[{"data":1,"prerenderedAt":793},["ShallowReactive",2],{"/en-us/blog/5-leadership-lessons-as-product-design-manager":3,"navigation-en-us":38,"banner-en-us":438,"footer-en-us":448,"blog-post-authors-en-us-Rayana Verissimo":690,"blog-related-posts-en-us-5-leadership-lessons-as-product-design-manager":704,"assessment-promotions-en-us":744,"next-steps-en-us":783},{"id":4,"title":5,"authorSlugs":6,"body":8,"categorySlug":9,"config":10,"content":14,"description":8,"extension":25,"isFeatured":12,"meta":26,"navigation":27,"path":28,"publishedDate":20,"seo":29,"stem":33,"tagSlugs":34,"__hash__":37},"blogPosts/en-us/blog/5-leadership-lessons-as-product-design-manager.yml","5 Leadership Lessons As Product Design Manager",[7],"rayana-verissimo",null,"unfiltered",{"slug":11,"featured":12,"template":13},"5-leadership-lessons-as-product-design-manager",false,"BlogPost",{"title":15,"description":16,"authors":17,"heroImage":19,"date":20,"body":21,"category":9,"tags":22},"5 Leadership Lessons as Product Design Manager","Shortly after my promotion to Staff Product Designer, I was given the opportunity to act as Product Design Manager for CI/CD. These are some of the lessons I learned on design leadership at GitLab.",[18],"Rayana Verissimo","https://res.cloudinary.com/about-gitlab-com/image/upload/v1749664102/Blog/Hero%20Images/gitlab-values-cover.png","2021-01-05","\n\n{::options parse_block_html=\"true\" /}\n\n\n\nGitLab has [a number of career development opportunities](https://handbook.gitlab.com/handbook/engineering/careers/), and during my time as an individual contributor (IC) I intentionally leaned towards leadership.\n\nIn October 2020, my manager decided to leave the organization and asked if I was ready to take on her position as Product Design Manager for CI/CD. The [acting manager](https://handbook.gitlab.com/handbook/engineering/careers/#acting-manager) is an interim position dedicated to ICs experimenting with the role as they work on determining their career path. I took this role and started reporting directly to the Director of Product Design.\n\nIn parallel, I was promoted to Staff Product Designer! Wait, there's more: my team, Release Management, [was dissolved](https://gitlab.com/gitlab-com/Product/-/issues/1698) and I was assigned as shared resource between the Runner and Testing teams; meaning I had to handoff all my design work and onboard two new stage groups. I remember feeling overwhelmed and excited at the same time. I also remember thinking that growth is supposed to be uncomfortable, and if I had to go through all these new challenges in my professional life I was glad it was at GitLab.\n\nWhat follows are a few lessons I learned in my (ongoing) stint as the acting Product Design Manager for CI/CD. Eventually, I aim to become a manager again, and I hope to remember these lessons and learn even more.\n\n## 1. Define what success looks like for your new role\n\nI knew I had to trace a plan in order to effectively perform my new roles. I set a series of goals that were people and process focused, and that I wanted to eventually feed back into my personal development plan.\n\nAs an acting manager, I first focused on learning how I could help sustain a sense of stability and trust in the team. Performance Reviews and career growth conversations were my top concerns (meaning, learning the _what_ and _how_ of it). Another key element of success was to establish relationships with counterparts in order to understand what they care about, how they collaborate with UX, and what concerns they have. This foundational work provided insights on how I could help myself and others, as well as assess if what I thought was important really needed my attention.\n\nAs a Staff Designer, my plan was to set boundaries to the IC work, specifically regarding all the tactical design I knew I would not be able to deliver and communicate that soon and often to people around me.\n\nBecause we use GitLab for _everything_, I also took the opportunity to create some artifacts that could help automate the onboarding and planning for new acting managers, as well as a plan for my design handoff and onboarding:\n\n-   I defined my [quarterly goals](https://gitlab.com/rayana/plan/-/blob/master/goals/quarterly-goals.md) around my new roles and shared them with my manager and counterparts.\n-   I created an [issue template](https://gitlab.com/gitlab-com/people-group/Training/-/blob/master/.gitlab/issue_templates/acting-manager.md) for onboarding new acting managers.\n-   I made a [plan to transition all my design work](https://gitlab.com/groups/gitlab-org/-/epics/4815) and assigned it to new DRIs.\n-   I used my Group Manager's onboarding issues to get up to speed with understanding the [Runner](https://gitlab.com/gitlab-com/Product/-/issues/1685) and [Testing](https://gitlab.com/gitlab-com/Product/-/issues/1687) groups' visions, roadmaps, competitive landscapes, team health, processes, and partnerships across the organization.