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| ## Title | ||
| * Create an intranet marketplace where InnerSource project owners and potential contributors can easily discover one another | ||
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| ## Patlet | ||
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| Establish a marketplace by creating a website(s) that lists InnerSource project needs as "gigs". | ||
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Contributor
There was a problem hiding this comment. Kind of sounds a bit like Top Coder but internal to the company?
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There was a problem hiding this comment. That's the general idea, but the intended outcomes are so much different. The Gigs posted are also used as "proof of ability" for the developers accepting them after they are completed. Another main objective is for developers, not managers, to post Gigs allowing them to work with one another to accomplish just about anything they can think of. It's a mechanism that flattens the organizational hierarchy, ignores BU affiliations and opens up the whole company wide development community as a resource for anyone to potentially leverage.
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There was a problem hiding this comment. Based on comments from @rshanmer : looks good, length wise. Also focuses on solution, which is how it should be�. Possible elaborate on the content of the 2nd sentence.
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There was a problem hiding this comment. from @NewMexicoKid : Would it be helpful to introduce a length limit of patlets? |
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| You can attract potential contributors by posting gigs with explicit requirements (amount of time, skills). People can sign up for a gig and garner approval from their management for those explicit requirements. Individual contributors are then awarded points for the gigs they complete. | ||
| This makes it explicit what the commitment is and that management agrees with it while encouraging and tracking involvement. | ||
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| ## Problem | ||
| There is no single, uniform way for InnerSource project owners and potential contributors to discover each other and connect. | ||
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There was a problem hiding this comment. Based on the context and forces it sounds like there are a few other problems that this pattern helps to solve (e.g. estimating commitment and tracking achievements).
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There was a problem hiding this comment. Exactly. The "tracking achievements" part is probably the most compelling. Although being able to communicate exactly how much time you are expected to spend on the task is a huge selling point for those looking for approval from their direct management to get involved.
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There was a problem hiding this comment. That's cool. I (personally) think it would be fine to list out multiple problems that this pattern addresses.
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There was a problem hiding this comment. Here I go again ;). I propose to state the problem more clearly and explicitly in the problem section. I guessing the problem is that opportunities for collaboration are wasted?!
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There was a problem hiding this comment. Suggestion from the group: split this pattern in two:
from @rshanmer : The Gig Marketplace seems to solve multiple problems. Find stuff to work on. Also making mgmt. comfortable with their people working on InnerSource management. |
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| ## Story (Optional) | ||
| Your InnerSource program has been established and there is great interest but little actual activity. | ||
| Individual project owners are encountering difficulties attracting a community of contributors. | ||
| Most managers are supportive in allowing their employees the time to involve themselves in an InnerSource project. | ||
| There simply is no single uniform way for contributors to discover all the InnerSource opportunities that exist that they might be interested in contributing to. | ||
| Conversely, innerSource project owners also have no way of informing a general audience about their projects and its goals. | ||
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| ## Context | ||
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There was a problem hiding this comment. Maybe some of the
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There was a problem hiding this comment. True. We should soften that language for the general pattern. In fact, this entire section should most likely be rewritten to speak more about the motivations for creating a Gig Marketplace as opposed to InnerSource projects per se. |
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| * There are multiple business units in your organization that do not communicate well. | ||
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There was a problem hiding this comment. from @rshanmer : does the company really have to have multiple BUs? I propose to delete this bulletpoint
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There was a problem hiding this comment. Some alternative language (if you like it): |
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| * Individuals have no way of discovering what InnerSource opportunities exist across the entire company. | ||
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There was a problem hiding this comment. As @rrrutledge mentioned above, I'd soften the no way here, too. I'm also wondering if this shouldn't be in the forces section. General rule: things that can't be changed should be put in the context section. Things that can be changed belong in the forces section. Since this pattern proposes a solution to the discovery problem, I'd say this should go in the forces section.
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There was a problem hiding this comment. from @rrrutledge : when we split up this pattern into two, might this be omitted in this pattern and be moved to the other pattern (portal) |
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| * InnerSource project owners have no way of advertising their project to potential contributors. | ||
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There was a problem hiding this comment. Is this a necessary precondition? They might have a way, but it might not be a good one.
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There was a problem hiding this comment. from @rshanmer : should go into the problem section of the other (new) pattern |
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| * Individuals have been given some time by their management to get involved in InnerSource projects of their choosing. | ||
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There was a problem hiding this comment. Is that a necessary precondition? I've seen over and over again, that people just contribute because they think it is right, without their management giving explicit permission.
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There was a problem hiding this comment. from Georg: is this also applicable without the mangement consent |
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| * Managers have no way of knowing what the true time/effort commitment will be if their employee chooses to take on tasks to support an InnerSource project. | ||
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There was a problem hiding this comment. from Georg: move this to the forces section |
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| * There is no way of tracking or rewarding an individual's involvement in an InnerSource project. | ||
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There was a problem hiding this comment. from @rshanmer : the last two bullet points should go into the forces section
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There was a problem hiding this comment. from @dicortazar : we might be able to measure this, actually. People might not just be aware how |
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| ## Forces | ||
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There was a problem hiding this comment. Recommend rephrasing some of these lines to reference why the particular activity is important instead of just saying that the activity isn't happening. e.g.
