOXttX_EteHtyrPK6KDhFMHNGG2bVNB_EzYqfm-k/edit#heading=h.30epgryt0eaj), we want everyone to provide emergency contact information to their supervisor and keep it up to date. +- Encourage the new employee to share your or another staff member’s contact information with a loved one in case of emergency. + +#### FOIA and what it means for us + +- Explain that Slack records, emails, and items in Drive are subject to FOIA, and that this is a part of working in government. +- Note that there are things people only say in 1:1s, which are not recorded, and that certain things won’t be written down. +- Note that Google Chat is not subject to FOIA. + +#### Project expectations + +- Review the project delivery section of this handbook. {% comment %}TODO: Link to engagements section when it exists{% endcomment %} + +#### Organizational context + +- Orient the new employee to [TTSC and 18F or CoE mission and goals and history]({% page "about-us/tts-consulting/about/mission/" %}). +- Walk through how to know what’s in the business development pipeline.{% comment %}TODO: Link to BD pipeline section of engagements pages{% endcomment %} +- Discuss TTSC’s approach to working with partners.{% comment %}TODO: Link to partner approach section of engagements pages{% endcomment %} + +#### Performance and personal development + +- Review performance plans, the rating scale, and evaluation timelines. +- Emphasize that performance plans are generalized across TTS, while personal development plans are something to discuss with your supervisor. +- Share additional resources. + - Point out that [GSA offers free coaching services](https://insite.gsa.gov/employee-resources/training-and-development/developmental-services/organizational-development/coaching-services) + - Discuss training budget for books, classes, etc. + - Suggest that the new employee maintains a “brag doc”: a running list of accomplishments to refer to in performance evaluations. + +#### Additional topics by chapter or center + +Conversations with your new employee should also cover topics specific to their area of work. The list below provides suggestions for where to start, but it is not exhaustive: lean on your subject-matter expertise to guide their onboarding according to current context and the new employee’s individual needs. + +##### CoE (all centers) + +- Refer to [Shareable CoE Onboarding May 2024](https://docs.google.com/presentation/d/13INHVwT6wrI_O_ct2qyVDj__dMrMbRYOF04w0z97kik/edit#slide=id.ge45d8b0279_0_0) + +##### 18F + +###### Account management + +- Agreements management +- Budgets, Tock, and burn +- Managing the pipeline process, kickoff, and the entire project delivery cycle +- Partner Satisfaction Surveys: why we get feedback from our customers +- Impact storytelling +- Agreements management +- How to show up as an empowered account manager + +###### Design + +- Review [Ethics and Privacy in User Research](https://docs.google.com/presentation/d/11jQwj7gUquNlq5GEut73WrEVDA1hU83vOrY4-WgsoxM/edit#slide=id.p) +- Review [power dynamics in user research](https://guides.18f.gov/ux-guide/research/share-power/) and [user compensation](https://guides.18f.gov/ux-guide/research/plan/#compensating-research-participants) +- Introduce the [Paperwork Reduction Act (PRA)](https://guides.18f.gov/ux-guide/research/legal/#the-paperwork-reduction-act-of-1995) and review [PRA clearance considerations](https://guides.18f.gov/ux-guide/research/legal/#pra-clearance-considerations) +- Review disciplines and emphasizing that we have core competencies across disciplines (see role inventory){% comment %}TODO: Link to role inventory in Engagements section when it exists.{% endcomment %} +- Set skill expectations for their discipline and share a pitch deck if you have one. +- Understand where they have deep skills and where they want to grow. +- Growth paths in design and training opportunities +- Design tools we can use and that we leverage government-allowed workarounds: no Doodle, but can use Google appointments; no Optimal Workshop, but how we do card sorts, etc. + +###### Product + +- [18F product practices](https://docs.google.com/document/d/1gwkN9T2lP-9_4_yj9EBnoFSv1Ikcm-TKAkx_skpJfA8/edit#heading=h.4pbv4q5rwmbf) +- Introduce the [Product Chapter Background Survey](https://airtable.com/shrTiiB53XryUowKB) and ask them to fill it in. +- Product management in government +- Product consulting and coaching vs. product ownership +- Work with the product staffing lead to discuss the Product Chapter Background Survey. +- Product management role responsibilities vis-a-vis account managers and project leads (who may or may not be product managers) +- The history and evolution of the role at 18F +- The need to clarify with the specific people on each project + +###### Engineering + +Refer to [the engineering guide](https://guides.18f.gov/engineering/) + +###### Acquisition + +TK + +## Guidance for onboarding buddies + +Onboarding buddies are one of the first points of contact for a new employee at TTS. Here are some resources to help you in the role of onboarding buddy: + +- [TTS Onboarding Buddies Overview](https://docs.google.com/document/d/1rO4TRcqYM-j70cHC1y8Vabfwp9TWwp5WFF7BraSUxLk/edit#heading=h.87p1j88vrkez) explains what the role is and is not and what an onboarding buddy does. +- [\[MAKE A COPY\] TTS Onboarding Buddy Checklist](https://docs.google.com/spreadsheets/d/1JPcm7QE6eF5Y82DGRl4DUMMlBza26FPxmkq3fybum5U/edit#gid=238273324) outlines all the tasks an onboarding buddy should do before and after the new employee arrives. Make a copy for yourself. +- [How to be a great CoE onboarding buddy!](https://docs.google.com/document/d/12ykZHVH5O182dN7Hm6-6C9z-H3seKGZzDzaUqqo0OxI/edit?tab=t.0#heading=h.4oq35vyptb97) provides additional suggestions for onboarding buddies. Some portions of this document may be out of date. +- Refer to the handbook section on time tracking for instructions on how to bill your time as an onboarding buddy.{% comment %}TODO: Link the handbook section on time tracking to the Tock guidance when it exists.