\n\n## 2. Managing your schedule is essential\n\nI inherited my previous manager's meetings, meaning my calendar was impossible to manage for a couple of weeks. A packed schedule means I am likely to be launched into an anxiety spiral. Because I am both IC and manager, this created a situation where I was splitting my brain and my attention trying to do too many things at once.\n\n[Darby Frey](https://about.gitlab.com/company/team/#darbyfrey), Sr. Engineering Manager for Verify, shared some kind words with me. He reminded me that I wouldn't be able to do everything I want or need to. _\"It’s impossible to do two full-time jobs. My advice is to do what you can; time-box things; set priorities for the calls; be deliberate about what you choose not to do.\"_\n\n-   I kept creating [a weekly plan](https://gitlab.com/rayana/plan/-/tree/master/tasks/2020) with my priorities. This helped me stay grounded and acknowledge I could only deliver so much in a week.\n-   I started being intentional about focus time by blocking my calendar, forcing myself to work on specific items rather than \"freestyle\" my tasks. This was in particular very painful.\n-   I picked up the habit of time-boxing my work using [Forest](https://www.forestapp.cc/) - a popular productivity app that helps you stay focused. This made me realize that working 3-4 hours without a break was unsustainable and that 30-minute to 1-hour blocks of focused work gives me a greater sense of accomplishment and is healthier.\n\nMy mantra in the last few months has been: be kind to yourself. I believe I still have a long way to go. In the meantime, these resources have helped me quite a bit:\n\n-   [Remote work: 9 tips for eliminating distractions and getting things done](https://about.gitlab.com/blog/eliminating-distractions-and-getting-things-done/)\n-   [7 Tips for Managing Your Schedule Like a Pro](https://www.entrepreneur.com/article/243962)\n\n## 3. Design Managers at GitLab are facilitators\n\nI thought I had a pretty good sense of what being a manager meant... until I became one myself. I've always enjoyed coaching, but there's a huge difference between being a buddy and a manager.\n\nFrom career development to design critique, I believe the true role of managers in the UX department is to facilitate great work and make sure our designers are being supported. I learned that this means getting to know what each designer needs individually - and building that relationship is a job of its own. [Servant-leader qualities](https://handbook.gitlab.com/handbook/company/culture/all-remote/being-a-great-remote-manager/#servant-leader-qualities) are especially true if you are now [managing people who used to be your peers](https://hbr.org/2012/12/how-to-manage-your-former-peer). There was certainly a change in the dynamics for me, but the end goal remained the same: wanting others to succeed.\n\nAn upside of being acting manager is spending more time consulting with the designers and following their work. I started having a better sense of what people are prioritizing and (more importantly) what type of support they need. This overview will be helpful once I transition back fully into my Staff role. Sure, the fact that I had previous context on different product areas was great, but I now I understand why design managers are not able to dive deep into everyday design tasks. This is why they listen and facilitate instead of coming up with solutions. Product Designers are the experts. That being said, I came to the conclusion that I'd rather be a manager that takes a leap of faith than being the person watching over someone's shoulders.\n\n[Valerie Karnes](https://about.gitlab.com/company/team/#vkarnes), Director of Product Design, taught me that you need to make confident decisions with the context you have. That also means trusting people so they can make their own decisions and move forward.\n\n-   Keep asking how you can better support the team. I do this in every 1:1 by asking \"how can I be a better manager for you?\" or \"how can I help you this week?\" People have different feelings about asking for help and I recognize I'm busy, so I find it important to leave that door always open.\n-   Adapt to what each report needs. Some conversations will be harder than others, so make sure you are listening.\n-   Seek ongoing feedback and support from your manager and peers. I meet with [Justin Mandell](https://about.gitlab.com/company/team/#jmandell), Product Design Manager, once every two weeks to talk about people management. I also connected with people who were once interim managers to get to know what challenges they faced and how they solved them.\n-   Be transparent and communicate that you are learning on the job: you don't know everything, and you can't possibly do everything right. If you're in a situation like me where you can't be a manager 100%, let people know that.