added new pattern draft

Author: gruetter

start-as-experiment.md

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+# 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+  likely that existing, mandatory processes are no longer applicable and even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)