{% endcomment %} +- Relevant Slack channels for onboarding buddies include: + - {% slack_channel "wg-onboarding" %} + - {% slack_channel "18f-wg-onboarding" %} + - {% slack_channel "newemployees-[startdate]" %}: This is the new employee’s cohort channel, which a TTS onboarding lead will create and invite them to join. Onboarding buddies can also join this channel. + +### How to be a great onboarding buddy + +Beyond completing the tasks outlined in the TTS overview and checklist, your goal as an onboarding buddy is to be an approachable and trusted person for a new employee to ask questions, learn about culture and practices, and get help navigating their new workplace. + +Keep these principles in mind: + +#### Be available and responsive + +- Proactively schedule check-ins with the new employee. Make time throughout the first month to chat, listen, and answer questions (when you can). +- Try to respond promptly to Slack messages. If you’re busy, let them know. +- Keep an eye on their onboarding checklist (you should receive a copy from TTS Onboarding) to check in on their progress. Offer to review items with them. +- Offer to pair with them on administrative tasks, like doing Tock or submitting their first timesheet, and on reviewing key documents, like the org chart. + +#### Help the new employee find answers and solve problems + +- Invite the new employee to come to you as a starting point for questions. If you don’t know the answer to a question, it’s OK to redirect them to their supervisor, especially for personnel-related issues like benefits and HR. +- Help them find answers by putting them in touch with the appropriate person or Slack channel. + - Model how to search for information (for example, in Slack). + - Model how to ask questions in the appropriate channels. + - Encourage them to refer to the TTSC Handbook. + +#### Introduce them to TTSC people, culture, and practices + +- Offer a personal spin on culture and practices by talking about your favorite TTS, 18F, and CoE stories, folklore, and customs. +- Contextualize information they’re getting in the first couple weeks. If a meeting includes a lot of acronyms or topics that require a lot of background, message them to help explain. +- Help reinforce information in the moment. (For example, during the TTSC All Hands, remind them that #townhall typically has backchannel conversation). +- Encourage the new employee to build their support network from the start. + - Explain the practice of scheduling virtual coffees/teas. Emphasize that people happily accept coffee invites. Give recommendations of people you think they should meet or offer to make connections. Introduce them to [coffee bingo](https://docs.google.com/document/d/1gmPfTYBx29ySJY2b5MOzX392UREDpSPvyh7k53oSI6I/edit)! + - Acknowledge that people have different levels of energy for social interactions. +- Give them a tour of the Slack channels you belong to and that they might want to join. +- Based on their interests, point them to [specific guilds to attend or working groups and initiatives]({% page "training-and-development/working-groups-and-guilds-101/" %}) to get involved in. Talk about how you built your own network. + +#### Be personal and candid + +- Get to know them! (As far as you’re both comfortable, ask about their personal lives and interests.) +- Keep your camera on during video calls to give them more connection +- Share your experiences: + - Offer suggestions and reflections from your own onboarding experience. + - Tell them about the projects you’ve been on, how you’ve worked with other disciplines, and what you’ve learned . + - Offer opportunities to shadow your current project, or look for opportunities for them to shadow other team members. +- Talk about imposter syndrome, and model that it’s OK to discuss this openly. +- Ask questions that make space for candid feedback. (“What is overwhelming or confusing? Are you busy? Are you looking for something to do?”) diff --git a/pages/about-us/tts-consulting/operations/performance.md b/pages/about-us/tts-consulting/operations/performance.md new file mode 100644 index 000000000..9ebd2710f --- /dev/null +++ b/pages/about-us/tts-consulting/operations/performance.md @@ -0,0 +1,21 @@ +--- +title: Performance management +--- + +The performance management process sets expectations for what an employee should do day to day in their role and articulates how that work will be evaluated. + +## Who is involved in performance management? + +All employees. All TTSC staff should have a performance plan and at least two performance reviews each fiscal year. Supervisors conduct performance reviews for each of their direct reports. + +## How does performance management happen at TTSC? + +Consult the [general TTS guidance]({% page "performance-management/" %}) for an overview of the annual performance cycle and resources for supervisors. + +For TTSC-specific guidance about performance management, refer to: + +- [FY25 18F performance plans](https://docs.google.com/document/d/1CmyHK4_Vl-_sqfLqYFWLFfbK4SsoeupwuTNHxhgYMsY/edit?tab=t.0) +- [FY25 CoE performance plans](https://drive.google.com/drive/u/0/folders/1Pfnbt6YOzoFHpvFb3gcetNYXjhUFLVWo) +- FY25 TTSC performance calendar and guidance TK + +Have questions about your performance plan? Ask your supervisor. diff --git a/pages/about-us/tts-consulting/operations/regulations.md b/pages/about-us/tts-consulting/operations/regulations.md new file mode 100644 index 000000000..d9e33183c --- /dev/null +++ b/pages/about-us/tts-consulting/operations/regulations.md @@ -0,0 +1,78 @@ +--- +title: Laws and regulations +--- + +As federal employees, we must comply with various laws and regulations. You will receive training from GSA on several of these topics. As pertinent new regulations or executive orders are issued, GSA or TTS leadership will communicate new expectations. Employees are expected to adhere to [codes of conduct]({% page "about-us/tts-consulting/operations/conduct-and-norms/" %}). + +Below summarizes a few of the regulations most relevant to TTSC’s work. + +{% alert %} + This is not a comprehensive list and any legal or ethics question should be directed to TTSC [assigned program counsel](https://docs.google.com/document/d/1WJs1krrQaPfDgoBOhEKBZjAxHpQ6mN5833s1pX7jxvg/edit?tab=t.0) within the GSA Office of General Counsel, Tech Law Division. +{% endalert %} + +## If you are… + +### Working with an external partner + +**[Antideficiency Act](https://www.gao.gov/legal/appropriations-law/resources)** + +- We must have a signed interagency agreement (IAA) with the agency partner and they need to pay us. +- Don’t work overtime without prior approval. + +**[Intergovernmental Cooperation Act (IGCA)](https://uscode.house.gov/view.xhtml?req=granuleid:USC-1994-title31-section6505&num=0&edition=1994) as further detailed in [OMB Circular A-97](https://obamawhitehouse.archives.gov/omb/circulars_a097/)** + +- Defines the process for entering an agreement with a state, local, or tribal partner. += TTSC may only provide agile acquisition consulting services. +- The project must be linked to federal funding. +- A request for TTSC's services must be made by the chief executive of the entity. + +### Experimenting with artificial intelligence (AI) + +**[Directive on use of AI at GSA](https://insite.gsa.gov/directives-library/use-of-artificial-intelligence-at-gsa)** + +- Using AI tools requires prior approval from GSA. + +### Doing an acquisition + +**[Federal Acquisition Regulation (FAR)](https://www.acquisition.gov/browse/index/far)** + +- These regulations apply when executive agencies are acquiring supplies and services. + +**[Supplemental acquisition regulations](https://www.acquisition.gov/content/supplemental-regulations)** + +- Most