From 9dea83c87806a8612d9cd51a7ef3cc733b02466c Mon Sep 17 00:00:00 2001 From: Georg Gruetter Date: Thu, 23 Mar 2017 00:14:38 +0100 Subject: [PATCH 1/4] added new pattern draft --- start-as-experiment.md | 81 ++++++++++++++++++++++++++++++++++++++++++ 1 file changed, 81 insertions(+) create mode 100644 start-as-experiment.md diff --git a/start-as-experiment.md b/start-as-experiment.md new file mode 100644 index 000000000..fd777e678 --- /dev/null +++ b/start-as-experiment.md @@ -0,0 +1,81 @@ +# Title + +Start as an Experiment + +# Problem + +An InnerSource initiative is considered but not started because management is +unsure about its outcome and, as a result, is not willing to commit to an +investment. + +# Context + +The majority of software development projects in the company are distributed +globally. The company is considering to leverage InnerSource to make the +required collaboration more efficient. However, most managers are not familiar +with the Open Source working model and are instead accustomed to hierarchical, +top-down control style management. The idea of InnerSource is very popular with +software developers in the company, not the least because many developers use +or are actively developing Open Source software. + +# Forces + +- Managers will want to validate the claims of improved collaboration through + InnerSource before making a long term investment. This usually involves + putting numbers against the expected improvements, which are hard to come + by for InnerSource. +- If the InnerSource initiative has a huge uptake among developers and if many + projects come to rely on it, a decision to shut it down will be very + unpopular and therefore hard to make. +- When implementing new working models such as InnerSource which are radically + different from working models previously practiced in the company, it is + likely that existing, mandatory processes are no longer applicable and even + that one has to operate in a regulatory, sometimes legal no-mans land. + +# Solution + +Declare the InnerSource initiative as a time limited experiment. Define and +communicate the criteria for evaluating the experiment and ensure that +sufficient data is gathered to perform the evaluation. Consider establishing +a _Review Committee_ (**tbd**: pattern link) to increase the chances of +management buy-in. + +# Resulting Context + +Managers are able to kick start InnerSource for the following reasons: + +- The experimental setup eases the need to management to scrutinize their + numbers in the same way that they would for typical projects. +- The possibility of failure of the experiment is understood and accepted. The + personal risk for the supporting managers is minimized. +- Even in case of a failure, the setup ensures that the company will learn from + the experiment. +- In case of success, the data gathered during the experiment will allow + managers to make a longer lasting commitment to InnerSource. + +Participants in the InnerSource experiment are conscious of the fact that, as +an experiment, the InnerSource initiative could be shut down or not continued +after the planned lifetime in case the experiment does not yield the expected +results. + +Finally, starting as an experiment makes it much easier to bend and adapt the +existing processes and rules before you break them. + +# Known Instances + +- Robert Bosch GmbH + +# Author + +- Georg Grütter (Robert Bosch GmbH) + +# Status + +Draft Pattern + +# Acknowledgements + +- Jason Zink (Robert Bosch GmbH) +- Diogo Fregonese (Robert Bosch GmbH) +- Robert Hansel (Robert Bosch GmbH) +- Hans Malte Kern (Robert Bosch GmbH) From 34967a6ebdf48d1951cddf45e8b100f569aff68e Mon Sep 17 00:00:00 2001 From: Georg Gruetter Date: Thu, 15 Feb 2018 18:23:23 +0100 Subject: [PATCH 2/4] incorporated PR feedback. Thanks @rrutledge @NewMexicoKid @nyeates and Erin --- start-as-experiment.md | 51 +++++++++++++++++++++++++++++------------- 1 file changed, 36 insertions(+), 15 deletions(-) diff --git a/start-as-experiment.md b/start-as-experiment.md index fd777e678..907a04c18 100644 --- a/start-as-experiment.md +++ b/start-as-experiment.md @@ -24,21 +24,42 @@ or are actively developing Open Source software. InnerSource before making a long term investment. This usually involves putting numbers against the expected improvements, which are hard to come by for InnerSource. -- If the InnerSource initiative has a huge uptake among developers and if many - projects come to rely on it, a decision to shut it down will be very - unpopular and therefore hard to make. -- When implementing new working models such as InnerSource which are radically - different from working models previously practiced in the company, it is - likely that existing, mandatory processes are no longer applicable and even - that one has to operate in a regulatory, sometimes legal no-mans land. +- If the InnerSource initiative will likely have a huge uptake among developers + and if many projects are likely to rely on it, a decision to shut it down + will be very unpopular and therefore hard to make. The perceived resulting + loss of control might deter some managers to even start with InnerSource. +- Implementing InnerSource style working models are often a radically departure + from previously practiced working models. It is