\n\n## 4. Manager is a different career\n\nAs a new manager, I had to redefine what I call \"results.\" You go from being completely independent to being responsible for the team's output. As an IC, I can measure my output based on how many things I get out the door in a milestone. The usual metrics no longer apply when you're a manager. This can mess with your sense of self-worth, which is being tied for so long to visible, tactical design. Many days I sat in front of the computer feeling I wasn't moving the needle at all. I had to learn on the fly how to get satisfaction from a new way of operating.\n\nMy results now translate into being a network builder by thinking strategically, understanding and communicating the overall company direction, and aligning people's sense of purpose with where the company is going. You can't just pinpoint one specific deliverable that exemplifies all that.\n\nThe rewarding side of managing is watching the CI/CD designers shine: from communicating someone got a discretionary bonus for doing amazing work and exemplifying our company values, to giving positive feedback on a performance review, and helping people figure their career growth plans. This new approach to results made me experience a deep sense of pride for other people's accomplishments. Almost like magic moments of bliss. ✨\n\nOn the other hand, I had to handle my own disappointment in not being involved at the level I could help with the hands-on design work. I was unable to deliver feature proposals at the same pace as before. Even onboarding Testing and Runner proved to be a challenge; I couldn't do it at the speed I _wanted to_.\n\nI learned that becoming a manager is not an extension of my IC career: being a manager is either/or. If I want to be a good manager, I want to have the time to be a consistent manager.\n\n-   Ask yourself: are you ready to help design other people's careers instead of features?\n-   There’s a level of separation when you become a manager and you need to be comfortable with that. I found myself feeling isolated from the things that give me joy, like tactical design and stage group rituals.\n\n## 5. Share your learnings\n\nThe final lesson is a small one, but it can have a deep impact on our team of designers. Management opportunities are created based on [merit and company need](https://handbook.gitlab.com/handbook/engineering/careers/#ux-department), and it is imperative that designers understand what challenges they might face and what the path to management looks like. Keep sharing what you've done and how you've done it to succeed as an IC. I became more self-aware of my accomplishments and I learned that people are craving actionable guidance. Becoming a manager is a beacon of hope!\n\nI am privileged for having the chance to experience the manager role before making the transition. [Leadership](https://handbook.gitlab.com/handbook/leadership/) is a long-term learning and I know have a ton to learn. I hope the lessons I shared are also valuable to you during your own journey.\n\nThank you for reading and thank you to GitLab for enabling my growth. 👣\n",[23,24],"UX","inside GitLab","yml",{},true,"/en-us/blog/5-leadership-lessons-as-product-design-manager",{"title":15,"description":16,"ogTitle":15,"ogDescription":16,"noIndex":12,"ogImage":19,"ogUrl":30,"ogSiteName":31,"ogType":32,"canonicalUrls":30},"https://about.gitlab.com/blog/5-leadership-lessons-as-product-design-manager","https://about.gitlab.com","article","en-us/blog/5-leadership-lessons-as-product-design-manager",[35,36],"ux","inside-gitlab","RxZeWhAEsuJEpDe8xgX5iu8F53aCrWDwFnbReRTF75w",{"data":39},{"logo":40,"freeTrial":45,"sales":50,"login":55,"items":60,"search":368,"minimal":399,"duo":418,"pricingDeployment":428},{"config":41},{"href":42,"dataGaName":43,"dataGaLocation":44},"/","gitlab logo","header",{"text":46,"config":47},"Get free 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Shadow Takeaways from Jacie","Recap of my experience in the CEO Shadow Program.",[710],"Jacie Bandur","2021-05-18","\n\n{::options parse_block_html=\"true\" /}\n\n\nHi! I’m Jacie Bandur. I completed GitLab’s CEO Shadow program from 2021-04-26 through 2021-05-07. It was a really enlightening experience. I generally work in Learning and Development and consider myself a lifelong learner. I can’t even explain how much I learned in such a short about of time. I learned a lot about the business. I learned a lot about the product. But learned even more about the importance of iteration in everything we do.\n\n### Qualifications to Participate\n\nI wanted to start this off with touching on qualifications to participate in the program.\n\nI am the type of person that has gone through most of my life thinking I’m not qualified for things. I’m not qualified for that job, that promotion, that program. The list goes on and on.