agencies maintain their own supplement in addition to the FAR. These can contain agency specific requirements or stricter procurement processes. + + + +### Doing discovery and research + +**[Paperwork Reduction Act (PRA)](https://pra.digital.gov/)** + +- PRA governs how federal agencies collect information from the public. A team conducting user research should consider PRA as they make research decisions. + +### Building software or a website + +**[Section 508](https://www.section508.gov/develop/software-websites/)** + +- Ensure the greatest number of users can use the product. + +**[Authority to Operate (ATO)](https://www.govinfo.gov/app/details/PLAW-107publ347/summary)** + +- Executive branch offices require an ATO. Each has their own process to follow, so make sure you know what it is and follow it. + +**[21st Century Integrated Digital Experience Act](https://digital.gov/resources/delivering-digital-first-public-experience/) and further detailed in [OMB Memo M-23-22](https://digital.gov/resources/delivering-digital-first-public-experience/)** + +- Design mobile-first, use consistent visual design and agency branding, and optimize for search. + +### Creating web content + +**[21st Century Integrated Digital Experience Act](https://digital.gov/resources/delivering-digital-first-public-experience/) and further detailed in [OMB Memo M-23-22](https://digital.gov/resources/delivering-digital-first-public-experience/)** + +- All public-facing digital content should be written in plain language appropriate to the target audience. +- Whenever possible, new content should replace rather than add to old content. + +### Creating a PDF + +**[Section 508](https://www.section508.gov/develop/software-websites/)** + +- Like any content, a PDF must be 508 compliant. It passes accessibility checks and gives people who use assistive technology an equivalent experience. diff --git a/pages/about-us/tts-consulting/operations/welcome.md b/pages/about-us/tts-consulting/operations/welcome.md new file mode 100644 index 000000000..9e99da94a --- /dev/null +++ b/pages/about-us/tts-consulting/operations/welcome.md @@ -0,0 +1,34 @@ +--- +title: Welcome to TTS Consulting! +--- + +Welcome to the Office of Technology Transformation Services Consulting (TTSC)! We’re so glad to have you! 🎉 + +As you work through the onboarding checklist provided to you by TTS People Ops, we encourage you to ask lots of questions. Your onboarding buddy is a great resource, as are the TTSC portions of this handbook. Read through it as time allows, prioritizing these pages: + +- [About this handbook]({% page "about-us/tts-consulting/about/handbook/" %}) +- [About the TTS Office of Consulting]({% page "about-us/tts-consulting/about/mission/" %}) +- [Compliance with laws and regulations]({% page "about-us/tts-consulting/operations/regulations/" %}) +- [Conduct and norms]({% page "about-us/tts-consulting/operations/conduct-and-norms/" %}) {% comment %}- [Internal communications](#TODO) {% endcomment %} +- [Organizational financial management]({% page "about-us/tts-consulting/operations/finance/" %}) {% comment %}- [Engagement overview](#TODO){% endcomment %} + +Other important things to know as a new employee: + +- **Locations:** TTSC is predominantly remote, with staff spread across many time zones, states, and territories. Sometimes people meet in person at GSA offices in: + - [Washington, DC (1800 F St NW)]({% page "washington-dc/" %}) + - [Chicago (Kluczynski Federal Building)]({% page "chicago/" %}) + - [San Francisco (United Nations Plaza)]({% page "san-francisco/" %}) + - [New York City (One World Trade Center)]({% page "new-york-city/" %}) + +- **Pronouns:** At TTSC, it’s common for people to include their pronouns when introducing themselves, but it’s not required. + +- **Slack:** [Slack]({% page "tools/slack/" %}) is a primary communication space across TTS. 18F uses Slack extensively, whereas CoE has tended to use gChat a bit more. Talk to your team about their preferences. Using Slack at TTS is different from using Slack at other workplaces, so make sure to review the [Slack code of conduct]({% page "about-us/tts-consulting/operations/conduct-and-norms/#interacting-on-slack" %}). + +- **Self-care:** The work we do is rewarding, but it’s also challenging and demanding. Setting boundaries around your time and energy will be helpful as you begin to develop your work routine and habits. + - Don’t work more than 40 hours a week unless you have permission to do so. If you’re unable to do everything you need to do within 40 hours a week, talk to your supervisor ASAP. {% comment %} TODO: Link "you have permission to do so" to the overtime Engagements finance section when it exists{% endcomment %} + - Set up your workspace so that you can be comfortable and focused. + - Plan time in your day for breaks, especially before your schedule starts to fill up with meeting invites. + - Start building your support network. Use virtual coffees to build connections with your teammates, work through challenges, and celebrate wins. + - Get familiar with the free [Employee Assistance Program (EAP)]({% page "getting-started/classes/benefits/#employee-assistance-program" %}). This benefit provides access to a variety of support services (financial, mental health, legal, and much more). + - Consider a daily wind-down practice to help build a separation between work and your personal life. + - Take leave as you need to. Please follow the [leave checklist]({% page "travel-and-leave/going-out-of-office/#checklist-for-going-out-of-office" %}). From a73e0016b1d02f7721777e4b1b948e007ac17fe5 Mon Sep 17 00:00:00 2001 From: John Jediny Date: Fri, 20 Dec 2024 12:01:23 -0500 Subject: [PATCH 2/4] Update tech-operations.md (#4047) --- pages/office-of-solutions/tech-operations.md | 4 ++-- 1 file changed, 2 insertions(+), 2 deletions(-) diff --git a/pages/office-of-solutions/tech-operations.md b/pages/office-of-solutions/tech-operations.md index 40bc41f16..ee6489609 100644 --- a/pages/office-of-solutions/tech-operations.md +++ b/pages/office-of-solutions/tech-operations.md @@ -15,13 +15,13 @@ questions: {% alert %} Tech Operations Requests - **Cloud Service Providers:** Amazon Web Services (AWS), Microsoft Azure, Google Cloud Platform (GCP) - - **TTS SaaS Products:** Airtable, Docker Desktop, Figma, FigJam, GitHub, Mural, New Relic, and Zendesk. + - **TTS SaaS Products:** Airtable, Docker Desktop, Figma, FigJam, GitHub, New Relic, and Zendesk. {% endalert %} ## Division Overview The goal of the Technology Operations (Tech Ops) Division is to provide security, compliance, infrastructure, and policy expertise to help procure, authorize, and manage TTS-wide hardware, software, and services. We work closely with various CIO organizations to ensure technologies used by TTS meet federal and GSA regulations. -We are a small team that manages TTS-wide IaaS/PaaS/SaaS contracts (i.e