chore: add back SOP

SOP/conduct-a-meeting.md

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+---
+tags: 
+  - guideline
+  - operations
+  - performance
+title: Conduct A Meeting
+date: 2018-07-10
+description: Meeting has always played an integral part in every corporate office. To optimize a productive meeting, it is vital to conduct individuals gathering without wasting time and directly get to the point, to deliver new information or discuss crucial issues.
+authors: 
+  - tieubao
+---
+
+Meeting has always played an integral part in every corporate office. To optimize a productive meeting, it is vital to conduct individuals gathering without wasting time and directly get to the point, to deliver new information or discuss crucial issues.
+
+And that begins with a smooth collaboration between these following essential aspects.
+
+### Timeline
+* Announce meeting time **at least one day** before the meeting happens.
+* Create Google Meet link
+* Sync on Basecamp schedule
+* Notify all related participants.
+
+### Agenda
+Meetings can often be awry due to a vague agenda. A specific and detailed meeting purpose will save attendees from meaningless gap during those 30 or 60 minutes of gathering. Meeting host’s responsibility is to provide people with the topic that needs to be discussed or argued as attendees must prepare their perspectives and opinions towards it.
+
+A clarified agenda rewards people with a clarified outcome.
+
+### Participants confirmation
+Invited participants are required to submit their confirmation at least three hours before the meeting begins. By the time he or she receives the meeting schedule through email, they are asked to respond with a confirmation of attendance of absence.
+
+Should the participant cannot be able to attend the meeting, a reasonable explanation must be filled in and delivered on the same day.
+
+### Meeting minute
+With the importance of recording what was done and what needs to be followed up, meeting minutes are considered a great value. It stores things that were discussed and decided, actions that must be taken and people who in charge.
+
+Meeting minutes are usually recorded by a secretary, but at Dwarves, these can be done by any appointed individual and should include the following things:
+
+* Meeting date, time and location
+* Meeting purpose
+* Names of attendees and those who were unable to attend
+* Agenda items
+* Concluded decision
+* Actions that need to be done, with deadlines and who it was assigned to
+* Date, time and location of the follow up meeting

SOP/email-communication-and-email.md

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+---
+tags: 
+  - operations
+  - people
+title: Email Communication and Use
+date: 2020-01-01
+description: We use email as our formal tool for both internal and external communication. Every email is utilized for a specific field, which comes along with different instructions.  
+authors: 
+  - hnh
+---
+
+We use email as our formal tool for both internal and external communication.
+Every email is utilized for a specific field, which comes along with different instructions.
+
+We currently go with these:
+
+## Communication
+### [email protected]
+For external communication. Clients or people outside the company should only know this email to communicate with us.
+
+Every email composed by [email protected] should be meant for external contacts, such as agreement or announcement.
+
+### [email protected]
+For internal communication. Everything happens in the company, the operation email should be in the cc.
+
+[email protected] email is used to
+
+- Inform employee on his/her employment issue (term of employment, salary adjustment, review, meeting)
+- Log conversation with clients from other personal team accounts (through cc)
+- etc
+
+### [email protected]
+For hiring. [email protected] stores every material used for the hiring process, which includes
+
+- Invitation for tests ( Pre-Assessment/ Assignment)
+- Receive *DO-NOT-REPLY* notification from CCAT (our resource to assess applicant's competence )
+- Confirmation/Reject email for applicants
+- Job offer
+- Automated receive CV from job sites (IT Viec)
+
+### [email protected]
+As it sounds, [email protected] is all for the issue that relates to money transaction.
+- Invoice information (in & out)
+- Notification on employee salary adjustment (through cc from Operation)
+- Tax
+
+## Development
+### [email protected]
+Miner email is used by our Developers to create an account and log in all of our mobile applications for mobile testing.
+Whenever a problem or bug comes in our app, a notification should be dropped at this email.
+
+### [email protected]
+For Infras registration e.g. Cloudflare, Google Cloud, AWS ...

