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Moving wiki pages to repo. Block: "Pattern Drafts (proven, not yet fully reviewed)"
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‎README.md

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* [Cross-Team Project Valuation](crossteam-project-valuation.md) - *It's hard to sell the value of cross-team, inner sourced projects that don't provide a direct impact on company revenue. Here's a data-driven way to represent your project that both articulates its value and amplifies it.*
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* [Reluctance to Receive Contributions](https://docs.google.com/document/d/13QDN-BpE_BixRFVGjao32n4Ctim0ROXAHbBWMBOijb4/edit) - *Core owner of shared asset is reluctant to take contributions due to the required maintenance that comes with them.*
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* [What Before How or Services Documentation](https://docs.google.com/document/d/1_N1wsQeDusfIcNy-O2ZXenY3PL7ZbvkUDRZxGUuegZw/edit?usp=drive_web) - *A lack of common understanding between different management tiers creates funding barriers and increases the risk that solutions will not deliver required business outcomes.*
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* [Overcome Acquisition Based Silos - Developers](https://github.com/InnerSourceCommons/innersourcecommons.org/wiki/Overcome-Acquisition-based-Silos)
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* [Overcome Acquisition Based Silos - Managers](https://github.com/InnerSourceCommons/innersourcecommons.org/wiki/Overcome-Acquisition-based-Silos)
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* [Overcome Acquisition Based Silos - Developers](overcome-acquisition-based-silos-developer.md)
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* [Overcome Acquisition Based Silos - Managers](overcome-acquisition-based-silos-manager.md)
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* [Open Source Trumps InnerSource](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/46) - *People find the InnerSource project but, after all things are considered, even if the InnerSource component meets their needs, they still go with the open source component.*
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* [Overcoming Project Management Time Pressures](https://github.com/InnerSourceCommons/InnerSourcePatterns/pull/47) - *Project management believes timeline pressure and commitments on feature content does not allow for developers to spend the time needed to develop shareable code and provide support.*
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* [Start as Experiment](start-as-experiment.md) - *An inner source initiative is considered but not started, because management is unsure about its outcome and therefore unwilling to commit to the investment.*
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[See our CONTRIBUTING.md for details on getting involved](CONTRIBUTING.md)
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We encourage beginners seeking answers to jump in by creating ''donuts'' (problems without solutions). We encourage experts to pad their experience - these are hoped to become part of a book one day. Anyone can offer reviews and comments for [in-progress patterns](https://github.com/InnerSourceCommons/InnerSourcePatterns/pulls).
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We encourage beginners seeking answers to jump in by creating ''donuts'' (problems without solutions). We encourage experts to pad their experience - these are hoped to become part of a book one day. Anyone can offer reviews and comments for [in-progress patterns](https://github.com/InnerSourceCommons/InnerSourcePatterns/pulls).
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We work together via Github, Webex, Slack, etc. Do not hesitate to join the [#innersourcecommons](https://isc-inviter.herokuapp.com/) or #innersource-patterns slack channels and ask to be included in the [patterns meetings](/meta/meetings.md) (there is an email list).
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![Creative Commons License](https://i.creativecommons.org/l/by-sa/4.0/88x31.png)
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InnerSourcePatterns by [InnerSourceCommons.org](http://innersourcecommons.org) is licensed under a [Creative Commons Attribution-ShareAlike 4.0 International](http://creativecommons.org/licenses/by-sa/4.0/) License.
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‎overcome-acquisition-based-silos-developer.md