Airtable, Docker Desktop, New Relic, Zendesk, Mural, etc.). We perform the technical controls for FedRAMP Authorizations - like setting up SAML/Google Oauth, and user onboarding/offboarding. For IaaS, we manage all of the AWS/GCP/Azure access and account provisioning to include root account management, account creation, baseline configuration for all accounts (logging, password/MFA policies, Secureauth jump accounts, etc.) and user on/offboarding to our sandbox accounts. +We are a small team that manages TTS-wide IaaS/PaaS/SaaS contracts (i.e Airtable, Docker Desktop, New Relic, Zendesk, etc.). We perform the technical controls for FedRAMP Authorizations - like setting up SAML/Google Oauth, and user onboarding/offboarding. For IaaS, we manage all of the AWS/GCP/Azure access and account provisioning to include root account management, account creation, baseline configuration for all accounts (logging, password/MFA policies, Secureauth jump accounts, etc.) and user on/offboarding to our sandbox accounts. ## Responsibilities From 8cb2f73e72a6bbc155a80a19aa7183b1c8c55ade Mon Sep 17 00:00:00 2001 From: anita Date: Fri, 20 Dec 2024 10:00:42 -0800 Subject: [PATCH 3/4] Add tips about getting IT help for password issues (#4039) Co-authored-by: Ashley Wichman Co-authored-by: John Jediny --- pages/getting-started/equipment.md | 4 +++- 1 file changed, 3 insertions(+), 1 deletion(-) diff --git a/pages/getting-started/equipment.md b/pages/getting-started/equipment.md index 5c4cc3843..dd449d475 100644 --- a/pages/getting-started/equipment.md +++ b/pages/getting-started/equipment.md @@ -43,7 +43,9 @@ accustomed to MacOS or Linux — refer to this guide for Your MacBook will come preloaded with the latest, GSA-approved/supported operating system. Please wait to do any operating system upgrades (including -patches) until notified by GSA IT. +patches) until notified by GSA IT. + +If you encounter any issues with your MacBook's local password (required when downloading OS updates), contact GSA IT and they can help you reset your password with a recovery key. ### Rules From 0cc7c673658f1dde2bb96fbc4c90410ef5679671 Mon Sep 17 00:00:00 2001 From: "Andrew Dunkman (he/him)" Date: Fri, 20 Dec 2024 16:54:51 -0500 Subject: [PATCH 4/4] Add more of Section C (ops) to TTSC handbook. (#4048) --- _data/navigation.yml | 10 + .../about-us/tts-consulting/about/planning.md | 3 +- .../operations/delivery-assurance.md | 54 +++++ .../tts-consulting/operations/onboarding.md | 4 +- .../tts-consulting/operations/oversight.md | 62 +++++ .../tts-consulting/operations/records.md | 41 ++++ .../tts-consulting/operations/tock.md | 216 ++++++++++++++++++ .../tts-consulting/operations/training.md | 32 +++ 8 files changed, 419 insertions(+), 3 deletions(-) create mode 100644 pages/about-us/tts-consulting/operations/delivery-assurance.md create mode 100644 pages/about-us/tts-consulting/operations/oversight.md create mode 100644 pages/about-us/tts-consulting/operations/records.md create mode 100644 pages/about-us/tts-consulting/operations/tock.md create mode 100644 pages/about-us/tts-consulting/operations/training.md diff --git a/_data/navigation.yml b/_data/navigation.yml index 9e876873b..8427b5a46 100644 --- a/_data/navigation.yml +++ b/_data/navigation.yml @@ -429,6 +429,10 @@ primary: url: about-us/tts-consulting/operations/regulations/ - text: Terminology and glossaries url: about-us/tts-consulting/operations/glossary/ + - text: Tracking your time and Tock + url: about-us/tts-consulting/operations/tock/ + - text: Records management + url: about-us/tts-consulting/operations/records/ - text: Conduct and norms url: about-us/tts-consulting/operations/conduct-and-norms/ - text: Performance management @@ -437,6 +441,12 @@ primary: url: about-us/tts-consulting/operations/finance/ - text: Brand management url: about-us/tts-consulting/operations/brand/ + - text: Training and professional development + url: about-us/tts-consulting/operations/training/ + - text: Operational initiatives and maintenance support + url: about-us/tts-consulting/operations/delivery-assurance/ + - text: Management oversight of projects + url: about-us/tts-consulting/operations/oversight/ - text: 18F children: - text: About 18F diff --git a/pages/about-us/tts-consulting/about/planning.md b/pages/about-us/tts-consulting/about/planning.md index b15b65a8d..ec22eab3a 100644 --- a/pages/about-us/tts-consulting/about/planning.md +++ b/pages/about-us/tts-consulting/about/planning.md @@ -61,4 +61,5 @@ Are we covering the direct costs of our office? How we measure financial stability: -- **The organization aims to cover its direct costs,** which include staff labor. The metric we use to gauge progress towards cost recovery is utilization rate. {% comment %} - See: [organizational financial management](#TODO){% endcomment %} +- **The organization aims to cover its direct costs,** which include staff labor. The metric we use to gauge progress towards cost recovery is utilization rate. + - See: [Organizational financial management]({% page "about-us/tts-consulting/operations/finance/" %}) diff --git a/pages/about-us/tts-consulting/operations/delivery-assurance.md b/pages/about-us/tts-consulting/operations/delivery-assurance.md new file mode 100644 index 000000000..09cd472a5 --- /dev/null +++ b/pages/about-us/tts-consulting/operations/delivery-assurance.md @@ -0,0 +1,54 @@ +--- +title: Operational initiatives and maintenance support +--- + +As a lean and learning organization, a variety of one-off tasks, special initiatives, and occasional maintenance chores bubble up all the time. Sometimes these tasks fit clearly within the scope of an existing staff role, other times they could be done by anyone with a bit of time. + +Here are some of the mechanisms TTSC has to do this kind of work: + +| Resource | Helps with | +|----------|------------| +| [**\#18f-help-wanted**](##18f-help-wanted-slack-channel) | **Short, fast, billable or non-billable tasks** like writing review, graphic design, general volunteers | +| **[Delivery Assurance (aka TLC)](#18f-delivery-assurance-\(aka-tlc-crew\))** | **Two week or less, non-billable tasks** like Facilitating project reflections, making updates or fixing bugs on 18F products, | +| [**18F Working Groups**](#18f-working-groups) | **A few hours a week for a few months** like Internal surveys and analysis, developing smart default templates, revising performance plans | +| [**TTS Operations support services**](#tts-operations-support-services) | **Recurring TTS-level ops tasks or improvements** like processing agreements, outreach approvals, hiring actions | + +## \#18f-help-wanted Slack channel {##18f-help-wanted-slack-channel} + +TTSC staff may request help from peers for a few hours of billable or non-billable work by posting to the {% slack_channel "18f-help-wanted Slack" %} channel. + +If your task is specifically for writing/editing help, use `@writing-editors` to