From d505f4c1c5582c449be882dc55d52c3c55aa8738 Mon Sep 17 00:00:00 2001 From: "McCall, Stephen" Date: Tue, 24 Jul 2018 11:01:43 -0400 Subject: [PATCH 1/2] Added gig-marketplace and innersource-portal patterns Signed-off-by: McCall, Stephen --- gig-marketplace.md | 57 +++++++++++++++++++++++++++++++++++++++++++ innersource-portal.md | 48 ++++++++++++++++++++++++++++++++++++ 2 files changed, 105 insertions(+) create mode 100644 gig-marketplace.md create mode 100644 innersource-portal.md diff --git a/gig-marketplace.md b/gig-marketplace.md new file mode 100644 index 000000000..6ec24ab13 --- /dev/null +++ b/gig-marketplace.md @@ -0,0 +1,57 @@ +## Title + +* Gig Marketplace + +## Patlet + +InnerSource projects at your company are finding it difficult to attract contributors. + +Establish a marketplace by creating an intranet website that list specific InnerSource project needs as "gigs" with explicit time and skill requirements. +This will enable managers to better understand their employee’s time commitment and professional benefits thereby increasing the likelihood of garnering approval to make InnerSource contributions. + +## Problem + +There is no single, uniform way for InnerSource project owners and potential contributors to discover each other. +It is difficult for employees to communicate to their management what commitment of time they will need to make to an InnerSource project and how they will benefit. +Managers have no uniform way of keeping track of or rewarding their employee’s involvement in InnerSource projects. + +## Story + +You’ve successfully created an InnerSource program at your company and have buy-in from senior management, middle-management and developers. However, after nearly a year there have been few actual contributions made to any InnerSource projects outside of the teams that originally created them. After interviewing all the parties involved the main sticking point seems to be that it is difficult to know what the exact level of commitment developers will be asked to make if they choose to get involved in an InnerSource project. There is also no uniform way of advertising what opportunities for contributors exist, what they’ll be asked to do and approximately how long it might take. Managers are supportive and want their employees to participate but so far have lacked a way of documenting and accounting for their employees’ activities within InnerSource projects. What can be done to improve this situation for all the parties involved (InnerSource project owners, potential contributors and development managers)? + +## Forces + +* There are multiple engineering teams in your organization but few channels through which they can effectively partner on shared challenges. +* It is difficult for individuals to discover what InnerSource opportunities exist across the entire company. +* InnerSource project owners have no clearly defined channel through which to advertise their projects to potential contributors. +* Individuals have been given some time by their management to get involved in InnerSource projects of their choosing. +* It is difficult for managers to approximate what the time/effort commitment will be for employees taking on InnerSource project tasks. +* The less insight a manager has into the effort and accomplishment of their employees in InnerSource projects, the more unlikely it is that he can reward their employees for their InnerSource work. +* The transparency and reputational aspect of the code submissions within a large company should work to keep the code quality high for InnerSource contributions. +* Individual employees may commit themselves to InnerSource project tasks without first getting approval from their manager or having the skills or time required to complete it. + +## Context + +* Part of a manager's job is tracking, estimating and understanding use of employee time +* Managers have given tacit acceptance that their employees should take part in InnerSource projects +* There is no corporate policy on employee’s involvement in InnerSource projects +* Employees desire the freedom to work on projects that are of interest to or would professionally benefit them +* Employees desire being recognized for their efforts when contributing to InnerSource projects +* Employees desire exposure to different areas within and to work with a larger pool of people across the company + +## Solutions + +Create a “gig” based intranet site where individuals can advertise their skills and areas of interest and project owners can advertise opportunities for collaboration. Each gig should describe exactly the skill and time requirements needed so those can be easily and clearly communicated to an employee’s direct management. A points based system should be created to reward and track an employee’s involvement in a gig. Points accrued by completing a gig can then be used as performance management criteria and to garner insight in to the areas of expertise that exist within an organization. All gigs are initially vetted with the Gig owner to determine that the employee has the prerequisite skills and allotted time and needed access to complete the gig. Gigs can also factor in soft skills such as garnering help organizing a group event or requesting help editing/writing a report or requests for mentorship etc. + +## Resulting Context + +The InnerSource Gig Marketplace has vastly increased the number of possibilities for InnerSource opportunities. The self-directed nature of Gig Marketplace has enhanced job satisfaction amongst employees by allowing them a level of choice in the work they perform and with whom they can partner across the company. Managers are able to better estimate and track their employee’s time commitments with respect to InnerSource projects, recognize their individual efforts and use the completion of gigs as a way of validating their specific skillsets. Managers are also able to leverage any existing downtime their employees may be experiencing by allowing them to pivot to work available in the Gig Marketplace. + + +## Known instances + +* A large financial services organization has used the creation of an InnerSource Gig Marketplace website to foster their InnerSource program. + + +## Author(s) +* Stephen McCall diff --git a/innersource-portal.md b/innersource-portal.md new file mode 100644 index 000000000..9dd4f8ecf --- /dev/null +++ b/innersource-portal.md @@ -0,0 +1,48 @@ +## Title + +* InnerSource Portal + +## Patlet + +InnerSource projects at your company are increasing but potential contributors have no easy way of discovering them. + +Create an intranet website that indexes all available InnerSource projects. Make it easy for InnerSource projects owners to include information about their projects and for visitors to the site to search across all the available projects. This will enable potential contributors to more easily locate projects of interests and learn more about who is running them, the project goals and access technical and community management related documentation. + +## Problem + +There is no central, easily accessible resource for InnerSource project owners and potential contributors to leverage to advertise or discover InnerSource projects. + +## Story + +You are attempting to establish an InnerSource practice within your organization. You are aware of some projects being run using an InnerSource model, but their existence is only being communicated via word of mouth, email or sidebar conversations with other employees. There is no single, shared resource for employees across the organization to access which will allow them to easily discover all ongoing InnerSource projects. This is severely limiting the growth potential of every InnerSource project. What can be done to help all InnerSource projects raise their visibility to as large an audience as possible and attract contributors organization-wide? + +## Forces + +* There are multiple engineering teams in your organization but few channels through which they can effectively partner on shared challenges. +* It is difficult for individuals to discover what InnerSource opportunities exist across the entire company. +* InnerSource project owners have no clearly defined channel through which to advertise their projects to potential contributors. +* Individuals have been given some time by their management to get involved in InnerSource projects of their choosing. + +## Context + +* Managers have given tacit acceptance that their employees should take part in InnerSource projects +* Employees desire the ability to be made aware of all of the InnerSource project activity occurring across the compnany +* Owners of InnerSource projects desire the ability to attract as many potential contributors to their projects as possible +* InnerSource project owners desire full control over the information being communicated concerning their projects + +## Solutions + +Create an InnerSource Portal intranet website where InnerSource project owners can easily advertise the availability of their projects. Visitors to the InnerSource portal should be able to look across all available projects as well as search for specific projects based on various criteria such as project name, technologies in use, contributor names, sponsoring business unit etc. The information displayed via the InnerSource portal should be under the full control of the InnerSource project owners at all times and they should have the ability to add or remove projects as needed. Project owners should include all relevant information concerning their projects within the listings including the owner’s name, the project name and description as well as links to the code repository and any supporting documentation. + +## Resulting Context + +The InnerSource Portal has enabled InnerSource project owners to advertise their projects to an organization-wide audience. Due to this increased visibility they are attracting much larger communities of contributors than ever before. For those looking to get involved in InnerSource projects, the InnerSource portal has allowed them to discover exactly the kind of opportunities they are interested in by searching across all available InnerSource projects simultaneously based on their specific criteria. Satisfying the needs of both of these audiences has helped establish InnerSource as a viable and attractive option for all areas of the organization to leverage to accomplish things together they could not have otherwise. + + +## Known instances + +* A large financial services organization has used the creation of an InnerSource Gig Marketplace website to foster their InnerSource program. + + +## Author(s) +* Stephen McCall From 2b9206bdf89e165cb522183cc26f16333bac5d3f Mon Sep 17 00:00:00 2001 From: Stephen McCall Date: Wed, 22 Aug 2018 16:34:50 -0400 Subject: [PATCH 2/2] Updated files to include feedback from original PR --- gig-marketplace.md | 63 ++++++++++++++++++++++++++----------------- innersource-portal.md | 40 +++++++++++++++------------ 2 files changed, 61 insertions(+), 42 deletions(-) diff --git a/gig-marketplace.md b/gig-marketplace.md index 6ec24ab13..c4dec5d06 100644 --- a/gig-marketplace.md +++ b/gig-marketplace.md @@ -1,56 +1,69 @@ -## Title +## Title * Gig Marketplace -## Patlet +## Patlet -InnerSource projects at your company are finding it difficult to attract contributors. - -Establish a marketplace by creating an intranet website that list specific InnerSource project needs as "gigs" with explicit time and skill requirements. -This will enable managers to better understand their employee’s time commitment and professional benefits thereby increasing the likelihood of garnering approval to make InnerSource contributions. +Establish a marketplace by creating an intranet website that lists specific InnerSource project needs as "Gigs" with explicit time and skill requirements. This will enable managers to better understand their employee’s time commitment and professional benefits thereby increasing the likelihood of garnering approval to make InnerSource contributions. ## Problem -There is no single, uniform way for InnerSource project owners and potential contributors to discover each other. -It is difficult for employees to communicate to their management what commitment of time they will need to make to an InnerSource project and how they will benefit. +Neither managers nor employees understand how they might benefit from getting involved in an InnerSource project. + +It is difficult for employees to communicate