> **coordinating-implementation-across-teams** — chapter 48 of 59 in [bitwarden/ai-plugins](https://skillsdocs.com/bitwarden/ai-plugins). > > Book (all chapters, one file): https://skillsdocs.com/bitwarden/ai-plugins.md > Machine manifest: https://skillsdocs.com/bitwarden/ai-plugins/.well-known/agent-skills/index.json > Install the book: `npx skills add bitwarden/ai-plugins` > Upstream: https://github.com/bitwarden/ai-plugins/blob/main/plugins/bitwarden-shepherd/skills/coordinating-implementation-across-teams/SKILL.md @ `main` > Raw bytes, no header: https://raw.githubusercontent.com/bitwarden/ai-plugins/main/plugins/bitwarden-shepherd/skills/coordinating-implementation-across-teams/SKILL.md > Base for relative paths: https://raw.githubusercontent.com/bitwarden/ai-plugins/main/plugins/bitwarden-shepherd/skills/coordinating-implementation-across-teams/ > Licence: Other — https://github.com/bitwarden/ai-plugins > > Content © its authors, served unmodified. Takedown: https://github.com/DreambaseAI/skillsdocs/issues/new?labels=takedown&title=Takedown+request --- name: coordinating-implementation-across-teams description: Phase 5 (Implementation) deep-dive playbook — shepherd coordinates teams executing the initiative across the support period, pulse check, retrospective, and closure. when_to_use: Use when an initiative is in active execution and the shepherd is coordinating, not implementing. Triggers — "support period", "early PR review for drift", "monthly stakeholder update", "Adoption Retrospective", "closing out the initiative". Not for Phase 4 scoping (use `scoping-and-handing-off-to-teams`). allowed-tools: Skill, mcp__plugin_bitwarden-atlassian-tools_bitwarden-atlassian__get_issue, mcp__plugin_bitwarden-atlassian-tools_bitwarden-atlassian__get_issue_comments, mcp__plugin_bitwarden-atlassian-tools_bitwarden-atlassian__get_issue_remote_links, mcp__plugin_bitwarden-atlassian-tools_bitwarden-atlassian__search_issues, mcp__plugin_bitwarden-atlassian-tools_bitwarden-atlassian__get_confluence_page, mcp__plugin_bitwarden-atlassian-tools_bitwarden-atlassian__get_confluence_page_comments, mcp__plugin_bitwarden-atlassian-tools_bitwarden-atlassian__search_confluence, mcp__plugin_bitwarden-atlassian-tools_bitwarden-atlassian__search_confluence_cql --- Phase 5 (Implementation) deep-dive playbook for an initiative shepherd. **You are not doing the implementation.** You enable teams, maintain consistency, ensure the initiative completes, and step back when it does. Time budget: 2–6 months wall clock, 10–20 hours/month of shepherd time. Composes `Skill(running-work-transitions)` in `bitwarden-delivery-tools` for the originating-side Support Period, Pulse Check, Retrospective, and Closure phases of the [Work Transition Playbook](https://bitwarden.atlassian.net/wiki/spaces/EN/pages/2521038855). The funnel doc's mental model: > **Think of the shepherd as:** > > - A guide ensuring teams stay aligned with the initiative's vision > - A coordinator managing cross-team dependencies and communication > - A subject matter expert available for questions about the approach > - A reporter keeping leadership informed of progress > - _Not_ a project manager micromanaging day-to-day work > - _Not_ doing code reviews on every PR (unless specifically needed for approach validation) ## Establishing Communication Channels (Before Implementation Starts) Set up the coordination mechanisms before teams begin. The funnel doc specifies: - **Optional dedicated Slack channel** (e.g., `#initiative-typescript-migration`). Pin links to: PoC PR, ADR, architecture plan, Jira dashboard. Use for questions, blockers, and learnings across teams. - **Bi-weekly tech-leads sync** with all affected tech leads. 30–45 minutes. Round-robin: progress, blockers, questions, cross-team dependencies. - **Optional office hours** (1–2 hours per week for drop-in questions) or use the company-wide office hours. - **Monthly stakeholder-sync update** for engineering and architecture leadership — 15 min, status / completion percentage / risks / decisions needed. Set response-time expectations explicitly when you announce the channel: "Questions in Slack — aim for 1 business day response. Architecture concerns — same day." ## Kickoff Meeting When teams are ready to begin (capacity allocated, stories in sprint planning), host a 1-hour kickoff with all teams. Per the funnel doc: - **Recap the initiative.** Problem, solution, PoC results — for engineers who weren't in handoff meetings. - **Walk through the approach** and key patterns. The PoC PR is the best teaching artifact you have. - **Review cross-team dependencies.