ping the content designer group. + +If the task is for a partner project, Tock to the appropriate engagement code. + +## 18F Delivery Assurance (aka TLC Crew) {#18f-delivery-assurance-(aka-tlc-crew)} + +Between partner engagements, 18F staff provide operational and maintenance support to 18F products, processes, and teams. Individuals are temporarily staffed to “Delivery Assurance” which was nicknamed by staff “TLC Crew” because they are giving our organization and practices Tender Loving Care. + +Assignments occur in two-week increments. Supervisors take turns managing the crew and a member of the 18F LT leads issue prioritization every increment. + +TLC works on issues submitted through [the TLC repo](https://github.com/18F/TLC-crew/issues) or through connected repos for 18f.gsa.gov, 18F blog drafts, 18F Guides, and Tock. Common requests include leading project reflections, making updates or fixing bugs on 18F products, or supporting operational functions. + +To submit a request for the TLC Crew, please use the issue [templates](https://github.com/18F/TLC-crew/issues/new/choose). If you need access to 18F’s GitHub, post your request in the Slack channel {% slack_channel "admins-github" %}. (Watch a [tutorial on how to use GitHub](https://docs.google.com/presentation/d/1Kha6M0C2OC87x1zeXtFMKNrAbZZGJbkephbbBr7G_mw/edit?usp=sharing)). + +Since there can be no guarantee that this team is staffed every two weeks, TLC can’t guarantee delivery on issues in their repository *until they've been prioritized and assigned*. Consult the [TLC Crew README](https://github.com/18F/TLC-crew) for details. + +Billable work should always be prioritized over TLC’s non-billable tasks. Billable work should run through the BD pipeline and staffing process. {% comment %}TODO: link BD process to engagements section{% endcomment %} + +## 18F working groups {#18f-working-groups} + +Working groups typically start through GMT and include some supervisors. ICs may join working groups if it does not interfere with meeting billable expectations. + +Working groups are best for tasks that need a few hours a week for several months and benefit from continuity in who is doing the work. Examples include: conducting pulse check surveys and analysis, developing smart default templates, revising performance plans, building out operational AirTable interfaces. + +If you have an idea for a working group, talk to your supervisor. + +## TTS Operations support services {#tts-operations-support-services} + +The TTS Office of Operations is tasked with supporting business functions in the various TTS Delivery units including TTSC. They are organized into divisions including Acquisitions, Business Operations, Outreach & Marketing, Market Development & Partnerships, and Talent. + +For help with hiring, HR, benefits, finances, agreements, travel, coaching, etc, follow these steps: + +1. Consult the main TTS Handbook. It is the primary source of information about support services and operational functions managed at the TTS level, including Talent, Business Ops, People Ops, benefits, etc. +2. Ask your supervisor. +3. Reach out to your [support contact for TTS employees](https://docs.google.com/document/d/15glvq9UakKUN8XTRTa6gRkhBHm2whhQyAGmf8ibTtBs/edit) for the specific service. diff --git a/pages/about-us/tts-consulting/operations/onboarding.md b/pages/about-us/tts-consulting/operations/onboarding.md index c388ab080..a2b393dda 100644 --- a/pages/about-us/tts-consulting/operations/onboarding.md +++ b/pages/about-us/tts-consulting/operations/onboarding.md @@ -109,7 +109,7 @@ The outline below suggests topics to cover with new employees in their first two #### Payroll and tracking time in Tock -- Review Tock guidance, especially what is billable vs non-billable work. {% comment %}TODO link Tock guidance to time tracking page when it exists{% endcomment %} +- Review [Tock guidance]({% page "about-us/tts-consulting/operations/tock/" %}), especially what is billable vs non-billable work. - Offer to demonstrate how to use Tock, what Tock entries can look like with time off or multiple projects, and how to submit a change request. - Link them to the [GSA payroll calendars](https://www.gsa.gov/buying-selling/purchasing-programs/shared-services/payroll-shared-services/payroll-calendars) so they know when they will get their first paycheck. @@ -206,7 +206,7 @@ Onboarding buddies are one of the first points of contact for a new employee at - [TTS Onboarding Buddies Overview](https://docs.google.com/document/d/1rO4TRcqYM-j70cHC1y8Vabfwp9TWwp5WFF7BraSUxLk/edit#heading=h.87p1j88vrkez) explains what the role is and is not and what an onboarding buddy does. - [\[MAKE A COPY\] TTS Onboarding Buddy Checklist](https://docs.google.com/spreadsheets/d/1JPcm7QE6eF5Y82DGRl4DUMMlBza26FPxmkq3fybum5U/edit#gid=238273324) outlines all the tasks an onboarding buddy should do before and after the new employee arrives. Make a copy for yourself. - [How to be a great CoE onboarding buddy!](https://docs.google.com/document/d/12ykZHVH5O182dN7Hm6-6C9z-H3seKGZzDzaUqqo0OxI/edit?tab=t.0#heading=h.4oq35vyptb97) provides additional suggestions for onboarding buddies. Some portions of this document may be out of date. -- Refer to the handbook section on time tracking for instructions on how to bill your time as an onboarding buddy.{% comment %}TODO: Link the handbook section on time tracking to the Tock guidance when it exists.{% endcomment %} +- Refer to the [handbook section on time tracking]({% page "about-us/tts-consulting/operations/tock/" %}) for instructions on how to bill your time as an onboarding buddy. - Relevant Slack channels for onboarding buddies include: - {% slack_channel "wg-onboarding" %} - {% slack_channel "18f-wg-onboarding" %} diff --git a/pages/about-us/tts-consulting/operations/oversight.md b/pages/about-us/tts-consulting/operations/oversight.md new file mode 100644 index 000000000..f2ca78237 --- /dev/null +++ b/pages/about-us/tts-consulting/operations/oversight.md @@ -0,0 +1,62 @@ +--- +title: Management oversight of projects +--- + +Leadership at the TTS, TTSC, CoE, and 18F levels all need to keep tabs on what’s happening with our projects. Here’s what they look at to do that. + +- **How is TTSC doing overall?** + - [TTSC Monthly Program Review](https://drive.google.com/drive/folders/1GZhnFA2yNrlYhZszAu_fezZ7Qrl3DEKP): Brief for TTS Front Office and TTS Operations on TTSC’s finance, business development, current project highlights, and people management priorities +- **Who is assigned to what project?** + - [18F Airtable staffing interfaces](https://airtable.com/appsLLLryeqBK2V9d/pagH8pnJhLcix3V2v?CJpsb=allRecords) + - [CoE AirTable staffing interfaces](https://airtable.com/appde6nxcyY2NVG4E/pagEMG6s8fenIWCkU) + - These can be sorted by project or chapter +- **What projects are starting soon?