Merge pull request #176 from jpatrao/patch-2

Make reading easier, grammar fixes, more examples

Author: lenucksi

introducing-metrics-in-innersource.md

@@ -4,105 +4,76 @@ Introducing Metrics in InnerSource
 
 ## Patlet
 
-Involve all stakeholders in designing and interpreting metrics to measure the
-current status in terms of _health_ and performance of the InnerSource
-initiative.
+Involve all stakeholders in designing and interpreting metrics to measure the current status in terms of _health_ and performance of the InnerSource initiative.
 
 ## Context
 
-An organization is planning to apply or this is in the early stages of applying InnerSource. This would like to measure the current status in terms of 'health' and performance of the initiative, and if the expected outcomes such as an increase in the level of cross-divisional and cross-location collaboration are actually taking place.
-This pattern applies to early stages of the initiative or are small in their scope, but they may be mature in their initial process and steps.
+An organization that is planning to apply or is in the early stages of applying InnerSource would like to measure the 'health' and performance of the initiative i.e. Is there an increase in cross-divisional and cross-location collaboration?
+
+This pattern applies very widely from IS initiatives in their infancy stages to small or large scale IS initiatives that are already mature in their initial process and steps.
 
 ## Problem
 
-This organization may already have qualitative feedback from the
-involved teams, but desire more objective information focused
+This organization may already have qualitative feedback from the involved teams, but desire more objective information focused
 on development activities.
 
-The organization does not really know where to start measuring
-things or what are the key parameters to measure.
+The organization does not really know where to start measuring things or what are the key parameters to measure.
 
-Changes in the top level initiatives may affect the InnerSource program
-as they rely in the good will of some executive from the organization.
+Changes in the top level initiatives may affect the InnerSource program as they rely on the good will of some executive from the organization.
 
-You may have a problem justifying the InnerSource effort when there is
-a change in business priorities or business leadership. Then you need
-something concrete to justify the program. A future problem you're
-guarding against.
+You may have a problem justifying the InnerSource effort when there is a change in business priorities or business leadership. Then you need something concrete to justify the program. A future problem you're guarding against.
 
-If there's a change in the C-level, metrics might be helpful to convince
-them that InnerSource is useful.
+If there's a change in the C-level, metrics might be helpful to convince them that InnerSource is useful.
 
 ## Forces
 
 People do not like to be tracked or measured.
 
-There is not a proper monitoring infrastructure for the software
-development process and this is hard to build or to get funding
-for this.
+There is no canonical monitoring infrastructure for the software development process. Furthermore, such infrastructure is hard to build 
+or to get funding for.
 
 There is not a culture of software development metrics.
 
-Metrics are usually misunderstood if people have not received any
-training on those.
+Metrics can be misunderstood especially if people have not received any training on the same.
 
-Organizations collect vanity of any other type of metrics that do not
-track business objectives' success or failure over time.
+Organizations collect vanity of any other type of metrics that do not track business objectives' success or failure over time.
 
 Metrics tend to become goals, will subsequently be gamed and thus meaningless.
 
-Merging existing team metrics if another team has a way to measure how teams are doing; these new measurements could potentially conflict.
+There is potential conflict in reconciling metrics on team effectiveness or productivity if teams within the organization have different versions of them.
 
-Some countries in some organizations may face extra complexity when introducing metrics as they may not allow to track individuals.
+Some organizations in some countries may face extra complexity when introducing metrics as the countries may not allow tracking individuals.
 
-Tools and how they use them. There might be a learning curve in the discussion about metrics. And perhaps the tools do not support the metrics we're looking for.
+There might be a learning curve in the discussion about metrics. And perhaps the tools do not support the IS metrics we're looking for .
 
 ## Solution
 
-Bring developers, middle managers and C-level to have a discussion
-about metrics. And consider other roles out of the usual development process such as
-Human Resources, legal departments, product management, and others.
+Bring developers, middle managers and C-level to have a discussion about metrics. And consider other roles out of the usual development process such as Human Resources, legal departments, product management, and others.
 
-Let developers and middle managers know that these metrics or KPIs
-are not focused on tracking their personal performance, but to compare
-if the initiative is currently working as expected.
+Let developers and middle managers know that these metrics or KPIs are not focused on tracking their personal performance, but to compare if the initiative is currently working as expected.
 
-Consider third party and neutral player to produce such metrics.
+Consider a third party that is seen as a neutral player to produce such metrics.
 
-Have specific training on the topic of metrics and good practices
-to use them. An example is to have a methodology to follow metrics such
-as the Goal-Question-Metric approach or the Objectives-KeyResults one.
-On the other hand, try to update the metrics used to the short-term
-and medium-term goals.
+Have specific training on the topic of metrics and good practices to use them. An example is to have a methodology to follow metrics such as the Goal-Question-Metric approach or the Objectives-KeyResults one. On the other hand, try to reflect the short-term and medium-term goals in the metrics to be used.
 
-Bring specific discussions on the metrics to be used avoiding per
-developer granularity or at least anonymizing that info.
+Metrics when published or discussed should be done so in the aggregate without refering to specific people.
 
-Produce a characterization of metrics as this might be helpful for others
-to understand and follow.
+Produce a characterization of metrics as this might be helpful for others to understand and follow.
 
-* Nearly always InnerSource is not a goal in-and-of itself but a proposal of how to improve some larger problem that the company is having. One class of metrics is around that larger goal (e.g. quality, interrupt-driven work, duplicated code, etc.) and how it is going for the company.
-* Another class of metrics is around how much InnerSourcing is happening. A raw definition of InnerSource based on code submission to a repository not owned by the submitter's team could be measurable in a few ways.
-* A third class of metrics are KPIs that we believe will improve the raw amount of InnerSourcing happening (e.g. mean-time-to-review, automated test run on PR, etc.).
+* Nearly always InnerSource is not a goal in-and-of itself but a proposal of how to improve some larger problem that the company is having. One class of metrics is around that larger goal (e.g. quality, interrupt-driven work, duplicated code, etc.) and reflects the company's progress towards it.
+* Another class of metrics is around how much InnerSourcing is happening. A raw definition of InnerSource based on code submissions to a repository not owned by the submitter's team could be measurable in a few ways.
+* A third class of metrics are KPIs that we believe will improve the raw amount of InnerSourcing happening (e.g. mean-time-to-review, automated test runs on PRs, etc.).
 
-Note: any proposed metric are just examples and not the ones that should be using. Depending on the selection of business goals to track, those will match with specific set of metrics.
+Note: The aforementioned metrics are some common examples. They aren't a one-size-fits-all. We expect the business goals of the organization to drive the metric selection process.
 
 
 ## Resulting Context
 
-The organization builds a monitoring infrastructure where the agreed
-metrics will be the ones to be used.
-
-Those metrics will help C-level to understand the current situation
-of the project and this will help to compare the status before
-applying inner source and after applying the inner source initiative.
-
-Those metrics will help middle management to understand how the
-initiative evolves and help them with their daily work.
+The organization builds a monitoring and reporting infrastructure for the metrics that flow directly from its business goals.
 
-Those metrics will help developers to understand how the initiative
-evolves and help them with their daily work.
+Those metrics will provide visibility into the current situation of the project to the C-level executives. By comparing the metric measurements before applying inner source and to the metric measurements after applying the inner source initiative, it is possible to guage the effectiveness of the inner source initiave.
 
+Continued monitoring of these metrics will help middle management and developers understand how the initiative evolves and will help them with their daily work.
 
 ## Known Instances