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## Title
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Overcome Acquisition-based Silos (Developer Level)
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## Patlet
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TBD
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## Problem
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Inefficient/Duplicative development across teams because they are siloed
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## Context
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Acquisition(s) resulting in multiple cultural perspectives. Developer is aware and InnerSource program environment is available to them. Post-acquisition, so this won't account for code decisions that were made around acquisition.
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## Forces
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- Different processes in place
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- Used to different tools and reluctant to change.
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- Competing middle managers
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- Rigid timelines
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- Politics and egos
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- Bi-directional fear/Lack of trust
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- Fear of losing one's job
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- Fear of loss of control of domain or code
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- Fear of loss of identity
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- Pandora's box/unknowns tied to opening up code
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## Sketch (optional)
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## Solution
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**For net-new acquisition**
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Make the acquired teams feel secure in the new environment by
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1. Establish a neutral (well-respected) governance committee _across both companies_ that selects from the different options across these silos to converge and integrate. (_validated_).
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2. Come up with rational rules for managing code redundancy as a result of acquisition (_validated_)
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- Joint effort between two teams to bring new software into existing platforms. (_validated_)
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- If allowable/controllable, initial software selection not tied to job security. (_not validated_)
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- Same ground rules as above for determining tooling platforms. (_validated_)
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3. Giving developers and middle management good on-boarding training and mentoring with InnerSourcing as part of it. (_not validated_)
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- Clear guidance on how to bring their software onto existing platform. (_not validated_)
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- Definition of roles including Contributor and Trusted Committer. (_not validated_)
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4. Make it clear that there are career advancement opportunities that come along with actively participating as well as with being a Trusted Committer. (_validated_)
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5. Give them time to get comfortable with the new environment - a generous, realistic grace period for ramping on new company procedures/processes. Not uncommon for this period to be up to a year but there must be a mutually agreed-to deadline. Being "fully integrated" requires a certain level of representation among Trusted Committers from both companies. (_validated_)
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6. Minimum commitment for face to face engagement between the two teams.
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- can be representative team from acquiring company meet with team.
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- potential Trusted committers from acquired company can meet with parent company.
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## Resulting Context
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- Silos are broken and teams working together
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- This pattern does not address potential cultural issues due to the acquisition.
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## Rationale (optional)
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## Known Instances (optional)
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Partially validated. Validated means this has been seen to work in similar scenarios but not in the exact context of this pattern.
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## Status
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Unproven (not reviewed)
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Old Status: Pattern Idea - Draft In Progress
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## Author
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David Marcucci, Nicholas Stahl, Padma Sudarsan, Ryan Bellmore, Erin Bank
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## Also see
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This pattern was originally created in this wiki and then ported here.
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Original wiki page:
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https://github.com/InnerSourceCommons/innersourcecommons.org/wiki/Overcome-Acquisition-based-Silos

‎overcome-acquisition-based-silos-manager.md

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## Title
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Overcome Acquisition-based Silos (Management Level)
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## Patlet
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TBD
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## Problem
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Inefficient/Duplicative development across teams because they are siloed
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## Context
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Acquisition(s) resulting in multiple cultural perspectives. Acquired company's Middle Management is supportive of the InnerSource program. Post-acquisition, so this won't account for code decisions that were made around acquisition.
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## Forces
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- Different processes in place
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- Fear of losing control
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- Have to deal with developer fears
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- Fear of losing developer resources (who work on other projects)
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- Rigid timelines
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- Politics and egos
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- Bi-directional fear/Lack of trust
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- Fear of losing one's job
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- Fear of loss of identity
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- Fear of being judged
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- Pandora's box/unknowns tied to opening up code submissions
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(PICK UP HERE NEXT TIME)---------------10/25/16
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## Sketch (optional)
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## Solution
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**For net-new acquisition**
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Make the acquired teams feel secure in the new environment by
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1. Establish a neutral (well-respected) governance committee _across both companies_ that selects from the different options across these silos to converge and integrate. (_validated_).
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2. Come up with rational rules for managing code redundancy as a result of acquisition (_validated_)
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- Joint effort between two teams to bring new software into existing platforms. (_validated_)
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- If allowable/controllable, initial software selection not tied to job security. (_not validated_)
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- Same ground rules as above for determining tooling platforms. (_validated_)
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3. Giving developers and middle management good on-boarding training and mentoring with InnerSourcing as part of it. (_not validated_)
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- Clear guidance on how to bring their software onto existing platform. (_not validated_)
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- Definition of roles including Contributor and Trusted Committer. (_not validated_)
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4. Make it clear that there are career advancement opportunities that come along with actively participating as well as with being a Trusted Committer. (_validated_)
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5. Give them time to get comfortable with the new environment - a generous, realistic grace period for ramping on new company procedures/processes. Not uncommon for this period to be up to a year but there must be a mutually agreed-to deadline. Being "fully integrated" requires a certain level of representation among Trusted Committers from both companies. (_validated_)
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6. Minimum commitment for face to face engagement between the two teams.
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- can be representative team from acquiring company meet with team.
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- potential Trusted committers from acquired company can meet with parent company.
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## Resulting Context
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- Silos are broken and teams working together
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- This pattern does not address potential cultural issues due to the acquisition.
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## Rationale (optional)
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## Known Instances (optional)
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Partially validated. Validated means this has been seen to work in similar scenarios but not in the exact context of this pattern.
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## Status
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Unproven (not reviewed)
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Old Status: Pattern Idea - Draft In Progress
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## Author
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David Marcucci, Nicholas Stahl, Padma Sudarsan, Ryan Bellmore, Erin Bank
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## Also see
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This pattern was originally created in this wiki and then ported here.
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Original wiki page:
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https://github.com/InnerSourceCommons/innersourcecommons.org/wiki/Overcome-Acquisition-based-Silos

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