therefore likely, that + existing, mandatory processes are no longer applicable and that appropriate + governing processes are missing. The result might be that one has to operate + in a regulatory, sometimes legal no-mans land. Examples are tax and export + control related regulations in large corporations with multiple legal + entities in multiple countries. # Solution Declare the InnerSource initiative as a time limited experiment. Define and -communicate the criteria for evaluating the experiment and ensure that -sufficient data is gathered to perform the evaluation. Consider establishing -a _Review Committee_ (**tbd**: pattern link) to increase the chances of -management buy-in. +communicate the criteria for projects to join the InnerSource experiment. The +criteria should be chosen such that they maximize the chances of building a +healthy InnerSource community around the selected InnerSource projects. They +should also help to ensure that the setting of the projects is such that they +can later be used to gain externally valid insights into the effects of +applying InnerSource. Examples for such criteria are + +- Sufficient geographical distribution of developers +- Sufficient departmental mix of developers, +- Openness of communication within community, +- Career path based on merit within community, +- Democratic decision making within community. + +Consider designating the end of the experiment a _pivot_, _change_ or _pause_ +point to re-evaluate. Also consider establishing a [Review +Committee](review-committee.md) to increase the chances of management buy-in +through participation. Depending on company culture, it might be helpful to +accompany the experiment with appropriate metrics (**tbd: Pattern link**). If +the projects in the experiment don't provide a direct impact on the companies +revenue, consider introducing [Cross Team +Valuation](crossteam-project-valuation.md) to highlight its value contribution. # Resulting Context @@ -53,10 +74,10 @@ Managers are able to kick start InnerSource for the following reasons: - In case of success, the data gathered during the experiment will allow managers to make a longer lasting commitment to InnerSource. -Participants in the InnerSource experiment are conscious of the fact that, as -an experiment, the InnerSource initiative could be shut down or not continued -after the planned lifetime in case the experiment does not yield the expected -results. +Participants in the InnerSource experiment are conscious of the fact that they +have to prove to management that InnerSource yields the promised benefits. It +will therefore help to focus work on those activites which provide the most and +most demonstrable value thus increasing the chances of success. Finally, starting as an experiment makes it much easier to bend and adapt the existing processes and rules before you break them. From 6fbe28e2b30c72874a380f65ae8b12ad6eb83152 Mon Sep 17 00:00:00 2001 From: Georg Gruetter Date: Fri, 16 Feb 2018 18:00:13 +0100 Subject: [PATCH 3/4] Incorporated more review feedback. Thanks Rus. --- start-as-experiment.md | 22 ++++++++++++++-------- 1 file changed, 14 insertions(+), 8 deletions(-) diff --git a/start-as-experiment.md b/start-as-experiment.md index 907a04c18..53ed1fd0e 100644 --- a/start-as-experiment.md +++ b/start-as-experiment.md @@ -10,13 +10,12 @@ investment. # Context -The majority of software development projects in the company are distributed -globally. The company is considering to leverage InnerSource to make the -required collaboration more efficient. However, most managers are not familiar -with the Open Source working model and are instead accustomed to hierarchical, -top-down control style management. The idea of InnerSource is very popular with -software developers in the company, not the least because many developers use -or are actively developing Open Source software. +The company is considering to leverage InnerSource to make the required +collaboration more efficient. However, most managers are not familiar with the +Open Source working model and are instead accustomed to hierarchical, top-down +control style management. The idea of InnerSource is very popular with software +developers in the company, not the least because many developers use or are +actively developing Open Source software. # Forces @@ -59,7 +58,8 @@ through participation. Depending on company culture, it might be helpful to accompany the experiment with appropriate metrics (**tbd: Pattern link**). If the projects in the experiment don't provide a direct impact on the companies revenue, consider introducing [Cross Team -Valuation](crossteam-project-valuation.md) to highlight its value contribution. +Valuation](https://github.com/paypal/InnerSourcePatterns/blob/rrrutledge-patch-3/crossteam-project-valuation.md) +to highlight its value contribution. # Resulting Context @@ -82,10 +82,16 @@ most demonstrable value thus increasing the chances of success. Finally, starting as an experiment makes it much easier to bend and adapt the existing processes and rules before you break them. +# Related Patterns + +- _Trial Run_ (from the book [_Fearless + Change_](http://www.fearlesschangepatterns.com/)) + # Known Instances - Robert Bosch GmbH + # Author - Georg Grütter (Robert Bosch GmbH) From 