From 558291ed915336df10633f2c4866e63c38411d1a Mon Sep 17 00:00:00 2001 From: Alexander Andrade Date: Thu, 18 Mar 2021 10:11:18 -0500 Subject: [PATCH 1/3] Contracted-contributor spell check --- book/toc.md | 2 +- patterns/2-structured/contracted-contributor.md | 12 ++++++------ 2 files changed, 7 insertions(+), 7 deletions(-) diff --git a/book/toc.md b/book/toc.md index 22b1c21ce..59b7592a8 100644 --- a/book/toc.md +++ b/book/toc.md @@ -27,7 +27,7 @@ Instead edit toc_template.md * [InnerSource Portal](../patterns/2-structured/innersource-portal.md) - 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. * [Issue Tracker Use Cases](../patterns/2-structured/project-setup/issue-tracker.md) - The InnerSource host team fails to make not only plans and progress but also context for changes transparent. This is solved by increasing the use cases for the project issue tracker to also serve brainstorming, implementation discussion, and feature design. * [Maturity Model](../patterns/2-structured/maturity-model.md) - Teams have started adopting InnerSource. The practice is spreading to multiple departments. Understanding of what constitutes an InnerSource project are wide spread though. The solution is to provide a maturity model to allow for teams to go through a self check and discover patterns and practices that they are not yet aware of. -* [Praise Participants](../patterns/2-structured/praise-participants.md) - After an inner source contribution, it's important to thank the contributor for their time and effort. This pattern gives guidance that not only effectively acknowledges the contribution but also endgenders further engagement from the contributor and others. +* [Praise Participants](../patterns/2-structured/praise-participants.md) - After an inner source contribution, it's important to thank the contributor for their time and effort. This pattern gives guidance that not only effectively acknowledges the contribution but also engenders further engagement from the contributor and others. * [Repository Activity Score](../patterns/2-structured/repository-activity-score.md) - Potential contributors want to find active InnerSource projects in need of their help. By calculating a repository activity score for each project, a ranked list of projects can be created (e.g. on the InnerSource portal), so that potential contributors can more easily determine which project they want to contribute to. * [Review Committee](../patterns/2-structured/review-committee.md) - The InnerSource working model is a radical departure from more traditional approaches, for developers and managers alike. By establishing a review committee as an interface between the InnerSource initiative and all senior managers of business units participating in it, the latter are more likely to familiarise themselves with the initiative and support it, as it affords them a certain level of oversight and control without fostering micromanagement. * [Service vs. Library](../patterns/2-structured/service-vs-library.md) - Teams in a DevOps environment may be reluctant to work across team boundaries on common code bases due to ambiguity over who will be responsible for responding to service downtime. The solution is to realize that often it's possible to either deploy the same service in independent environments with separate escalation chains in the event of service downtime or factor a lot of shared code out into one library and collaborate on that. diff --git a/patterns/2-structured/contracted-contributor.md b/patterns/2-structured/contracted-contributor.md index 3e06a8464..c04692780 100644 --- a/patterns/2-structured/contracted-contributor.md +++ b/patterns/2-structured/contracted-contributor.md @@ -13,12 +13,12 @@ a result, the amount of contributions made and value generated by the InnerSource initiative will likely fall below expectation of top level management. This will likely be amplified if there is no adequate funding for and empowerment of [Dedicated Community Leaders](dedicated-community-leader.md). -This runs the risk of top level management abandoning the InnerSource idea. +This runs the risk of top-level management abandoning the InnerSource idea. ## Context A large corporation has started an InnerSource initiative. Major goals for the -initiative are to increase the efficiency of distributed software develoment +initiative are to increase the efficiency of distributed software development and to foster innovation by allowing every associate to voluntarily contribute to InnerSource projects, regardless of topic and business unit. @@ -27,12 +27,12 @@ them, the InnerSource initiative is just one of many initiatives to foster innovation and efficiency, though. They are funding InnerSource with money and capacity for community leaders and are largely giving autonomy as for how the budget is spent. They are also limiting the breadth and duration of the -initiative and partake in periodic reviews until there is proof that it yields +initiative and partake in periodic reviews until there is proof it yields the expected results (see [Review Committee](review-committee.md)). Top level management has announced their support for InnerSource on various company internal meetings. -However, top level management has not yet empowered or incentivised mid-level +However, top-level management has not yet empowered or incentivized mid-level managers to allow or even motivate their employees to participate in cross-divisional InnerSource activities. In addition to that, the capacity of every associate is usually allocated to non InnerSource projects for 100 % of @@ -77,7 +77,7 @@ time. - The contracting specifies a maximum percentage of the associates work time in InnerSource. - The contracting clearly states that work in the contributor's business unit - takes precendence over work in InnerSource. + takes precedence over work in InnerSource. - The contracting states that it is not required to work in InnerSource for the maximum percentage specified in the contract. - The contracting is signed by the contributor, the contributor's line manager, @@ -115,7 +115,7 @@ A formal contracting is also beneficial for contributors and communities: eventually achieve [Trusted Committer](./trusted-committer.md) status. - A formal contracting provides a basis for resolving conflict related to participation in InnerSource activities. Note that mediation will likely be - successful only for a few companies with a culture condusive to that. + successful only for a few companies with a culture conducive to that. ## Known Instances From 2a853092bf06c563b0bcdb3b16b6d6be0fba1613 Mon Sep 17 00:00:00 2001 From: Alexander Andrade Date: Thu, 18 Mar 2021 16:53:36 -0500 Subject: [PATCH 2/3] Revert "Contracted-contributor spell check" This reverts commit 558291ed --- book/toc.md | 2 +- patterns/2-structured/contracted-contributor.md | 12 ++++++------ 2 files changed, 7 insertions(+), 7 deletions(-) diff --git a/book/toc.md b/book/toc.md index 59b7592a8..22b1c21ce 100644 --- a/book/toc.md +++ b/book/toc.md @@ -27,7 +27,7 @@ Instead edit toc_template.md * [InnerSource Portal](../patterns/2-structured/innersource-portal.md) - 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. * [Issue Tracker Use Cases](../patterns/2-structured/project-setup/issue-tracker.md) - The InnerSource host team fails to make not only plans and progress but also context for changes transparent. This is solved by increasing the use cases for the project issue tracker to also serve brainstorming, implementation discussion, and feature design. * [Maturity Model](../patterns/2-structured/maturity-model.md) - Teams have started adopting InnerSource. The practice is spreading to multiple departments. Understanding of what constitutes an InnerSource project are wide spread though. The solution is to provide a maturity model to allow for teams to go through a self check and discover patterns and practices that they are not yet aware of. -* [Praise Participants](../patterns/2-structured/praise-participants.md) - After an inner source contribution, it's important to thank the contributor for their time and effort. This pattern gives guidance that not only effectively acknowledges the contribution but also engenders further engagement from the contributor and others. +* [Praise Participants](../patterns/2-structured/praise-participants.md) - After an inner source contribution, it's important to thank the contributor for their time and effort. This pattern gives guidance that not only effectively acknowledges the contribution but also endgenders further engagement from the contributor and others. * [Repository Activity Score](../patterns/2-structured/repository-activity-score.md) - Potential contributors want to find active InnerSource projects in need of their help. By calculating a repository activity score for each project, a ranked list of projects can be created (e.g. on the InnerSource portal), so that potential contributors can more easily determine which project they want to contribute to. * [Review Committee](../patterns/2-structured/review-committee.md) - The InnerSource working model is a radical departure from more traditional approaches, for developers and managers alike. By establishing a review committee as an interface between the InnerSource initiative and all senior managers of business units participating in it, the latter are more likely to familiarise themselves with the initiative and support it, as it affords them a certain level of oversight and control without fostering micromanagement. * [Service vs. Library](../patterns/2-structured/service-vs-library.md) - Teams in a DevOps environment may be reluctant to work across team boundaries on common code bases due to ambiguity over who will be responsible for responding to service downtime. The solution is to realize that often it's possible to either deploy the same service in independent environments with separate escalation chains in the event of service downtime or factor a lot of shared code out into one library and collaborate on that. diff --git a/patterns/2-structured/contracted-contributor.md b/patterns/2-structured/contracted-contributor.md index c04692780..3e06a8464 100644 --- a/patterns/2-structured/contracted-contributor.md +++ b/patterns/2-structured/contracted-contributor.md @@ -13,12 +13,12 @@ a result, the amount of contributions made and value generated by the InnerSource initiative will likely fall below expectation of top level management. This will likely be amplified if there is no adequate funding for and empowerment of [Dedicated Community Leaders](dedicated-community-leader.md). -This runs the risk of top-level management abandoning the InnerSource idea. +This runs the risk of top level management abandoning the InnerSource idea. ## Context A large corporation has started an InnerSource initiative. Major goals for the -initiative are to increase the efficiency of distributed software development +initiative are to increase the efficiency of distributed software develoment and to foster innovation by allowing every associate to voluntarily contribute to InnerSource projects, regardless of topic and business unit. @@ -27,12 +27,12 @@ them, the InnerSource initiative