** + - [18F staffing repo](https://github.com/18F/staffing/issues) + - [CoE BD leads in signatures](https://airtable.com/appde6nxcyY2NVG4E/paga9X5WQBBNKSIcS) +- **What’s happening on active projects?** + - Across projects + - [18F project health reports](https://airtable.com/appsLLLryeqBK2V9d/pagdt0x1ob5jVASh6?Xq8ld=sfsocbdU0K2Vsxnpd) which 18F LT reviews weekly + - [Weekly ships](https://gsa.enterprise.slack.com/archives/C4HGPF9QA) are emailed to partners and posted in Slack + - [18F Monthly Project Snapshot meetings](https://drive.google.com/drive/folders/1KPLs6gNkRjHS-eFzHUvmP6wu8GyVJgoO) share high-level project status with TTSC leadership and identify where executive intervention may be helpful + - [CoE State of the Centers](https://airtable.com/appde6nxcyY2NVG4E/pagjOUUulLtGB85zH?uBQYc=rec4SqXJxMQVnP7zB) + - For specific projects (in [Agency folder](https://drive.google.com/drive/folders/1_7ZD6nozGJd4fjOsa473j0KYvN0rIwUg)) + - Their executive briefing deck + - Their risk tracker + - Their project readme + - Their burn doc +- **What prospective projects and leads are coming in?** + - [18F Business development pipeline interfaces](https://airtable.com/appsLLLryeqBK2V9d/pagZwxjxxbuYBIItC) + - [CoE Business development pipeline](https://airtable.com/appde6nxcyY2NVG4E/paga9X5WQBBNKSIcS) +- **How does our staff capacity and incoming work line up?** + - [18F capacity projections](https://docs.google.com/spreadsheets/d/1Ero0A-o_VlB-rlHFnOiiM8KMPDZqAU_n1E2OnsL_Slk/edit?gid=508470679#gid=508470679) + - CoE TK +- **What projects have we done in the past?** + - [List of past 18F projects](https://airtable.com/appH9BA2ezbDuXqhH/tblCdG6BatRBR0j48/viwCjBdbLstTDtq1K?blocks=hide) (Airtable, 2014-2023) + - [List of past CoE projects](https://airtable.com/appde6nxcyY2NVG4E/tblM1wWqsnI2YPvmc/viwYbLdiSvmUKm7zf?blocks=hide) + +## Tracking operational data in AirTable + +TTSC uses AirTable to manage a variety of data about our operational “engine” including our staff, our engagements, and our resources. + +### Key AirTable interfaces + +- **[TTSC combined base](https://airtable.com/appFD087Gd8jhztYz?ao=cmVjZW50)** + - Viewing data about 18F and CoE operations together. This is new and still in development. +- **[TTSC calendar](https://airtable.com/appN6llr7h1vUry6P/pag1kYDFRwB6qUilp?cmpsj=allRecords)** + - Staff to see TTSC events, organizational milestones, etc. — you can [subscribe to a feed that brings these into your Google Calendar](https://airtable.com/appN6llr7h1vUry6P/pag0aA4Lrc6QZta3Q). +- **[18F Resource Library](https://airtable.com/appkBrEBVTMd9M5VC/pagyCKyWNdrBCgvP1)** + - Finding templates, trainings, and examples of past 18F engagement work. +- **[18F Humans](https://airtable.com/appsLLLryeqBK2V9d/pag7RqRJYNNCXuBsl)** + - Tracking 18F staff assignments, BD leads, project health, etc. +- **[CoE Engagement management tracker](https://airtable.com/appde6nxcyY2NVG4E/tblWc6oYuYa3TLngE/viwHYfeZUj2aiYWi9?blocks=hide)** + - Tracking CoE humans and engagements. This is new and still in development. + +### How is data maintained in AirTable? + +Guidance TK. + +{% comment %} +### Further resources + +* [Checklist of project reporting tasks](#TODO) (link to Engagements section) +{% endcomment %} diff --git a/pages/about-us/tts-consulting/operations/records.md b/pages/about-us/tts-consulting/operations/records.md new file mode 100644 index 000000000..27f78cf13 --- /dev/null +++ b/pages/about-us/tts-consulting/operations/records.md @@ -0,0 +1,41 @@ +--- +title: Records management +--- + +A “record” is any information — stored in any physical or digital format — that documents the agency’s organization, decisions, functions, activities, and commitments. + +At TTSC, records may include emails, contracts, presentations, reports, files in Google Drive, Slack posts, etc. Common records include: + +- IAA agreements with partners +- Business development pipeline notes +- Roadmaps +- Decision-making frameworks +- Research plans +- Survey results +- Usability test results +- Meeting notes +- Retros +- Project health responses +- Prototypes + +## Why does records management matter? + +Records management is the law (specifically the Federal Records Act of 1950). GSA staff are required to make and preserve records. + +Good records management helps us keep our commitments to partners and employees, make good decisions, show evidence of our organization’s impact, and comply with transparency mandates, such as FOIA requests. + +For more information on records management policy and general guidance, please review the records management training in OLU. + +## Who is responsible for records management? + +All TTSC staff are responsible for records management. + +On projects, AMs, PLs, and ELs are accountable for ensuring records for their projects are properly managed and archived. + +For 18F, the 18F Folder is owned by the 18F Director and the Director of Operations. + +For CoE, the CoE Drive is owned by CoE Front Office and CoE Management Team google groups are both owners. + +## How should I manage my records in Google Drive? + +Guidance TK. diff --git a/pages/about-us/tts-consulting/operations/tock.md b/pages/about-us/tts-consulting/operations/tock.md new file mode 100644 index 000000000..effcf2693 --- /dev/null +++ b/pages/about-us/tts-consulting/operations/tock.md @@ -0,0 +1,216 @@ +--- +title: Tracking your time and using Tock +cspell: ignore Nonbillable, Tocks +--- + +## How should TTSC staff allocate our time? + +TTSC employees are expected to bill a certain amount of hours towards assigned billable projects each week. TTSC does not penalize employees for lower utilization if they haven’t been assigned billable work. + +Supervisors’ utilization expectations are based on the number of direct reports, detailed in the table below: + +| Number of direct reports | Utilization % target | Target hours | +|--------------------------|----------------------|--------------| +| \>/=7 | 30% | 10-16 hours | +| 6 | 40% | 14-18 hours | +| 5 | 50% | 16-20 hours | +| 4 | 60% | 18-24 hours | +| 1-3 | 65% | 20-26 hours | +| 0 (individual contributors) | 80%+ | 32+ hours | + +## What is billable? What is not billable? + +Generally: + +- **Billable time** = Work that enables engagement delivery +- **Nonbillable time** = Indirect work that does not provide direct value to engagement delivery + +### Billable time + +You must bill all time that is a direct cost to a project. This includes: + +- Discipline-specific work for a project, i.e. Engineering, Design, Product, or Strategy work +- Project team meetings (stand-ups, grooming, planning, retro, and anything else\!) +- 1:1s with project team members +- Client meetings +- Travel to client meetings, as well as time spent arranging travel and getting reimbursement +- Time reading Slack channels about the project +- Time reading emails about a project +- Time thinking/brainstorming about project work, even if not in front of your computer +- Time