** Make them visible so teams know who they wait on and who waits on them. - **Introduce communication channels and cadence.** What to use where; what response time to expect. - **Answer questions and address concerns.** - **Celebrate the start.** Share a resources package in the Slack channel: PoC PR, ADR, architecture plan, FAQ (start empty), your availability and response time. ## Supporting Teams During Execution Four activities, per the funnel doc: ### 1. Answer Questions - Respond in the Slack channel within ~1 business day. - Jump on Meets when text doesn't suffice. - Clarify edge cases or scenarios the PoC didn't cover. - Provide examples or references to similar implementations. ### 2. Review for Consistency (Not Detailed Code Review) This is the most-violated rule of Phase 5. The funnel doc is unambiguous: **"Trust teams for detailed code review – only intervene for approach issues."** - Monitor PRs related to the initiative. - Review **the approach in early PRs from each team** to ensure alignment with the PoC pattern. - Provide feedback only on approach deviation, not on style, naming, test coverage, or anything else the team's own reviewers handle. - The funnel doc's example pattern: "This looks good but uses callbacks instead of the async/await pattern from the PoC — was that intentional?" The "Not a reviewer for the team's PRs" line from `navigating-the-initiative-funnel` applies symmetrically here: tech leads expect you not to be their team's code reviewer. Respect it. ### 3. Troubleshoot Unexpected Issues When teams hit problems the planning didn't anticipate: - Help diagnose: implementation issue, or approach issue? - For approach issues, escalate to Architecture Council if fundamental adjustment is needed. - Document solutions in the FAQ so other teams can learn. ### 4. Unblock Dependencies - Track which teams are waiting on others (via the dashboard and the bi-weekly sync). - Coordinate communication between dependent teams. - Escalate to engineering leadership when blockers can't be resolved at the team level. - Adjust sequencing if the original plan proves problematic. ## Maintaining Cross-Team Consistency The funnel doc calls this "one of the shepherd's most critical responsibilities." Four sub-activities: - **Early detection of divergence.** Notice when teams interpret the pattern differently. Spot legitimate variation vs. misunderstanding. Review 1–2 early PRs per team to catch issues before they multiply. - **Share learnings across teams.** Post in Slack when one team solves a common problem. Update the FAQ as patterns emerge. Call out good examples: "Team X's PR #567 shows a clean way to handle this edge case." - **Refine guidance when needed.** If teams consistently struggle, the guidance may need improvement. Update the architecture plan or create supplementary guides. Host ad-hoc working sessions if multiple teams hit the same issue. - **Make judgment calls on acceptable variation.** Some variation is appropriate based on context (e.g., "Mobile apps use variation A because of platform constraints; web should use the standard pattern"). Some variation is drift that undermines consistency. Document the calls. ## Tracking and Reporting Progress The funnel doc specifies multiple cadences: ### Weekly (Your Internal Tracking) - Review Jira dashboard: completed, in progress, blocked. - Check the Slack channel for unresolved questions or concerns. - Note risks or trends (e.g., multiple teams reporting the same issue). ### Bi-Weekly Tech-Leads Sync - 30–45 minute meeting with tech leads from all affected teams. - Round-robin update: progress, blockers, questions. - Coordinate on dependencies. - Identify needs for Architecture Council input. ### Monthly Leadership Update 15-minute slot in a stakeholder sync. Cover: - **Status:** on track / at risk / blocked. - **Completion percentage** (stories done / total stories). - **Revised timeline** if needed. - **Escalations** or decisions needed. Example phrasing from the funnel doc: > "TypeScript migration 60% complete, 3 of 6 teams finished their epics. Vault team delayed 2 weeks due to higher priority security fix. Still on track for Q3 completion." ### Celebrating Milestones - First team completes its epic — recognition in Slack / team meeting. - 50% completion — update in company all-hands. - Last PR merged — celebrate with everyone involved. ## Managing Documentation Documentation should not wait until the end. Per the funnel doc: - **Draft early.** Create documentation structure (outline / skeleton) as Implementation starts. - **Add content progressively.