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Copy file name to clipboardExpand all lines: meta/boardreports/2020-11.md
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- 1 new contributor in the reporting period (@WillemJiang)
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- Challenges:
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- PRs with minor changes stay open for extended periods. This prevents quick incremental quality improvements. This might also demotivate contributors, as giving them a sense of success would be a way to keep them engaged in the project. Examples: [#213](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/213), [#222](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/222), [#230](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/230), [#232](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/232)
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- Also the longer a PR stays open, the higher the chances that that PR will go stale i.e. the author does not have time anymore to see the PR through. Examples of said risk are [13 PRs](https://github.com/InnerSourceCommons/InnerSourcePatterns/pulls?q=is%3Apr+is%3Aopen+created%3A%3C2020) that have been created prior to 2020, many even in 2017. Bringing these PRs to a stage where they can either be discontinued (i.e. closed) or approved+merged has proven difficult.
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- PRs with minor changes stay open for extended periods. This prevents quick incremental quality improvements. This might also demotivate contributors, as giving them a sense of success would be a way to keep them engaged in the project. Examples: [#213](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/213), [#222](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/222), [#230](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/230), [#232](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/232)
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- Also the longer a PR stays open, the higher the chances that that PR will go stale i.e. the author does not have time anymore to see the PR through. Examples of said risk are [13 PRs](https://github.com/InnerSourceCommons/InnerSourcePatterns/pulls?q=is%3Apr+is%3Aopen+created%3A%3C2020) that have been created prior to 2020, many even in 2017. Bringing these PRs to a stage where they can either be discontinued (i.e. closed) or approved+merged has proven difficult.
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- Activity and trusted committer diversity is too low to sustain the project in the long run on a high activity level. (Low activity evolution is sustainable.)
* Pattern work: 1 (improvements to the [InnerSource Activity Score](https://github.com/InnerSourceCommons/InnerSourcePatterns/blob/master/patterns/2-structured/repository-activity-score.md))
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* Non-pattern work: 1
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* Pattern work: 1 (improvements to the [InnerSource Activity Score](https://github.com/InnerSourceCommons/InnerSourcePatterns/blob/master/patterns/2-structured/repository-activity-score.md))
Copy file name to clipboardExpand all lines: meta/boardreports/2020-12.md
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- 2 new and new-ish contributors in the reporting period ([@WillemJiang](https://github.com/WillemJiang), [@MelindaMalmgren](https://github.com/MelindaMalmgren))
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- Challenges: (same as in the [last report](https://github.com/InnerSourceCommons/InnerSourcePatterns/blob/master/meta/boardreports/2020-11.md#projectcommunity-status-and-health))
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- PRs with minor changes stay open for extended periods. This prevents quick incremental quality improvements. This might also demotivate contributors, as giving them a sense of success would be a way to keep them engaged in the project. Examples: [#213](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/213), [#222](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/222), [#230](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/230), [#232](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/232)
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- Also the longer a PR stays open, the higher the chances that that PR will go stale i.e. the author does not have time anymore to see the PR through. Examples of said risk are [13 PRs](https://github.com/InnerSourceCommons/InnerSourcePatterns/pulls?q=is%3Apr+is%3Aopen+created%3A%3C2020) that have been created prior to 2020, many even in 2017. Bringing these PRs to a stage where they can either be discontinued (i.e. closed) or approved+merged has proven difficult.
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- PRs with minor changes stay open for extended periods. This prevents quick incremental quality improvements. This might also demotivate contributors, as giving them a sense of success would be a way to keep them engaged in the project. Examples: [#213](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/213), [#222](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/222), [#230](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/230), [#232](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/232)
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- Also the longer a PR stays open, the higher the chances that that PR will go stale i.e. the author does not have time anymore to see the PR through. Examples of said risk are [13 PRs](https://github.com/InnerSourceCommons/InnerSourcePatterns/pulls?q=is%3Apr+is%3Aopen+created%3A%3C2020) that have been created prior to 2020, many even in 2017. Bringing these PRs to a stage where they can either be discontinued (i.e. closed) or approved+merged has proven difficult.
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- Activity and trusted committer diversity is too low to sustain the project in the long run on a high activity level. (Low activity evolution is sustainable.)