talking about your project at team meetings, or publicly +- Time writing about your project on the blog +- Time onboarding to a project, which includes reading documentation and learning about the agency +- Time offboarding from a project. This includes postmortems, writing documentation, and organizing your working files so that other people could pick it up later and continue your work +- Business development and IAA work (for continuing projects only) +- Conferences, training and meetings that are in service of project work +- Coordinating staffing for projects with a signed IAA + +Sometimes internal TTSC meetings provide direct value to your engagement and can be billed — for example, a discussion with your supervisor about a deliverable, attending a guild session where you learn tips for your current ATO process, or getting feedback in a critique group. Talk to your supervisor if you’re unsure if an activity is billable or not billable. + +#### Billable TTSC Tock codes + +We are in the process of consolidating nonbillable codes across TTSC, but for now please continue to use the appropriate codes for your team: + +| Work type | CoE feds | 18F | +|-----------|----------|-----| +| **Work for a partner** by folks staffed to the engagement. | Ask EL | Ask AM | +| **Engagement support or deliverable review.** Use this code if you are not staffed to the engagement. | Ask EL | Ask AM | +| **Fully reimbursable details.** If a detail is not fully reimbursable, talk to leadership first. | ? | 1995 | +| **Helping TTS/GSA.** If you are asked to assist with any hiring or support activities outside of 18F/CoE, please talk to your supervisor. They can advise you on the proper code and billability. | Ask supervisor | Ask supervisor | + +### Nonbillable time + +{% alert %} + Supervisors will review other non-billable circumstances and provide further guidance. Ask your supervisor if you are unclear what to bill. +{% endalert %} + +You must not bill for the following activities because these are indirect costs and are not inherently valuable to any one single partner: + +- Out of office (Award leave, sick leave, PTO) +- Conferences, trainings and meetings that are not in service of project work +- OLU trainings that are not in service of project work +- Internal organization meetings (Team Coffees, TTS Town Hall) +- Business development for new projects (on non-live projects – developing a continuation of work plan is okay to bill.) +- Hiring activities, including interviews, resume reviews, stand-ups +- Performance reviews +- New hire onboarding + +#### Common nonbillable TTSC Tock codes + +We are in the process of consolidating nonbillable codes across TTSC, but for now please continue to use the appropriate codes for your team: + +| Work type | CoE feds | 18F | +|-----------|----------|-----| +| TTSC change management work | 1947 | 1976 | +| Business development | 1434 | 1811 | +| Administrative & supervisory | 2080 | 1814 | +| TLC Crew | *NA* | 1813 | +| Hiring & onboarding (18F) | *NA* | 1241 | +| Tock maintenance and development | *NA* | 1109 | +| Staffing | *NA* | 1812 | +| Front office (CoE) | 1112 | *NA* | +| GSA-mandated | 1347 | *NA* | +| CAP (Corrective Action Plan) | 1946 | *NA* | +| External outreach and communications | 1437 | *NA* | +| COR duties (nonbillable) | 1874 | *NA* | +| Nonbillable hours | 1145 | *NA* | +| Professional development | ? | *NA* | +| **Out of office** (under 3 weeks) | ? | 670 | +| **Extended out of office** (more than 3 weeks) | ? | 1810 | +| **Non-reimbursable details.** Talk to leadership before taking non-reimbursable details and for guidance on how to report the time. | Ask leadership | Ask leadership | +| **Helping TTS/GSA.** If you are asked to assist with any hiring or support activities outside of 18F/CoE, please talk to your supervisor. They can advise you on the proper code and billability. | Ask supervisor | Ask supervisor | + +## Frequently asked questions + +### About Tock and time tracking + +#### What is Tock and why do we use it? + +Tock is a different tool than [HRLinks](https://hrlinks.gsa.gov/). Here is a quick comparison: + +| | Tock timesheet | HRLinks timesheet | +|--|----------------|-------------------| +| **Level** | TTS | GSA | +| **Cadence** | Weekly | Bi-weekly | +| **Goal** | Tracks how time is spent, so we bill partners appropriately | Tracks how much an employee is working, so we track leave appropriately | +| **Timesheet shows** | How time is spent within a given week (billable and nonbillable) | How much time was spent working within a pay period, and what kind of leave was taken (sick, annual, award, admin, etc.) | + +#### Who is responsible for time tracking? + +- **All TTSC employees** are expected to Tock weekly by COB (close of business) each Friday, and submit HRLinks timesheets every two weeks. +- **Supervisors** are responsible for checking hours logged by their direct reports in Tock, including billable and nonbillable time. They also approve HRLinks timesheets every two weeks. +- **AM/EL/EMTs** review and approve time billed to engagements on a monthly basis via the engagement Tock report. + +#### How and when do I log my time in Tock? + +The weekly time reporting period lasts one week, beginning on Sunday and ending on Saturday. You must review and submit your timecard each week by the end of the day (close of business) on Friday. When submitting your timecard, choose the correct week for your entries from the list on the homepage, adjust your Tock entry to reflect how you spent your time, and then submit your timesheet. + +Failing to Tock on time prevents Operations from running financial reports and creates a lot of work for other people. Please make sure you Tock before you end your workday on Friday. If Friday is a holiday, then you’ll be expected to complete your timecard by the first workday following. + +Timecards for the current week should be available no later than Monday at 9AM PST. + +#### Where do I go for guidance on specific Tocking activity? + +##### For billable engagement work + +The AM/EL is your first point of contact regarding Tock guidance. If the activity is still in question or is not related to a specific engagement, escalate up to the supervisor, and then your director for further guidance. + +If you ARE the AM/EL, go to your Supervisor. + +##### For non-billable Work + +Your supervisor is the first point of contact regarding Tock guidance on non-engagement work. + +### Working more than 40 hours + +#### Can I Tock more than 40 hours in a week? + +We can’t work more than 40 total hours without being compensated for that time. Working overtime without prior approval violates the [Antideficiency Act](https://www.gao.gov/legal/appropriations-law/resources). + +If you find yourself needing to work more than 40 hours, here are the steps to take *before* you work any extra hours. + +{% alert %} + If you