to their management what commitment of time they will need to make to an InnerSource project. + Managers have no uniform way of keeping track of or rewarding their employee’s involvement in InnerSource projects. ## Story -You’ve successfully created an InnerSource program at your company and have buy-in from senior management, middle-management and developers. However, after nearly a year there have been few actual contributions made to any InnerSource projects outside of the teams that originally created them. After interviewing all the parties involved the main sticking point seems to be that it is difficult to know what the exact level of commitment developers will be asked to make if they choose to get involved in an InnerSource project. There is also no uniform way of advertising what opportunities for contributors exist, what they’ll be asked to do and approximately how long it might take. Managers are supportive and want their employees to participate but so far have lacked a way of documenting and accounting for their employees’ activities within InnerSource projects. What can be done to improve this situation for all the parties involved (InnerSource project owners, potential contributors and development managers)? +You’ve successfully created an InnerSource program at your company and have buy-in from senior management, middle-management and developers. However, after nearly a year there have been few actual contributions made to any InnerSource projects outside of the teams that originally created them. After interviewing all the parties involved the main sticking point seems to be that it is difficult to know the time commitment developers will be asked to make if they choose to get involved in an InnerSource project and how they will personally benefit. There is also no uniform way of advertising what opportunities for contributors exist, what they’ll be asked to do and approximately how long it might take. Managers are supportive and want their employees to participate but so far have lacked a way accounting for or rewarding their employees’ activities within InnerSource projects. What can be done to improve this situation for all the parties involved (InnerSource project owners, potential contributors and development managers)? ## Forces -* There are multiple engineering teams in your organization but few channels through which they can effectively partner on shared challenges. -* It is difficult for individuals to discover what InnerSource opportunities exist across the entire company. -* InnerSource project owners have no clearly defined channel through which to advertise their projects to potential contributors. -* Individuals have been given some time by their management to get involved in InnerSource projects of their choosing. -* It is difficult for managers to approximate what the time/effort commitment will be for employees taking on InnerSource project tasks. -* The less insight a manager has into the effort and accomplishment of their employees in InnerSource projects, the more unlikely it is that he can reward their employees for their InnerSource work. -* The transparency and reputational aspect of the code submissions within a large company should work to keep the code quality high for InnerSource contributions. -* Individual employees may commit themselves to InnerSource project tasks without first getting approval from their manager or having the skills or time required to complete it. +* InnerSource projects at your company are finding it difficult to attract contributors +* Employees would prefer an easier way to discover what InnerSource opportunities exist and how contributing might benefit them professionally +* Managers who can't approximate the required time/effort for InnerSource project tasks are less likely to commit their employees to doing them + ## Context -* Part of a manager's job is tracking, estimating and understanding use of employee time -* Managers have given tacit acceptance that their employees should take part in InnerSource projects -* There is no corporate policy on employee’s involvement in InnerSource projects -* Employees desire the freedom to work on projects that are of interest to or would professionally benefit them -* Employees desire being recognized for their efforts when contributing to InnerSource projects -* Employees desire exposure to different areas within and to work with a larger pool of people across the company +* InnerSource project owners need to attract contributors to achieve their goal. +* Employees desire exposure to activities going on within other areas of the company without leaving their current positions +* Managers need to plan and account for employees' time commitments +* Managers and employees both want InnerSource contributions to be rewarded + ## Solutions -Create a “gig” based intranet site where individuals can advertise their skills and areas of interest and project owners can advertise opportunities for collaboration. Each gig should describe exactly the skill and time requirements needed so those can be easily and clearly communicated to an employee’s direct management. A points based system should be created to reward and track an employee’s involvement in a gig. Points accrued by completing a gig can then be used as performance management criteria and to garner insight in to the areas of expertise that exist within an organization. All gigs are initially vetted with the Gig owner to determine that the employee has the prerequisite skills and allotted time and needed access to complete the gig. Gigs can also factor in soft skills such as garnering help organizing a group event or requesting help editing/writing a report or requests for mentorship etc. +Create a “Gig” based intranet site where individuals can advertise their skills and areas of interest and InnerSource project owners can advertise opportunities for collaboration. + +Employees should be able to create a profile within the application in which they can list their skills and areas of interest. The system should leverage this information by proactively informing individuals (via email or some other means) when a Gig is posted that matches one or more of those criteria. + +Each Gig posted by an InnerSource