SOP/how-people-matter-should-work.md

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+---
+tags: 
+  - people
+  - practice
+  - operations
+title: How People Matter Should Work
+date: 2020-06-24
+description: A philosophical exploration of authentic employee engagement in software companies, focusing on individual contributions, unconventional hiring practices, knowledge sharing culture, and intrinsic motivation rather than superficial happiness metrics.
+authors:
+  - tieubao
+  - duy
+---
+
+We get to read many articles these days that states '*People are the Core of the Business*', or '*Why People are the Key to Success*', or something like that. Something that polishes the importance of human to the company. Something that emphasizes how HR should do their best to nurture the talents.
+
+But here's the funny thing. Most of those talks drive the audience back to tips. How to make people happy. How to keep them engaged. How to motivate. That's the point. Too many '*how-tos*'.
+
+And that usually the part when I say "Ok, we're done here."
+
+Cut the crap. Happiness is fake. People matter when they believe in what they create. That's how we keep them around, by letting them know their real value.
+
+## The Individual Contribution
+Scanning through the random answers of Automatic Check-Ins is quite fun sometimes. Or even in the announced message for a product or a checked-off milestone. It's easier to know people's attempt through the way they talk about their work, and the pride they embed in the message.
+
+Don't finish a product story without a special thank to the product creator.
+
+## Unconventional
+It doesn't take an engineering background to work in software industry. Been there, done that.
+
+Let's take a look at our hiring. Not all developers come from a technology-based background; not all designers graduated from the art university. And me? Two years ago, my head went against the wall to finish a degree in International Business.
+
+The culture we are pursuing is the combination between the unconventional spirit and the will to do the right things in every decision. We handpick the individual whose mindset is heading toward the engineering-driven vision that we're reaching. It doesn't matter to us if you apply without a university certificate, or impress us with +10 years of seniority. You're in once your skills are perfect for the job.
+
+## The Spirit of Knowledge Sharing
+Hardly I heard a Dwarf refuse to explain or transfer what they know to others. Speaking from experience, I always get the help I need once I start to bring up the question. And even if they fail to answer at that time, eventually something will come up. They just can't stand the feeling of leaving a query unanswered. Odd, I know. But implementing a culture of sharing knowledge isn't a mandatory call. It was formed based on the urge to discover and exchange the grasp within the team. It's a process of becoming better and be open to help.
+
+## It's not the Rule. It's the People who follow.
+Despite how many office traps there are, nothing keeps people around unless ***they want it themselves***. Once there is a bunch of reasons to tie people around, they'll leave when there is a better reason from a better place. So in short, create a space where people feel active to work in and raise their idea, where they know their work means something, where judgments are fair and run by the right ideas. Focus on what people want to do, and things will run their courses.

SOP/how-to-conduct-delivery-reports.md

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+---
+tags:
+  - delivery
+  - reporting
+title: 'How to conduct delivery reports'
+date: 2024-08-01
+description: How we conduct insightful delivery reports that ensure transparency, improve team performance, and enhance client relationships
+authors:
+  - thanh
+---
+
+Our goal is to allocate resources efficiently, assign the right staff to the right tasks, and address issues appropriately. At a high level, our delivery report will answer three key questions:
+
+1. **Did we help the client achieve their targets?**
+2. How did the team perform?
+3. Are there any problems that need to be resolved?
+
+Below is the process that our delivery team follows to answer these questions effectively:
+
+### Data Gathering
+
+#### Artifact Collection
+
+Collect the proof of work each project team delivered during the month. This includes:
+
+- Demo materials (videos, screenshots)
+- Updated project charters, documents, diagrams, and source code
+- Logs of roadblocks, issues, and technical debts
+
+From this process, we also observe and gather potential problems, both technical and managerial.
+
+#### Team Performance
+
+Evaluate the team's performance based on the following criteria:
+
+- Do account managers advocate for and ensure the interests of the client?
+- Do tech leads/project managers consult with the client on development matters?
+- Do tech leads/project managers ensure delivery quality and effective team management?
+- Assess each team member's performance and workload (to be discussed with team leads).
+
+#### Project Priority
+
+Assess the importance of each project based on factors such as:
+
+- Deal size
+- Potential to open new opportunities
+- Strategic partnerships
+
+### Conducting the Report
+
+Once all data is collected, we compile it into a report with highlights for the following items:
+
+- **Project Sorting by Importance:** Rank projects based on their priority and significance to our overall goals.
+- **Client Happiness and Performance Ratings:** Rate client satisfaction, lead performance, and account performance on a scale of 1 to 5.
+- **Issues and Resolutions Logs:** Document any issues encountered and the resolutions implemented.
+
+![](assets/how-to-conduct-delivery-reports_delivery-report-sample.webp)