\n\nWhen I saw the [CEO Shadow program](/blog/ceo-shadow-impressions-takeaways/) kick off in 2019, I really wanted to participate. I was a little intimidated. Who wouldn’t be, spending 2 weeks with the CEO of any company? But time passed and all the sudden it was 2021 and I had not taken any steps to participating in the program.\n\nIf you are sitting there waiting for someone to tell you that you are qualified to participate in this program, I’m not big on giving “pep talks,” but here’s me telling you - You are qualified for this program. There’s never going to be a good or perfect time to do it. Tell your manager you want to do the CEO Shadow program. Stop waiting. Sign up today.\n\nNote: Take a look at the [eligibility](https://handbook.gitlab.com/handbook/ceo/shadow/#eligibility) section of the CEO Shadow page for more information on signing up.\n\n### Pre-Program Tips\n\nThere are many things recommended for shadows to do pre-program outlined on the CEO Shadow handbook page. As I was going through the program there were things that I thought helped me (or would have helped me).\n\nHere are my top 6 recommendations:\n\n1. Make sure your team knows you will be unavailable for 2 weeks. This isn’t a program that can or should be done alongside your normal day to day work. I found catching up from the 2 weeks away kind of difficult because I was trying to keep up on what was going on and I had a bunch of half done things.\n1. Talk with people who have done the shadow program - schedule at least 3 coffee chats with CEO Shadow Alumni.\n1. Have food that is easy to eat quickly. Sid’s meetings are back to back most days, so you will have small amounts of time to eat throughout the day. Sid does eat during calls, which you are welcome to do, too, but if you are taking notes, it is difficult to eat. And this will make you realize why speedy meetings are so important!\n1. Listen to the [Executive Leadership LinkedIn Learning course](https://www.linkedin.com/learning/executive-leadership/).\n1. Be prepared to ask questions. When doing the program virtually, there isn’t a ton of time for asking questions, so when one would come up, I would add it to a note on my computer and ask if there was ever time with just the shadows and Sid.\n1. Take at least 1 day off after the program. Take even a couple of days off if you can! This is recommended on the handbook page, but I can’t stress this enough.\n\n\n### Takeaways\n\n**Group Conversations**\n\nI’ve been at GitLab for almost 4 years. When I joined, I made it a point to attend as many GC’s as I could. I had gotten out of the habit of attending Group Conversations. After attending them again for 2 weeks, I realized how important they are to understand better what is going on across the business. Everything in the organization is so intertwined. It’s helpful to understand what other teams are working on and succeeding in.\n\n**Feedback**\n\nWe should all be giving and receiving feedback often. We have a whole [handbook page on giving and receiving feedback](https://handbook.gitlab.com/handbook/people-group/guidance-on-feedback/). Read the handbook page and watch the videos, as well. Practice giving feedback. I recommend using the [1-1 agenda](https://handbook.gitlab.com/handbook/leadership/1-1/suggested-agenda-format/) Sid uses, because Feedback is an essential piece of that agenda, and it makes feedback more of a routine thing.\n\n**Biggest Takeaway**\n\nWe have an incredible team here at GitLab, from Engineering to Product to Sales to People and all the groups in between. There are so many great ideas. I observed the constant reinforcement by Sid to start with something small and build on it. You can ALWAYS make something more complex. It’s hard to go back to something more simple when you start with something complex.\n\nA couple of quotes that I heard from Sid during the program that reinforced this point:\n\n- “Every complex system evolves from a simple system that worked.”\n- “It’s very clear what is the simple solution. We can always make it more complicated as we go on.”\n\nI know they are very similar, but they happened in different meetings on different days, so the point was reinforced repeatedly.\n\nDuring the program, I reflected on the projects that I’am working on. How many of them am I trying to do too much on before releasing. Probably all of them. When I’m working on projects in the future, I will break them down into smaller, more doable chunks. Iteration is hard - it’s a skill to be practicing constantly.\n\n\n### Overall\n\nOverall, the program was really insightful and impactful. If you haven’t participated in it yet, I cannot encourage you enough to do so!\n",{"slug":714,"featured":12,"template":13},"ceo-shadow-recap",{"content":716,"config":727},{"title":717,"description":718,"authors":719,"heroImage":721,"date":722,"body":723,"category":9,"tags":724},"Why I love contributing to GitLab","Making small meaningful changes is what it's all about.",[720],"Austin Regnery","https://res.cloudinary.com/about-gitlab-com/image/upload/v1749679501/Blog/Hero%20Images/new-feature.png","2021-05-11","It was mid-morning on a Tuesday in February, and I had 10 minutes in between meetings. So I decided to try and solve a pain point of mine.