** As patterns stabilize and teams produce real implementations, add to the docs. - **Have teams contribute examples** from their own implementations. Documentation lands in two homes per [Documentation Patterns](https://bitwarden.atlassian.net/wiki/spaces/EN/pages/1774977070). What goes where: **Close-to-code (alongside the team's code, in the repository):** - **Framework / pattern `README.md`** updates as the pattern stabilizes across teams. The PoC's initial framework README evolves with what teams discover during rollout. - **Folder-level notes** in each team's adopted area pointing to the framework README and the ADR. - **Inline docs** (JSDoc/XML comments for TypeScript/Angular/.NET; `rustdoc` for Rust) per the per-stack rubric in Documentation Patterns. - **CLAUDE.md updates** at the root and folder levels where the new pattern changes how engineers (and Claude tooling) should work. Use `@` syntax to link the `README.md` files that carry the canonical pattern. **Centralized (in [`bitwarden/contributing-docs`](https://github.com/bitwarden/contributing-docs), rendered at [contributing.bitwarden.com](https://contributing.bitwarden.com/)):** - **ADR updates** — final status (Accepted → Implemented if your numbering scheme uses that), lessons learned, actual timeline vs. predicted. Edit the same ADR file you opened during PoC; don't create a new one. - **Migration guide** — how to convert from the old pattern to the new. This is logistical / how-to content and belongs centrally so it's findable across repos. - **Contributing guide updates** — new standards or patterns that should govern future code beyond this initiative. - **Runbooks** — if the initiative involved operational or infrastructure changes, runbook content typically lives here too (or in SRE's home as appropriate). Timing per the funnel doc: - Draft technical guide when 2–3 teams have completed implementation. - Finalize all documentation before marking the initiative complete. - Plan for documentation to be ready 1–2 weeks before the final PR merges. ## Knowledge Transfer Per the funnel doc, ensure the initiative's outcomes live beyond your involvement. During final weeks: - **Tech talk or brown bag** (45–60 min) for full engineering org, possibly at an office hours session or Architecture Council slot. - **Onboarding materials** for new engineers. - **Update team runbooks** with new patterns. - **Consider recording** a video walkthrough. Tech talk structure (funnel doc): | Time | Content | | ------ | ------------------------ | | 5 min | Approach we took and why | | 10 min | Demo or code walkthrough | | 5 min | Results and metrics | | 5 min | Lessons learned | | 5 min | Q&A | ## The 30-Day Pulse Check (Work Transition Playbook Phase 4) Composing the playbook from the originating side — this is the load-bearing checkpoint that prevents "we handed it off" from becoming "it was never picked up." The Work Transition Playbook is unambiguous: **the 30-day pulse check is the one phase that should not be skipped regardless of how the rest is adapted.** A 15–30 minute conversation, or an async thread. Cover: - Has the team begun working with the transferred material? If not, what's blocking? - Unanswered questions or insufficient documentation areas? - Is the team comfortable with the approach, or working around it? - Does the support period need adjustment? If a team hasn't started at all, escalate jointly with the receiving team — not punitively. Capacity issue, priority conflict, or transition gap? Understand before assuming. ## Mid-Flight Course Correction The funnel doc's example: mid-implementation discovery of GraphQL resolver performance issues. The shepherd's response: - Immediately raise to Architecture Council. - Pause affected teams' work while investigating. - Work with one team to test a revised approach. - Update guidance with the new findings. - Communicate clearly: **"Pause, don't abandon, we're fixing this."** - Extend timeline if needed. The lesson: good shepherding includes recognizing when to pause, adjust, and communicate — not just pushing forward regardless. ## Completion and Closure ### Exit Criteria Per the funnel doc, the initiative is complete when: - All stories completed and merged to `main`. - All teams' epics marked complete in Jira. - Documentation written, reviewed, and published. - Knowledge transfer completed. - Retrospective conducted. ### Retrospective (Work Transition Playbook Phase 5, ~90 Days) Schedule within 2 weeks of completion, while memories are fresh. 1.5 hours, you + tech leads from all affected teams. Per the funnel doc's agenda: - **What went well?