SOP/how-we-do-effective-planning-and-reporting.md

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+---
+tags:
+  - code of conduct
+  - workflow
+  - operations
+title: How we do effective planning and reporting
+date: 2024-04-15
+description: How we do effective planning and reporting at Dwarves
+authors:
+  - nikki
+---
+
+We are now a borderless company with team members working remotely everywhere they want. Clear communication, at least in weekly planning and reporting is required for everyone.
+
+This protocol establishes a structured workflow for efficient weekly work allocation, ensuring we function in-sync, complete tasks in a timely manner and collaborate effectively among team members.
+
+### Weekly planning & retro
+Weekly planning is for setting priorities, aligning team members, and ensuring progress towards our monthly goals. The following is how we do weekly planning:
+
+##### Set an agenda
+Teams can make adjustments in the agenda to fit their work nature.
+- Outline the agenda, announce it to all team members, and follow this agenda for all planning sessions
+- Include key items such as updates, task prioritization, blockers/issues, lessons learned,and goals for the week
+
+##### Conduct the planning session
+To minimize the time spent for meetings, we tend to combine retrospective of the week before and planning of the following week.
+
+- Participant: all team members must join
+- Time: Friday afternoon / Monday morning
+- Format: Discord voice channel
+
+All team members must submit a written list of what they plan to do for the week before the meeting.
+
+![alt text](assets/how-we-do-effective-planning-and-reporting_image.webp)
+
+### Weekly reporting
+Weekly reports should show progress, communicate achievements, and address any challenges within the team Similar to how we do planning, all team members must submit their written report before the meeting.
+
+![alt text](assets/how-we-do-effective-planning-and-reporting_image2.webp)
+
+Reporting happens at the start of all planning sessions. Since we already have a written report, here we focus mostly on:
+- Quality of completed tasks
+- Discuss challenges / issues encountered, and lesson learned
+- Celebrate successes or contributions from team members
+
+### Daily checkin
+Daily checkin is required at the end of each working day, 6PM being the latest. We may choose to have standups and/or written checkin, depending on the team's functions. But overall, make sure we keep it brief and to the point.
+
+A daily checkin needs to show:
+- What did we plan to do today?
+- What did we get done today?
+- Are there any obstacles blocking our progress?
+- Do we need support from any other members?
+- Do we have any takeaways, lessons learned or new things we learned to share with the team?
+
+![alt text](assets/how-we-do-effective-planning-and-reporting_image3.webp)
+
+### Summary
+A working week at Dwarves must follow, at the bare minimum, planning and report:
+- Weekly planning: written plan as bullet point list & meeting at week start / week end
+- Weekly report: written report as bullet point list, focusing on progress, challenges/issues, lessons learned
+- Daily checkin: written checkin at day end

SOP/password-sharing.md

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+---
+tags: 
+  - operations
+  - people
+title: Password Sharing
+date: 2020-01-01
+description: How to access to team's password folder  
+authors: 
+  - hnh
+---
+
+## 1Password storage
+Link to company 1Password: [https://dwarvesv.1password.com](https://dwarvesv.1password.com/). We have 2 accounts for 1Password usage:
+
+- **Team account**: This should stores all of company's account and will be shared with the correspondent team members. To get access to this information, please contact your line manager OR Operation team. *This account should NOT be shared with people outside of D.F*
+- **Operation account**: This account stores the confidential credentials that related to Operation team and should only shared to people within the Ops Team.
+
+## Updating secret key
+In order to keep the confidential information from leaking out, Operation team will continuously update the account's secret key overtime.
+
+The latest key will be stored here: https://drive.google.com/open?id=1x2JzetR_8CkQcoHFo4J1U99zLynPZYmz
+
+Master password will be sent out separately upon request

SOP/setup-email-template.md

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+---
+tags: 
+  - operations
+  - people
+title: Setup email template in Gmail
+date: 2020-01-01
+description: How to setup template for email in Gmail 
+authors: 
+  - hnh
+---
+
+## To turn on Gmail Canned Response (Template)
+- Login to your Gmail account
+- Access to Settings -> Settings -> Advanced tab
+- Change Canned Responses (Templates) to **Enabled**
+
+![](assets/setup-email-template.webp)
+
+## Adding/Using new template
+When composing an email, you can either:
+- Save the current draft as template for using later OR
+- Pick a template to use for the email that you picked
+
+**Note**: If your template contains place holders, please mark it as *red* so that other team members will notice to replace those when they use the template