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There was a problem hiding this comment. True. Good point. We should also edit this to include more of the motivations behind why individuals would want to take on a Gig. To learn a new skill, demonstrate expertise, help someone out etc... Right now it is too "manager"-centric. The Gig Marketplace is actually something that benefits individual employees from a professional development perspective more than it does managers looking for assistance in getting day to day work completed.
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There was a problem hiding this comment. Sounds good. Looking forward to continuing to work on this pattern together! |
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| * Individuals are trapped within their business units/teams and do not often interact with those outside of them | ||
| * Individuals are experiencing downtime on projects where they are underutilized | ||
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There was a problem hiding this comment. Stupid question: does this actually happen? Not kidding ...
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There was a problem hiding this comment. @gruetter by your earlier comment maybe not a force?
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There was a problem hiding this comment. It is relevant for the pattern if underutilization is a thing so I wouldn't leave that out, in any case. I propose to move this to the resulting context section and rephrase it as a benefit. Something like "Developers who are experiencing a temporary underutilization can put their free time to good use using the Gig Marketplace." |
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| * Managers are reluctant to allow involvement in work outside of their business unit priorities | ||
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There was a problem hiding this comment. Is this at-odds with this line in the Context?
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There was a problem hiding this comment. Maybe not "at odds" with but these sections of the pattern do need to be better balanced. This is where we could really use some help from the rest of the forum who might have more experience authoring other patterns.
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There was a problem hiding this comment. Sounds like a good topic for the call. |
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| * Managers have no way of understanding what the time/effort commitment is for their employees wanting to get involved in an InnerSource project outside of their business unit | ||
| * Managers have no way of tracking or rewarding their employee's involvement in InnerSource projects | ||
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Contributor
There was a problem hiding this comment. General idea: I kinda like to formulate forces differently than the bullet points in the context section. I usually do it in the form of a tradeoff, to signal that the force is something ... malleable (not sure that's the right word). So in this case e. g., this would sound something like
Just my 0.02$ on pattern style, though. |
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| * There is no single portal through which InnerSource project owners can advertise the existence and goals of their projects | ||
| * There is no single portal through which potential InnerSource contributors can discover project opportunities | ||
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| ## Solutions | ||
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There was a problem hiding this comment. from @rshanmer : add a first "do-this" sentence to the solution along the lines of "create a marketplace for InnerSource Gigs/needs" |
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| Several separate initiatives were spawned across business units and then brought together by the InnerSource governance team to create an intranet based InnerSource marketplace. | ||
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There was a problem hiding this comment. This piece of context and detail feels specific to an instance of application of this pattern rather than a core part of the pattern itself?
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There was a problem hiding this comment. Completely agree. Again, this is a holdover from a previous document describing the relationship between the InnerSource program at Fidelity in general and how it relates to the Gig Marketplace. We should only be talking about the Gig Marketplace in the "Gig Marketplace" pattern! :)
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There was a problem hiding this comment. from @stephenmccall : propose to remove this bullet point altogether |
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| The first was an InnerSource project portal. This was an intranet site where InnerSource project owners could plug in the URL to their Git repo and (via the inclusion of an “innersource.json” file to their codebase) display small cards of information describing their projects. Each of these were then indexed and made searchable by end users based on a number of criteria including business unit name, technologies in use or trusted contributor names, etc. | ||
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There was a problem hiding this comment. This is cool, but for the Gig Marketplace pattern specifically I think we should omit this first paragraph and just focus on the second.
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There was a problem hiding this comment. Agreed. We will strike it out entirely.
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There was a problem hiding this comment. Sounds like good content for the Known Instances section, though. So far we've just listed company names but some pattern books list more detailed descriptions of how they applied the pattern in practice.
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There was a problem hiding this comment. from @dicortazar : we are using the specific word marketplace but there's no mention of selling anthing |
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| The second was a “gig” based intranet site where individuals could advertise their areas of expertise and project owners could list opportunities for collaboration describing exactly the skill and time requirements needed. To reward participants a points based system was attached to every action. Points accrued by accepting a gig are then captured and used as performance management criteria. All interactions are tracked via a public dashboard to measure and communicate the overall health of the marketplace. | ||
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There was a problem hiding this comment. from @stephenmccall : it helped that the BU which started the portal had responsibility for similar type of systems/portals. |
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| ## Resulting Context | ||
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Contributor
There was a problem hiding this comment. It's neat to see parts of this resulting context referencing items in the original context. Some of the original points of context are not referenced in this result, though (e.g. insight of managers to what their employees are doing). Recommend talking about the resulting context for each point of the original context.
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There was a problem hiding this comment. Agreed. I'd like to sort out what to include as part of each of these sections as part of our next group review. |
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| In combination these systems of discoverability have vastly increased the number of possibilities for InnerSource opportunities. The self-directed nature of these tools have enhanced the employee experience while also providing a constant source of tasks for employees to pivot too in the event they are underutilized by their current teams. | ||
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There was a problem hiding this comment. from @stephenmccall : add: "the Gig Marketplace allows you to validate employees skill sets." |
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| ## Rationale (optional) | ||
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| Explains why this is the right solution; using totally different words WHY this solution balances these force and this context to solve this problem. Can expand on what-if's or theories. | ||
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| ## Known instances (optional) | ||
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| * A large financial services organization has used the creation of an InnerSource project portal and a "gig" based website. | ||
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| ## Status | ||
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| ## Author(s) | ||
| * Stephen McCall | ||
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| ## Acknowledgements | ||
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