* Pattern work: 3 (Adding American Airlines as a Known Instance to the InnerSource Portal Pattern. Improving existing Known Instances for that same pattern.
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* Non-pattern work: 2
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* Pattern work: 3 (Adding American Airlines as a Known Instance to the InnerSource Portal Pattern. Improving existing Known Instances for that same pattern.
Copy file name to clipboardExpand all lines: meta/contributor-handbook.md
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Patterns (or other documents) of level 1 are stored in the directory `/patterns/1-initial`.
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- Validation requirements:
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- N/A
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- N/A
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- Content requirements:
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- The document is readible & comprehensible for other parties (not just for the author(s))
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- The author(s) contribute the contents according to the [license](../LICENSE.txt) & are allowed to do so
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- Thoughts and contents by third parties are quoted / referenced explicitly
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- The document is readible & comprehensible for other parties (not just for the author(s))
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- The author(s) contribute the contents according to the [license](../LICENSE.txt) & are allowed to do so
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- Thoughts and contents by third parties are quoted / referenced explicitly
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### Requirements: Level 2 - Structured
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Patterns of level 2 are stored in the directory `/patterns/2-structured`.
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- Validation requirements:
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- Is validated by at least one known instance
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- Alternatively: key elements of the pattern have been validated in separate contexts and, in consequence, it is justified to believe the full solution will function
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- Is validated by at least one known instance
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- Alternatively: key elements of the pattern have been validated in separate contexts and, in consequence, it is justified to believe the full solution will function
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- Content requirements:
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- Complies with the [patterns format](pattern-template.md)
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- Complies with *basic style guide*(#) - *Oops! We have not yet developed this*
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- Complies with the [patterns format](pattern-template.md)
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- Complies with *basic style guide*(#) - *Oops! We have not yet developed this*
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### Requirements: Level 3 - Validated
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Patterns of level 3 are stored in the directory `/patterns/3-validated`.
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- Validation requirements:
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- Is validated by at least three known instances
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- Considers all known instances to the best of working group members' knowledge
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- Community agreement (via lazy consensus of trusted committers) on correctness of contents
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- Is validated by at least three known instances
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- Considers all known instances to the best of working group members' knowledge
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- Community agreement (via lazy consensus of trusted committers) on correctness of contents
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- Content requirements:
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- Uses & has no conflicts with working group terminology (defined by glossary / implicit usage) - *Oops! We have not yet developed this.*
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- Fits & has no conflicts with existing patterns (of this maturity level or higher)
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- Thorough review by at least two trusted committers
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- Uses & has no conflicts with working group terminology (defined by glossary / implicit usage) - *Oops! We have not yet developed this.*
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- Fits & has no conflicts with existing patterns (of this maturity level or higher)
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- Thorough review by at least two trusted committers
Copy file name to clipboardExpand all lines: patterns/2-structured/innersource-portal.md
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* A large financial services organization has used the creation of an InnerSource Portal to provide a mechanism of advertising and discovering InnerSource projects in existence across different business units
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* SAP promotes InnerSource projects in the InnerSource portal - projects can self-register using GitHub topics. The [Repository Activity Score](repository-activity-score.md) defines the default order of the InnerSource projects in the portal. Also see [Michael Graf & Harish B (SAP) at ISC.S11 - The Unexpected Path of Applying InnerSource Patterns](https://www.youtube.com/watch?v=6r9QOw9dcQo&list=PLCH-i0B0otNQZQt_QzGR9Il_kE4C6cQRy&index=6). It's codebase is published as a [reference implementation](http://github.com/sap/project-portal-for-InnerSource) and open for contributions.
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* Elbit Systems has used this pattern and added gamification on top.