\nYou see, I had to memorize this HTML snippet to create a collapsible section in GitLab Issue descriptions and comments, but I kept forgetting it. Was it `summary` or `section`? I could never remember.\n```html\n\u003Cdetails>\n\u003Csummary>Insert Title\u003C/summary>\nHidden content\n\u003C/details>\n```\nEven though it is not vanilla Markdown, GitLab knows how to interpret some HTML. I used this formatting trick fairly often since full-page screenshots can occupy a lot of screen space, which leads to excessive scrolling.\nSo I decided to poke around our codebase to see how the other Markdown shortcuts worked. To my surprise, it was pretty straightforward. Each shortcut had a simple text input that mapped to each button. This implementation was simple to replicate since I just needed to copy/paste and replace a few words.\n![Image of Vue and Haml files with editor shortcuts](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/vue-haml.png){: .shadow}\nThe Vue and Haml files with the new shortcut\n\nI started a branch and began hacking away at the code. Now, I would never call myself a Software Engineer, but I like to try and make things from time to time. I was able to add a new shortcut to the toolbar to insert this code snippet for me in less than 10 minutes. No more memorizing! Making contributions like this is what makes working at GitLab so special.\nNow, it wasn't ready for production, but I at least had something that worked. I shared it with my UX colleagues in Slack, and it started to gain traction with several up-votes and few constructive comments on how to make it better.\nWith the functionality flushed out, a few other designers helped me get a better icon added to our SVG library. Using clear iconography is critical for communicating information more clearly.\n| Initial Icon | Final Icon |\n| - | - |\n| ![SVG of chevron right icon](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/chevron-right.svg) | ![SVG of details block icon](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/details-block.svg) |\n\nThe last thing to do was resolve my failing tests, and I had several teammates help me do that.\n![Gif of the shortcut being used](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/demo.gif)\n\nToday [this change](https://gitlab.com/gitlab-org/gitlab/-/merge_requests/54938) merged! Now I solved a pain point for me and others. It took a few months to go from idea to production, but the effort was super low. I'd say the return on my initial investment, 10 minutes, is super high.\n> Having a direct impact on a product was never an option for me before joining GitLab.\n\n![Image of participants in the Merge Request](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/participants.png)\n\n\nThank you to everyone that helped me deploy this\n",[23,725,726],"product","AWS",{"slug":728,"featured":12,"template":13},"why-i-love-contributing-to-gitlab",{"content":730,"config":742},{"title":731,"description":732,"authors":733,"heroImage":735,"date":722,"body":736,"category":9,"tags":737},"Placebo Lines on the Pipeline Graph","Have you noticed the connecting lines missing on your pipelines lately? Here's why",[734],"Sam Beckham","https://res.cloudinary.com/about-gitlab-com/image/upload/v1749679507/Blog/Hero%20Images/ci-cd.png","\n\n{::options parse_block_html=\"true\" /}\n\n\n\nHave you ever pressed the close door button on the elevator, in the hope that you'll save a few precious seconds?\nOr got frustrated at the person stood next to you at the cross-walk, neglecting to press the button?\nWell, maybe they know something you don't, or perhaps you know this already.\nMany buttons in our society lie to us.\n[David McRaney](https://youarenotsosmart.com/2010/02/10/placebo-buttons/) dubbed these, \"Placebo buttons\" and they're everywhere.\nThose elevator doors won't close any faster and the cross-walk button has no effect on the lights.\nThe only lights they control are the lights on the buttons themselves.\nThey give you the feedback you crave, but that's all they're doing.\n\nThese placebos aren't constrained to the physical world, they're prevalent in [UI design](/blog/the-evolution-of-ux-at-gitlab/) too.\nFrom literal placebo buttons like [YouTube's downvote](https://www.quora.com/Does-downvoting-a-comment-on-YouTube-even-do-anything), to more subtle effects like Instagram always [pretending to work](https://www.fastcompany.com/1669788/the-3-white-lies-behind-instagrams-lightning-speed), or progress bars that have a [fixed animation](https://www.theatlantic.com/technology/archive/2017/02/why-some-apps-use-fake-progress-bars/517233/).\nThey're everywhere if you know where to look.