@@ -10,13 +10,12 @@ investment.
10
10
11
11
# Context
12
12
13
- The majority of software development projects in the company are distributed
14
- globally. The company is considering to leverage InnerSource to make the
15
- required collaboration more efficient. However, most managers are not familiar
16
- with the Open Source working model and are instead accustomed to hierarchical,
17
- top-down control style management. The idea of InnerSource is very popular with
18
- software developers in the company, not the least because many developers use
19
- or are actively developing Open Source software.
13
+ The company is considering to leverage InnerSource to make the required
14
+ collaboration more efficient. However, most managers are not familiar with the
15
+ Open Source working model and are instead accustomed to hierarchical, top-down
16
+ control style management. The idea of InnerSource is very popular with software
17
+ developers in the company, not the least because many developers use or are
18
+ actively developing Open Source software.
20
19
21
20
# Forces
22
21
@@ -59,7 +58,8 @@ through participation. Depending on company culture, it might be helpful to
59
58
accompany the experiment with appropriate metrics (** tbd: Pattern link** ). If
60
59
the projects in the experiment don't provide a direct impact on the companies
61
60
revenue, consider introducing [ Cross Team
62
- Valuation] ( crossteam-project-valuation.md ) to highlight its value contribution.
61
+ Valuation] ( https://github.com/paypal/InnerSourcePatterns/blob/rrrutledge-patch-3/crossteam-project-valuation.md )
62
+ to highlight its value contribution.
63
63
64
64
# Resulting Context
65
65
@@ -82,10 +82,16 @@ most demonstrable value thus increasing the chances of success.
82
82
Finally, starting as an experiment makes it much easier to bend and adapt the
83
83
existing processes and rules before you break them.
84
84
85
+ # Related Patterns
86
+
87
+ - _ Trial Run_ (from the book [ _ Fearless
88
+ Change_ ] ( http://www.fearlesschangepatterns.com/ ) )
89
+
85
90
# Known Instances
86
91
87
92
- Robert Bosch GmbH
88
93
94
+
89
95
# Author
90
96
91
97
- Georg Grütter (Robert Bosch GmbH)
0 commit comments