** Processes that worked, coordination wins, what to repeat. - **What could have gone better?** Friction points, delays, wrong assumptions, what to do differently. - **Process improvements.** Communication adjustments, scoping or estimation changes. - **Was the work understood well enough to execute?** Which teams were close on estimates? Which were off? What caused variance? Document findings and action items. Update the funnel process documentation with the learnings — Bitwarden's funnel gets better when shepherds add what they learned. ### Closure (Work Transition Playbook Phase 6) - Mark the BW initiative as complete in Jira. - Archive the Slack channel (or make read-only as reference). - Ensure all documentation is findable. - Update related runbooks or onboarding materials. - Submit any funnel-process improvements based on learnings. - Update the ARCH idea status to its final completed status in JPD. Recognize contributors publicly (all-hands, Slack), in performance reviews, with a case-study post if warranted. The Work Transition Playbook's framing on closure applies here: don't linger as a "just-in-case" reviewer past closure — that's a soft form of refusing to let go. ## Impact Measurement (3–6 Months After Completion) Per the funnel doc, revisit the success metrics defined during Scoping: - **Quantitative metrics** (if defined): bug reduction before/after, performance improvements, time savings. Example from the doc: "Predicted 30% reduction in error handling bugs; actual reduction: 42%." - **Qualitative feedback:** survey teams — is the new pattern better than the old? What's working, what's not? - **Adoption tracking:** Is new code following the pattern? Are teams defaulting to the new approach? Drift back to old patterns? Document results: - Update the ADR with actual vs. predicted outcomes. - Add impact summary to the architecture plan. - Share results with the engineering org. ## Updates to the BW Initiative During Implementation (see [Idea-Based Initiatives](https://bitwarden.atlassian.net/wiki/spaces/EN/pages/2785181779)): - **Status tracking is primarily through child epics and their stories** — the initiative itself doesn't need frequent field updates. - **Comments:** Significant coordination events — cross-team dependency resolution, mid-course corrections, milestone achievements, escalations. Comments become the narrative timeline used at retrospective. - **Links:** Add new related work as it emerges — operational tickets, bug reports, documentation pages, adjacent initiatives. - **Description:** Update only if scope or approach changed materially. - **ARCH idea status:** Update to "5️⃣ Implementation" at kickoff, then to its final status at completion. ## Common Mistakes - **Doing detailed code review.** You are not the team's reviewer. Approach-alignment only. - **Letting drift compound.** Catch divergence in PRs 1–2 per team, not PRs 10–20. - **Skipping the 30-day pulse check.** The Work Transition Playbook is explicit — this is the load-bearing checkpoint. Skip it and silent failure modes become invisible. - **Treating documentation as an end-phase artifact.** Patterns drift between Implementation and writeup. Document progressively. - **Quietly resuming work** because a team isn't picking it up. Per the playbook, that's a leadership conversation, not a heroism opportunity. - **Lingering past closure.** Hand back to the team's regular cadence and step away. The signal matters. - **Skipping the retrospective.** It's the only mechanism that improves the funnel itself. ## Reference - [Software Initiative Funnel](https://bitwarden.atlassian.net/wiki/spaces/EN/pages/584515614) §5 — canonical phase description, examples of successful, troubled, and course-correcting implementations. - [Work Transition Playbook](https://bitwarden.atlassian.net/wiki/spaces/EN/pages/2521038855) — canonical six-phase transition; Phase 5 of the funnel is the originating-side support-period-through-closure portion. - [Documentation Patterns](https://bitwarden.atlassian.net/wiki/spaces/EN/pages/1774977070) — close-to-code vs. centralized `contributing-docs`, per-tech-stack best practices, CLAUDE.md conventions. - [Idea-Based Initiatives](https://bitwarden.atlassian.net/wiki/spaces/EN/pages/2785181779) — how to update the BW Initiative through Implementation. - Related: `Skill(shepherding-an-initiative)` for the umbrella playbook; `Skill(running-work-transitions)` (in `bitwarden-delivery-tools`) for the originating-side support-period guidance; `Skill(scoping-and-handing-off-to-teams)` for the phase that hands work into this one.