2b81dad73947387fea18c2ba59fa3314bc4bc59e Mon Sep 17 00:00:00 2001 From: Georg Gruetter Date: Fri, 16 Feb 2018 18:40:14 +0100 Subject: [PATCH 4/4] final changes during patters working group meeting --- start-as-experiment.md | 54 +++++++++++++++++++++++------------------- 1 file changed, 30 insertions(+), 24 deletions(-) diff --git a/start-as-experiment.md b/start-as-experiment.md index 53ed1fd0e..6551d5c3e 100644 --- a/start-as-experiment.md +++ b/start-as-experiment.md @@ -2,6 +2,9 @@ Start as an Experiment +# Patlet + + # Problem An InnerSource initiative is considered but not started because management is @@ -10,19 +13,18 @@ investment. # Context -The company is considering to leverage InnerSource to make the required -collaboration more efficient. However, most managers are not familiar with the -Open Source working model and are instead accustomed to hierarchical, top-down -control style management. The idea of InnerSource is very popular with software -developers in the company, not the least because many developers use or are -actively developing Open Source software. +The company is considering to leverage InnerSource to increase the efficiency +of collaboration on software projects. However, most managers are not familiar +with the Open Source working model and are instead accustomed to hierarchical, +top-down control style management. The idea of InnerSource is very popular with +software developers in the company, not the least because many developers use +or are actively developing Open Source software. # Forces - Managers will want to validate the claims of improved collaboration through InnerSource before making a long term investment. This usually involves - putting numbers against the expected improvements, which are hard to come - by for InnerSource. + measuring the improvements. - If the InnerSource initiative will likely have a huge uptake among developers and if many projects are likely to rely on it, a decision to shut it down will be very unpopular and therefore hard to make. The perceived resulting @@ -55,18 +57,19 @@ Consider designating the end of the experiment a _pivot_, _change_ or _pause_ point to re-evaluate. Also consider establishing a [Review Committee](review-committee.md) to increase the chances of management buy-in through participation. Depending on company culture, it might be helpful to -accompany the experiment with appropriate metrics (**tbd: Pattern link**). If -the projects in the experiment don't provide a direct impact on the companies -revenue, consider introducing [Cross Team -Valuation](https://github.com/paypal/InnerSourcePatterns/blob/rrrutledge-patch-3/crossteam-project-valuation.md) -to highlight its value contribution. +accompany the experiment with appropriate metrics [First Steps With +Metrics](introducing-metrics-in-innersource.md). If the projects in the +experiment don't provide a direct impact on the companies revenue, consider +introducing [Cross Team Valuation](crossteam-project-valuation.md) to highlight +their value contributions. # Resulting Context Managers are able to kick start InnerSource for the following reasons: -- The experimental setup eases the need to management to scrutinize their - numbers in the same way that they would for typical projects. +- The experimental setup eases the need of managers to scrutinize the + InnerSource program numbers in the same way that they would for typical + projects. - The possibility of failure of the experiment is understood and accepted. The personal risk for the supporting managers is minimized. - Even in case of a failure, the setup ensures that the company will learn from @@ -74,13 +77,14 @@ Managers are able to kick start InnerSource for the following reasons: - In case of success, the data gathered during the experiment will allow managers to make a longer lasting commitment to InnerSource. -Participants in the InnerSource experiment are conscious of the fact that they -have to prove to management that InnerSource yields the promised benefits. It -will therefore help to focus work on those activites which provide the most and -most demonstrable value thus increasing the chances of success. +Participants in the InnerSource experiment are now conscious of the fact that +they have to prove to management that InnerSource yields the promised benefits. +It will therefore help to focus work on those activites which provide the most +demonstrable value thus increasing the chances of success. -Finally, starting as an experiment makes it much easier to bend and adapt the -existing processes and rules before you break them. +Finally, starting as an experiment makes it much easier to sidestep regulations +and forces such as tool and process policies which could decrease the chances +of success. # Related Patterns @@ -89,8 +93,7 @@ existing processes and rules before you break them. # Known Instances -- Robert Bosch GmbH - +- Robert Bosch GmbH (globally distributed software development) # Author @@ -98,7 +101,7 @@ existing processes and rules before you break them. # Status -Draft Pattern +Proven Pattern # Acknowledgements @@ -106,3 +109,6 @@ Draft Pattern - Diogo Fregonese (Robert Bosch GmbH) - Robert Hansel (Robert Bosch GmbH) - Hans Malte Kern (Robert Bosch GmbH) +- Russ Rutledge (Nike) +- Tim Yao (Nokia) +- Clint Cain (Optum)