is just one of many initiatives to foster innovation and efficiency, though. They are funding InnerSource with money and capacity for community leaders and are largely giving autonomy as for how the budget is spent. They are also limiting the breadth and duration of the -initiative and partake in periodic reviews until there is proof it yields +initiative and partake in periodic reviews until there is proof that it yields the expected results (see [Review Committee](review-committee.md)). Top level management has announced their support for InnerSource on various company internal meetings. -However, top-level management has not yet empowered or incentivized mid-level +However, top level management has not yet empowered or incentivised mid-level managers to allow or even motivate their employees to participate in cross-divisional InnerSource activities. In addition to that, the capacity of every associate is usually allocated to non InnerSource projects for 100 % of @@ -77,7 +77,7 @@ time. - The contracting specifies a maximum percentage of the associates work time in InnerSource. - The contracting clearly states that work in the contributor's business unit - takes precedence over work in InnerSource. + takes precendence over work in InnerSource. - The contracting states that it is not required to work in InnerSource for the maximum percentage specified in the contract. - The contracting is signed by the contributor, the contributor's line manager, @@ -115,7 +115,7 @@ A formal contracting is also beneficial for contributors and communities: eventually achieve [Trusted Committer](./trusted-committer.md) status. - A formal contracting provides a basis for resolving conflict related to participation in InnerSource activities. Note that mediation will likely be - successful only for a few companies with a culture conducive to that. + successful only for a few companies with a culture condusive to that. ## Known Instances From 99e70b28e94a5cc8217b2a5f02f8fce19de7d177 Mon Sep 17 00:00:00 2001 From: Alexander Andrade Date: Thu, 18 Mar 2021 17:50:12 -0500 Subject: [PATCH 3/3] Spelling --- patterns/2-structured/praise-participants.md | 10 +++++----- 1 file changed, 5 insertions(+), 5 deletions(-) diff --git a/patterns/2-structured/praise-participants.md b/patterns/2-structured/praise-participants.md index 0d03145ba..9189b8c6f 100644 --- a/patterns/2-structured/praise-participants.md +++ b/patterns/2-structured/praise-participants.md @@ -5,7 +5,7 @@ Praise Participants ## Patlet After an inner source contribution, it's important to thank the contributor for their time and effort. -This pattern gives guidance that not only effectively acknowledges the contribution but also endgenders further engagement from the contributor and others. +This pattern gives guidance that not only effectively acknowledges the contribution but also engenders further engagement from the contributor and others. ## Problem @@ -21,7 +21,7 @@ A pattern in this area makes it easy to do and ensures that the message comes ac ## Forces -* You are busy, which makes it easy to forget some of the soft touches like praise and thanks. +* You are busy, which makes it easy to forget some soft touches like praise and thanks. * You may not be someone that is comfortable in social situations or good with words. * Peer recognition is very important to job satisfaction and career development. @@ -31,14 +31,14 @@ It feels good to anyone to be recognized by others. In a professional setting, increased recognition is also an avenue to increased influence and growth. Any time someone gives to your inner source project, recognize them with a sincere and qualified "thank you". -For non-trivial contributions (all code contributions and also significant time contributions), say thank you via the following mechanisms: +For non-trivial contributions (all code contributions and significant time contributions), say thank you via the following mechanisms: 1. Call out the person by name in any chat location (e.g. _Slack_) where you organize your project activity. Let everyone know what they did and thank them publicly. Example: > Everyone @here give a high-five to @andrew.clegg for updating the _rcs-viewer_ to the latest version of the _hebo-client_ (https://github.com/rcs/rcs-viewer/pull/81). Thanks for helping keep this library up-to-date, Andy! -2. Send an email to them and their manager (cc'd) privately thanking them for the contribution. +2. Email them and their manager (cc'd) privately thanking them for the contribution. For code contributions often-times you can just forward the merge notification mail. Example: > Hi, Andy, I want to thank you again for making this update. @@ -49,7 +49,7 @@ Thanks for solving your own problem in a way that also makes the _rcs-viewer_ be Feedback like this leaves the contributor with a fantastic feeling and ready to come back for more. Combining **both** forms of thanks gives them recognition in front of their peers (breadth) and in front of their direct manager (depth). -There's a subtle encouragement for those peers in chat to consider contributing themselves and for that manager to look for appropriate circumstances to encourage their other direct reports to do the same. +There's a subtle encouragement for those peers in chat to consider contributing themselves and for that manager to look for appropriate circumstances to encourage their other direct reports doing the same. Additionally, awareness of the inner source project spreads to the manager, who may have previously not known of the team's use and involvement with it. One caveat - keep it real.