project owner should include the estimated skill and time requirements so those can be easily matched to an available employee and clearly communicated to their direct management. The description should also include a rationale as to how it will benefit the person taking on the task in order to make it as attractive as possible. + +A points based system should be created to reward and track an employee’s involvement in a Gig. For instance, 10 points awarded to the Gig owner for posting a Gig once it is completed and 100 points for a developer who completes a Gig. Points accrued by completing Gigs could then be used as a gamification mechanism and as performance management criteria to garner insight in to the areas of expertise that exist within an organization. + +Those wishing to accept a Gig should first be vetted by the Gig owner to determine that the employee has the prerequisite skills and allotted time from their manager to complete the Gig. + +The transparency of contributions made via Gigs can help a contributor build (or detract from) her reputation thereby creating a greater likelihood that the quality of the contribution will be high. Completion of Gigs can also act as proof of expertise in a particular area. + +The nature of Gigs posted to the marketplace can include both hard and soft skills such as organizing a group event, writing a report or requests for mentorship etc. + +The creation of the Gig Marketplace should ideally be taken on by a team within an organization with the responsibilities to provide company-wide infrastructure and capabilities. ## Resulting Context -The InnerSource Gig Marketplace has vastly increased the number of possibilities for InnerSource opportunities. The self-directed nature of Gig Marketplace has enhanced job satisfaction amongst employees by allowing them a level of choice in the work they perform and with whom they can partner across the company. Managers are able to better estimate and track their employee’s time commitments with respect to InnerSource projects, recognize their individual efforts and use the completion of gigs as a way of validating their specific skillsets. Managers are also able to leverage any existing downtime their employees may be experiencing by allowing them to pivot to work available in the Gig Marketplace. +The InnerSource Gig Marketplace has vastly increased the number of InnerSource projects as well as the number of employees involved in them. The self-directed nature of the Gig Marketplace has enhanced job satisfaction amongst employees by allowing them a level of choice in the work they perform and with whom they can partner across the company. Employees understand exactly what they are signing up for and what they can expect from the experience. Managers are better able to estimate and track their employee’s time commitments with respect to InnerSource projects, recognize their individual efforts and use the completion of Gigs as a way of validating their specific skillsets. Managers are also able to leverage any existing downtime their employees may be experiencing by allowing them to pivot to work available in the Gig Marketplace. The data generated by the interactions within the Gig Marketplace is also helping to drive hiring and training decisions across all departments. + +When used in combination with the InnerSource Portal pattern, the Gig Marketplace provides a finer level of context and detail in addition to the links to the code repositories and documentation for the project to which the Gig relates. ## Known instances * A large financial services organization has used the creation of an InnerSource Gig Marketplace website to foster their InnerSource program. +* The Gig Marketplace pattern has been proven to work extremely well with the associated InnerSource Portal pattern in this context. The InnerSource Portal increases awareness of specific projects currently underway while the Gig Marketplace advertises tasks of a certain type available to be worked on within those projects. + + ## Author(s) diff --git a/innersource-portal.md b/innersource-portal.md index 9dd4f8ecf..eacd23a7b 100644 --- a/innersource-portal.md +++ b/innersource-portal.md @@ -1,48 +1,54 @@ -## Title +## Title * InnerSource Portal ## Patlet -InnerSource projects at your company are increasing but potential contributors have no easy way of discovering them. - -Create an intranet website that indexes all available InnerSource projects. Make it easy for InnerSource projects owners to include information about their projects and for visitors to the site to search across all the available projects. This will enable potential contributors to more easily locate projects of interests and learn more about who is running them, the project goals and access technical and community management related documentation. +Create an intranet website that indexes all available InnerSource project information. This will enable potential contributors to more easily learn about projects that might interest them and for InnerSource project owners to attract an outside audience. ## Problem -There is no central, easily accessible resource for InnerSource project owners and potential contributors to leverage to advertise or discover InnerSource projects. +InnerSource projects at your company are increasing but potential contributors have no easy way of discovering them. + +InnerSource project teams are finding it difficult to attract outside contributions. + ## Story -You are attempting to establish an InnerSource practice within your organization. You are aware of some projects being run using an InnerSource model, but their existence is only being communicated via word of mouth, email or sidebar conversations with other employees. There is no single, shared resource for employees across the organization to access which will allow them to easily discover all ongoing InnerSource projects. This is severely limiting the growth potential of every InnerSource project. What can be done to help all InnerSource projects raise their visibility to as large an audience as possible and attract contributors organization-wide? +You are attempting to establish an InnerSource practice within your organization. You are aware of some projects being run