\n\nAt GitLab, we created a placebo of our own in one of our core features; the pipeline graph.\n\nThose of you who have used our pipeline graph, will be familiar with its appearance.\nThere's a series of jobs, grouped by stages, connected by a series of lines depicting the relationships between the jobs.\nBut these lines might be lying to you.\nThese lines are indiscriminately drawn between each job in a stage, regardless of their relationship.\nThese lines are placebos.\n\n![The old pipeline rendering with lines connecting every job in a stage](https://about.gitlab.com/images/blogimages/placebo-lines_old-graph.png)\n\nThis wasn't a problem to begin with.\nA basic pipeline has several jobs across a handful of stages.\nJobs in each stage would run parallel to each other, but each stage would run sequentially.\nIn the image shown above, all the jobs in the test stage would trigger at the same time. Once those jobs had finished, all the jobs in the build stage would trigger.\nWe used rudimentary CSS to draw lines connecting each job in one stage to each job in the next.\nThese lines weren't calculated based on their connections, but still reflected the story they were telling.\n\nSince the introduction of `needs` relationships in [v12.2](https://gitlab.com/gitlab-org/gitlab-foss/-/issues/47063), pipelines got a bit more complicated.\nNow you could configure a job in a later stage to trigger as soon as a job in an earlier stage completed.\nLooking at our old example, we could set the API deployment to run as soon as our spec tests passed.\nThis skips the remaining tests and the entire build stage, turning our lines into pretty little liars.\n\nWe had many internal discussions about these lines, and how to show the relationships between jobs.\nThere's the [`needs` visualization](https://docs.gitlab.com/ee/ci/directed_acyclic_graph/#needs-visualization), which does an excellent job of displaying these relationships, but the main pipeline graph was still inaccurate.\nFor the past few months, we've been [refactoring the pipeline graph](https://gitlab.com/gitlab-org/gitlab/-/issues/276949), giving it a new lease of life and fixing some of its issues along the way.\nOne of those issues were the faked lines.\nIn the new version, we can accurately draw lines between jobs.\nLines that actually depict the relationships jobs have with each other.\nNow the lines no-longer lie!\n\n![The newer pipeline graph showing the correct needs links between jobs](https://about.gitlab.com/images/blogimages/placebo-lines_new-graph.png)\n\nThe above image shows an unreleased version of the pipeline graph.\nYou can see the lines drawn between the jobs to show that the `deploy:API` job can start as soon as the `rspec` job is successful.\nSomething the old lines (shown earlier in this post) would have been unable to depict.\n\nOne unfortunate downside of this is that these lines can be quite expensive to calculate.\nThey're actual DOM nodes, drawn deliberately and placed precisely.\nOn smaller graphs this isn't a problem, but some of our initial tests have found pipelines with a potential 8000+ job connections.\nThat kind of calculation would grind the browser to a halt, and nobody wants that.\n\nAt GitLab, we believe in boring solutions.\nWe make the simple change that sets us on the path towards where we want to be.\nShip it, get feedback, and iterate.\nSo that's what we did.\nIn the first phase of this rollout, we shipped the new pipeline graph with no lines connecting the jobs.\nWe don't have to worry about the expensive calculations, and we still get to roll out the refactored pipeline graph.\n\n![The current (v13.11) pipeline graph showing no links between jobs](https://about.gitlab.com/images/blogimages/placebo-lines_current-graph.png)\n\nWe know some of you will miss them, but fear not.\nBoring solutions are just technical debt if you don't iterate on them.\nSo the [improved lines are coming](https://gitlab.com/groups/gitlab-org/-/epics/4509) in a future release, along with several other improvements to the pipeline graph.\nWe're already starting to roll out the new [Job Dependencies](https://gitlab.com/gitlab-org/gitlab/-/issues/298973) view which shows the jobs in a (much closer to) execution order.\nStay tuned for more updates, and watch [Sarah Groff Hennigh Palermo's talk](https://www.youtube.com/watch?v=R2EKqKjB7OQ) for the technical side of this effort and a deeper dive into some of the decisions we made.\n",[738,739,740,741],"CI","frontend","agile","design",{"slug":743,"featured":12,"template":13},"placebo-lines-on-the-pipeline-graph",{"promotions":745},[746,760,771],{"id":747,"categories":748,"header":750,"text":751,"button":752,"image":757},"ai-modernization",[749],"ai-ml","Is AI achieving its promise at scale?","Quiz will take 5 minutes or less",{"text":753,"config":754},"Get your AI maturity 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