Table of Contents

Scope

This document is for everyone. After reading this document you should get a better understanding for how org structure on WARG works. Notably, why managers do the things that managers do.

This document defines what every role is, but you as a person will not solely occupy one of these roles. This is not prescriptive. This guide helps label and organize the various tasks you may be doing. Some examples would be:

• You may be an advisor on WARG, but do some tasks that this document scopes for subteam leads; that is totally reasonable with permission of subteam leads.

• If a director wants to do some individual contributor level mechanical task, they become subject to the same reviews and requirements of any other individual contributor.

• Subteam leads may do director level tasks, with the permission and/or request of directors.

In general, everyone is in WARG to learn, have fun, and as we like to say, “put something great in the sky”. With reference to Team Charter (2021-2024).

Information on evaluating whether someone is a good fit for a role: Skillset Levelling Rubric

This document is meant to be broad so it does not need to be changed frequently. Some specifics for each role can be found as subpages to: Onboarding

This document is intended to be more specific than: Organization Structure

Roles

Bootcamper

You are new to the subteam and are getting started. The bootcamp is an isolated system design to get you familiar with WARG processes and standards. You are encouraged to attend subteam meetings!

TODO: Create a page as a subpage to Organization Structure to include specificity regarding this role (director task)

Individual contributor

You have or are willing to learn the technical skills required to complete tasks and you learn best practices. Your focus is on a specific component, moving on to the next when it is completed. You complete tasks given the specified behaviour and interface, although sometimes the interface is not defined so you have to define it yourself. You attend project and subteam meetings to discuss progress and to pick up new tasks. You ask the project manager and subteam leads for clarification and are introduced to the project architecture and its design decisions. You might be in contact with other subteams if your component interfaces with another subteam’s component.

Ideally, by completing tasks and implementing various components, you have the opportunity to develop the skills of a senior member or project manager.

TODO: Create a page as a subpage to Organization Structure to include specificity regarding this role (director task)

Senior member

You are an expert in a specific domain. You know a lot of the theoretical background and the quirks, edge cases, and best uses. You also know the power and limits of your tools and environment and develop ways to improve them. You complete tasks and define the interface for the best usage of the component. You mentor and review other individual contributors.

Project manager

Your scope is now expanded; you manage a project. Your focus is on overall project architecture, how its components come together, and how it fits with the rest of the system. You define how the project is going to behave when completed. You worry about performance, scalability, testability, integration, and the underlying platform the project will be used on. You develop the tools and environment so that individual contributors can complete their tasks. You are in contact with other subteams to proactively overcome integration challenges.

You define component behaviour and their interfaces. You write task specifications so that individual contributors can implement them without needing knowledge of the entirety of the project. You make sure components are unit testable wherever possible. You mentor and review the individual contributors. You resolve implementation detail conflicts.

You might host irregular project meetings for specialized information. Subteam meetings cover most of the project administration.

You can complete tasks on your own as an individual contributor.

TODO: Create a page as a subpage to Organization Structure to include specificity regarding this role (director task)

Coordinator

You manage a project that isn’t specifically part of any subteam. You report to the directors instead of the subteam leads.

Subteam lead

Your scope is larger. Your focus is on managing people and resources they need. You host subteam meetings, where you track progress and assign tasks created by the project managers. You make sure that all projects requested by the directors are making progress. You make sure that your subteam has the resources they need to complete their tasks. You keep your subteam’s software and hardware organized, and ensure that documentation is available and easily accessible. You are in contact with other subteams. You resolve design conflicts.

You develop the bootcamp and review bootcamp submissions. You onboard and offboard subteam members and streamline the experience. You make sure that the administrative tools are minimally disruptive and used correctly by your subteam. You resolve interpersonal conflicts, and report major negative social incidents to the directors. You assign the project managers and the subteam leads every term.

You attend leads meeting and provide feedback to others.

You might be directly involved with project management, reviews, and mentoring, as a project manager. You might complete tasks on your own as an individual contributor.

TODO: Create a page as a subpage to Organization Structure to include specificity regarding this role (director task)

Safety captain

You are responsible for everything related to safety, including prevention, response, and reflection.

Director

Definitions TODO Move elsewhere

• A program is composed of several projects

• A project is composed of several components

Your scope encompasses the entire team. Your focus is on policy, culture, direction, and integration.

It is not recommended to spend time on other roles' tasks (project manager, individual contributor) on the team, though you can pick up IC tasks if you’d like, or if necessary. Focus on filling these roles with recruitment and training of suitable members when possible. You have a technical background, but you do not need to understand or design specific components. You make sure that the subteam leads are able to find the people and resources they need.

You host leads meetings, where you discuss administration, programs, resources, and planning. You host director meetings to align the team on culture, policy, & direction. You host or nominate a host of cross-discipline meetings, such as general meetings or competition syncs, or team socials. You organize integration meetings, where integration of projects are discussed by the project managers and the subteam leads. You organize coordinator meetings for specific tasks that are not part of any single subteam. You make sure projects are making progress.

You are in communication with and maintain relationships with external organizations such as the SDC, other student design teams, and sponsors. You ensure recruitment is occurring. You make sure the team has the required resources (e.g. financial, physical space, access to UW equipment). You develop administrative procedures and make sure that the subteam leads agree with and understand them. You set the example for the WARG culture. You resolve major negative social incidents.

The role of director is often unfulfilling for engineering students, because of the nature of the scope. Being a director does not exclude you from participating in the focus of other roles, and you shouldn’t solely limit yourself to just director tasks, especially if you do not enjoy them.

TODO: Create a page as a subpage to Organization Structure to include specificity regarding this role (director task)

Advisor

Your scope is variable, but usually the same as when you were still part of WARG. Your focus is to make sure WARG no longer relies on your expertise. You provide advice and mentorship to members, but you do not make decisions. You may be contacted for explanations or assistance, and you teach WARG members the skills required and/or document so that you don’t need to be contacted for the same reason in the future.

TODO: Create a page as a subpage to Organization Structure to include specificity regarding this role (director task)

Recurring items

This section specifies how often recurring items need to be completed for each role.

Tables WIP

TODO: Move each table row to the appropriate role document (director task)

The following tables are a work in progress and should be updated as the TODO definitions of roles are completed. The table information should slowly be copy pasted out of this document and into this documents.

General roles

You may have multiple of these roles.

Specialized roles

All specialized roles report to director.