using an InnerSource model, but their existence is only being communicated via word of mouth, email or sidebar conversations with other employees. As a result InnerSource project owners are finding it difficult to attract contributors. There is no single, shared resource for employees across the organization to access which will allow them to easily discover all ongoing InnerSource projects. This is severely limiting the growth potential of every InnerSource project. What can be done to help all InnerSource projects raise their visibility to as large an audience as possible and attract contributors organization-wide? ## Forces -* There are multiple engineering teams in your organization but few channels through which they can effectively partner on shared challenges. -* It is difficult for individuals to discover what InnerSource opportunities exist across the entire company. -* InnerSource project owners have no clearly defined channel through which to advertise their projects to potential contributors. -* Individuals have been given some time by their management to get involved in InnerSource projects of their choosing. +* The full potential for separate engineering teams to partner on shared challenges is not being realized +* It is difficult for individuals to discover what InnerSource projects exist +* It is difficult for InnerSource project owners to attract an audience of external contributors + ## Context * Managers have given tacit acceptance that their employees should take part in InnerSource projects -* Employees desire the ability to be made aware of all of the InnerSource project activity occurring across the compnany -* Owners of InnerSource projects desire the ability to attract as many potential contributors to their projects as possible -* InnerSource project owners desire full control over the information being communicated concerning their projects +* InnerSource project owners are seeking a way to increase participation in their projects +* A shared source control management system is in use which provides programmatic access to the contents of the repositories it hosts +* The source control management application in use has limited search capabilities +* There is a department within the organization with the responsibility of promoting InnerSource collaboration ## Solutions -Create an InnerSource Portal intranet website where InnerSource project owners can easily advertise the availability of their projects. Visitors to the InnerSource portal should be able to look across all available projects as well as search for specific projects based on various criteria such as project name, technologies in use, contributor names, sponsoring business unit etc. The information displayed via the InnerSource portal should be under the full control of the InnerSource project owners at all times and they should have the ability to add or remove projects as needed. Project owners should include all relevant information concerning their projects within the listings including the owner’s name, the project name and description as well as links to the code repository and any supporting documentation. +Create an InnerSource Portal intranet website where InnerSource project owners can easily advertise the availability of their projects. + +Visitors to the InnerSource portal should be able to see all available projects as well as search for specific projects based on various criteria such as project name, technologies in use, contributor names, sponsoring business unit etc. The information displayed via the InnerSource portal should be under the full control of the InnerSource project owners at all times. Preferably, by sourcing this information directly from a specific data file or meta-data stored in the project repository itself. Project owners should include all relevant information concerning their projects within those data files including the project name, trusted contributors names, a brief description and links to the code repository or any supporting documentation. + +A communications campaign promoting the addition of InnerSource data files or meta-data to code repositories should also be considered in order to bolster the number of projects displayed within the portal. ## Resulting Context -The InnerSource Portal has enabled InnerSource project owners to advertise their projects to an organization-wide audience. Due to this increased visibility they are attracting much larger communities of contributors than ever before. For those looking to get involved in InnerSource projects, the InnerSource portal has allowed them to discover exactly the kind of opportunities they are interested in by searching across all available InnerSource projects simultaneously based on their specific criteria. Satisfying the needs of both of these audiences has helped establish InnerSource as a viable and attractive option for all areas of the organization to leverage to accomplish things together they could not have otherwise. +The InnerSource Portal has enabled InnerSource project owners to advertise their projects to an organization-wide audience. Due to this increased visibility they are attracting much larger communities of contributors than ever before. For those looking to get involved in InnerSource projects, the InnerSource portal has allowed them to discover exactly the kind of opportunities they are interested in by searching across all available InnerSource projects simultaneously based on their specific criteria. Satisfying the needs of both of these audiences has helped establish InnerSource as a viable and attractive option for all areas of the organization to leverage to accomplish things together they could not have separately. ## Known instances -* A large financial services organization has used the creation of an InnerSource Gig Marketplace website to foster their InnerSource program. - +* A large financial services organization has used the creation of an InnerSource Portal to provide a mechanism of advertising and discovering InnerSource projects in existence across different business units +* The InnerSource Portal pattern has been proven to work extremely well with the associated InnerSource Gig Marketplace pattern in this context ## Author(s) * Stephen McCall