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* [Gamification As Means of Cultural Change and InnerSource Engagement Booster](https://www.oreilly.com/library/view/oscon-2018-/9781492026075/video321579.html) | Shelly Nizri | OSCON 2018 - Portland, Oregon
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* Of Islands, Monsters & InnerSource [(slides)](https://docs.google.com/presentation/d/1P1OCEK9B6eSrVRUclVWY6meSI-qHOBjM_UAPNvCZamU/edit#slide=id.p15), [(video)](https://drive.google.com/file/d/1pM89uHMn0vhE3ayFJDGYcCO8R0tAXXZD/view?usp=drivesdk) | InnerSource Spring Summit 2019 (Galway, Ireland)
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* The code realizing this platform has been open sourced and is available here: https://gitlab.com/gilda2
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*[Gamification As Means of Cultural Change and InnerSource Engagement Booster](https://www.oreilly.com/library/view/oscon-2018-/9781492026075/video321579.html) | Shelly Nizri | OSCON 2018 - Portland, Oregon
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* Of Islands, Monsters & InnerSource [(slides)](https://docs.google.com/presentation/d/1P1OCEK9B6eSrVRUclVWY6meSI-qHOBjM_UAPNvCZamU/edit#slide=id.p15), [(video)](https://drive.google.com/file/d/1pM89uHMn0vhE3ayFJDGYcCO8R0tAXXZD/view?usp=drivesdk) | InnerSource Spring Summit 2019 (Galway, Ireland)
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* The code realizing this platform has been open sourced and is available here: https://gitlab.com/gilda2
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* American Airlines promotes InnerSource projects via an [internal InnerSource Marketplace](https://tech.aa.com/2020-10-30-innersource/). Similarly to SAP, projects self-register by adding `innersource` as a GitHub topic. Projects are searchable and filterable by language, topics, number of open issues, etc.
Copy file name to clipboardExpand all lines: patterns/2-structured/maturity-model.md
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* CF-0: There are no processes nor stablished channels. Some members of the organization share materials via private channels or discussions.
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* CF-1: The organization is in the process of establishing internal guidelines and channels for encouraging diverse points of view about company/departmental decisions, so that anyone belonging to the organization can use them. Some members of the organization share decision-making materials informally using unofficial platforms. Leaders maintain at least one clear and direct channel for organization members to share opinions constructively on some matters relevant to their work.
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* CF-2: The organization has established internal guidelines and channels, and provides specific resources (training programs, access to content, etc.), for encouraging and soliciting diverse points of view on team or decisions.
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* CF-3: Members of the organization share decision-making materials on officially sanctioned platforms Members of the organization share materials openly via multiple channels and methods for feedback.
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* CF-3: Members of the organization share decision-making materials on officially sanctioned platforms Members of the organization share materials openly via multiple channels and methods for feedback.
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Leaders use those channels themselves, openly encourage others to use them, and maintain team-facing or public-facing records of the feedback they've received and/or the actions they've taken to address this feedback.
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**Leadership**
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* RO-0: There are no specific roles helping InnerSource adoption. Only common development roles are present: developer, analyst, tester, etc.
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* RO-1: Occasionally some individuals and teams contribute to other projects. These are technical contributions, where the user/contributor role is seen. For some teams, it can be identified at least one member being a technical reference, who explains the development process to other development team members. He/she could be a candidate for covering the trusted committer role.
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* RO-2: An InnerSource Officer role is in charge for governance and support, including processes, etc. Identifies the education needs and ensures it is provided to the organization. Leads and mentors the organization in the engagement in IS projects. Is the first formal step in the way, defining the IS vision and roadmap. The organization has defined a trusted committer role, being a point of contact/reference not only for dev team members but also for external contributors. There is a standard process describing how to contribute to the community, contributor role is present. Data Scientist role is in charge of managing the traces of activity left by the InnerSource initiative, needed to measure the IS evolution. Trusted committer role will evolve to a more technical profile, and a community manager will be in charge of "energizing" the community, being his main responsibility to attract and retain new developers/users (contributors/community members).
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* RO-2: An InnerSource Officer role is in charge for governance and support, including processes, etc. Identifies the education needs and ensures it is provided to the organization. Leads and mentors the organization in the engagement in IS projects. Is the first formal step in the way, defining the IS vision and roadmap. The organization has defined a trusted committer role, being a point of contact/reference not only for dev team members but also for external contributors. There is a standard process describing how to contribute to the community, contributor role is present. Data Scientist role is in charge of managing the traces of activity left by the InnerSource initiative, needed to measure the IS evolution. Trusted committer role will evolve to a more technical profile, and a community manager will be in charge of "energizing" the community, being his main responsibility to attract and retain new developers/users (contributors/community members).
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* RO-3: Evangelists are moving inside organization, to let others know about the current work, what InnerSource does and how to do it, and help others to understand and become part of the initiative. Non technical contributors appear.
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