have an established Alternate Work Schedule (AWS), your situation may be [slightly different](#how-does-aws-impact-how-i-tock?). +{% endalert %} + +First, ensure you can work the extra hours: + +1. Talk to your Engagement Lead, Account Manager or Project Lead **and** supervisor to figure out if and how much over 40 hours you can work. + - The Engagement Lead, Account Manager, or Project Lead should inform leadership that overtime is necessary, so they can provide support and guidance as needed. +2. The Engagement Lead, Account Manager, or Project Lead must check and then adjust the engagement’s financial accounting. +3. The supervisor must approve the requested hours in [HRLinks](https://hrlinks.gsa.gov/). Generally, Compensatory Time (comp time) is the option likely to be approved. Overtime is generally not an option as it triggers increased compensation. +4. Get your supervisor’s approval in writing. Your Supervisor must justify the comp time upon submission of your timesheet in HRLinks. + +Then, make sure to accurately track your overtime hours in Tock and HRLinks: + +5. Request overtime in {% slack_channel "tock" %}. The Tock administrator will adjust the Tock setting to allow for 40+ hours to be recorded. +6. Work your week! +7. Log total hours in Tock. +8. Check that your approved extra hours have been properly accounted for prior to submitting your timesheet in HRLinks. Log total hours in HRLinks. This is where your comp time is recorded and where you’ll use it for future leave. In HRLinks, navigate to Request Absence/OT and make a comp time earned request for the extra hours you worked. + +No matter how many hours you work, it is crucial that you accurately report those hours in Tock. Knowing the actual amount of time you work helps us better scope and estimate costs and rates. + +#### How does AWS impact how I Tock? {#how-does-aws-impact-how-i-tock?} + +Tock will limit you to 40 hours per week by default. Please request an alternative work schedule in {% slack_channel "tock" %} if you are on an AWS. You do not need to do this if you are on a flexible week schedule. + +#### Can I ‘save’ billable hours to apply to a subsequent week? + +No. Please don’t “save” hours or avoid billing for time you’ve worked in a given week. In addition to hurting our capacity to improve our engagement scoping assumptions, it is illegal not to bill for time spent working for partners. + +There are several mechanisms and processes in place to make sure engagements don’t go over budget: + +- We build a risk reserve within each engagement to ensure we have extra hours for needs that arise during the engagement. +- Engagement Leads closely monitor engagement burns on a weekly basis and communicate that to TTSC Leadership and Front Office. + +In short, we need to know if our scoping is accurate and understand the cadence of work throughout an engagement. We’d rather be over budget and have our teams deliver value than be under budget and hide how many hours it truly takes to deliver on our engagements. + +## How do I correct a prior Tock submission? + +Submit a Tock change request using [the Tock Change Request form](https://docs.google.com/forms/d/e/1FAIpQLSe5RDFOlyWm0IXv7_eXjZ3CEjaGj2CmM-_TNgqwMjdspfQz7Q/viewform). You can also ping the Tock team in the {% slack_channel "tock" %} Slack channel. Make sure to inform your AM/EL with any submitted change requests. + +## How do I log my time for upcoming leave? + +If you are going to be out of the office for an extended period of time, head to the {% slack_channel "tock" %} channel in Slack before you leave and ask that the team submit your Tock hours for you during your out of office period. + +Example: + +> “I will be out of the office from Monday September 16th through Monday September 23rd: could you enter 40 hours for me to \#670 for the 16th-20th time period?” + +## How do supervisors review hours logged in Tock? + +Supervisors should regularly review the hours their direct reports are logging. + +From the [View users](https://tock.18f.gov/employees/) tab in Tock, search the list of users lists of users, then click and open the report to review their recent Tocks. Check: + +- Overall utilization rate +- Out of office time accounted for (including holidays and any administrative leave granted) +- Correct Tock lines (including details and extended out of office) +- Correct billable expectation + +18F supervisors are expected to complete the [Weekly Supervisor Data Check](https://airtable.com/app1anoO5i5d3RJRA/pagYbQmUcGgPS4lEt/form). + +## Technical difficulties? Questions? + +{% comment %}* Also see [Managing project finances](#TODO).{% endcomment %} +- Visit the {% slack_channel "tock" %} Slack channel. diff --git a/pages/about-us/tts-consulting/operations/training.md b/pages/about-us/tts-consulting/operations/training.md new file mode 100644 index 000000000..e841605e2 --- /dev/null +++ b/pages/about-us/tts-consulting/operations/training.md @@ -0,0 +1,32 @@ +--- +title: Training and professional development +cspell: ignore recertification +--- + +After onboarding, TTSC staff have various training obligations, some of which are mandatory. TTSC also encourages staff to seek out and take advantage of professional development opportunities each year. + +## Mandatory training + +TTS and GSA require employees to complete annual recertification on a variety of topics. Required courses are conducted through GSA’s [Online University](https://gsaolu.gsa.gov/). See the [current list of mandatory trainings](https://insite.gsa.gov/employee-resources/training-and-development/mandatory-training). + +Supervisors, CORs, and acquisition consultants may have additional mandatory training to complete. + +## Other trainings + +### TTS Consulting group trainings + +Training themes across the organization are established annually. Staff work to bring in trainings to meet these needs. They are shared via email and Slack. + +Resource: [18F training themes for fall and winter 2024](https://docs.google.com/presentation/u/0/d/1-Q6203wFy7CrkVq-Iu2JjkHVKULtizhU8Wi6SZ-i8QY/edit) + +### Ad hoc group trainings + +Groups within TTSC can arrange for training to meet their specific needs. If training involves a cost, funding may be requested. Guidance TK. + +### Individual professional development activities + +If you want to attend a virtual or in-person training event, discuss it with your supervisor. Also consult the [guidance in the TTS Handbook]({% page "training-and-development/conferences-events-training/" %}). + +OLU is also a source for optional training courses and professional development resources, such as books. Check out the [TTS Handbook page on development and training]({% page "training-and-development/" %}). + +The [TTSC Resource Library](https://airtable.com/appkBrEBVTMd9M5VC/pagyCKyWNdrBCgvP1) also includes recorded presentations, templates, and decks on a variety of topics.