From 558291ed915336df10633f2c4866e63c38411d1a Mon Sep 17 00:00:00 2001 From: Alexander Andrade Date: Thu, 18 Mar 2021 10:11:18 -0500 Subject: [PATCH 1/5] 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 2/5] 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 98671339e788e62fdbcba68b0d15799629d80adf Mon Sep 17 00:00:00 2001 From: Alexander Andrade Date: Thu, 18 Mar 2021 18:00:51 -0500 Subject: [PATCH 3/5] Spelling --- .../project-setup/communication-tooling.md | 14 +++++++------- 1 file changed, 7 insertions(+), 7 deletions(-) diff --git a/patterns/2-structured/project-setup/communication-tooling.md b/patterns/2-structured/project-setup/communication-tooling.md index 245345978..7461878e4 100644 --- a/patterns/2-structured/project-setup/communication-tooling.md +++ b/patterns/2-structured/project-setup/communication-tooling.md @@ -6,7 +6,7 @@ Communication Tooling An InnerSource project is being used outside the original development team but users are having trouble getting help and getting in touch with the project -team. The idea is to setup and document standard communication tooling that +team. The idea is to set up and document standard communication tooling that allows for discussions to become visible, archived and searchable. Test @@ -20,7 +20,7 @@ to that component. Even when it happens in writing, communication happens in a ## Problem A team is open to receiving contributions from downstream users of their -component. Coordination and communication happens in an ad-hoc fashion though +component. Coordination and communication happens in an ad-hoc fashion through leading to incoherent information being shared, delays in answers received, contributors pinging multiple host team members before receiving a definitive answer. @@ -41,9 +41,9 @@ The goal when streamlining communication channels for InnerSource projects should be to align communication around topics, not around certain sets of people: -- The project should have it's own issue tracker where structured communication, decision making and progress tracking can happen transparently for all host team members but also for downstream users and contributors to follow. -- The project should have one or more discussion channels that come with less rigid a structure. Typically this will be mailing lists, online forums or even archived chat channels. Usually it is enough to start with just one channel for the project, if traffic increases too much it's helpful to split discussions around project usage from discussions around project development. -- In addition the project should have one private channel where sensitive communication can happen between [Trusted Committers](../trusted-committer.md) - e.g. adding further Trusted Committers to the host team. This channel should be used with great care such that communication defaults to open and is kept private only under very rare circumstances. +- The project should have its own issue tracker where structured communication, decision-making and progress tracking can happen transparently for all host team members but also for downstream users and contributors to follow. +- The project should have one or more discussion channels that come with less rigid a structure. Typically, this will be mailing lists, online forums or even archived chat channels. Usually it is enough to start with just one channel for the project, if traffic increases too much it's helpful to split discussions about project usage from discussions about project development. +- In addition, the project should have one private channel where sensitive communication can happen between [Trusted Committers](../trusted-committer.md) - e.g. adding further Trusted Committers to the host team. This channel should be used with great care such that communication defaults to open and is kept private only under very rare circumstances. While communication can happen outside of written channels, as much information as possible should be brought back to the asynchronous channels. @@ -71,9 +71,9 @@ different schedules - either due to different time zones or due to different routines, meeting schedules, team routines - to meaningfully contribute to the project. -Answering questions in those channels means that not only other team members +Answering questions in those channels' means that not only other team members can listen in and provide additional information, it also means that other -users with the same question see (or later on find) the previous answer leading +users with the same question see (or later find) the previous answer leading to a lower need to repeat explanations. ## Known Instances From 694b9abeb430eedf4d47a9cbc35ac171ae4fcd49 Mon Sep 17 00:00:00 2001 From: Sebastian Spier Date: Sat, 15 May 2021 22:51:06 +0200 Subject: [PATCH 4/5] Keeping the original spelling --- patterns/2-structured/project-setup/communication-tooling.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/patterns/2-structured/project-setup/communication-tooling.md b/patterns/2-structured/project-setup/communication-tooling.md index 7461878e4..3a04e661f 100644 --- a/patterns/2-structured/project-setup/communication-tooling.md +++ b/patterns/2-structured/project-setup/communication-tooling.md @@ -20,7 +20,7 @@ to that component. Even when it happens in writing, communication happens in a ## Problem A team is open to receiving contributions from downstream users of their -component. Coordination and communication happens in an ad-hoc fashion through +component. Coordination and communication happens in an ad-hoc fashion though leading to incoherent information being shared, delays in answers received, contributors pinging multiple host team members before receiving a definitive answer. From 7302083007449a039f07c5998fd28234fc25c58c Mon Sep 17 00:00:00 2001 From: Sebastian Spier Date: Sat, 15 May 2021 22:52:04 +0200 Subject: [PATCH 5/5] Keeping the original spelling --- patterns/2-structured/project-setup/communication-tooling.md | 2 +- 1 file changed, 1 insertion(+), 1 deletion(-) diff --git a/patterns/2-structured/project-setup/communication-tooling.md b/patterns/2-structured/project-setup/communication-tooling.md index 3a04e661f..dd64f775c 100644 --- a/patterns/2-structured/project-setup/communication-tooling.md +++ b/patterns/2-structured/project-setup/communication-tooling.md @@ -71,7 +71,7 @@ different schedules - either due to different time zones or due to different routines, meeting schedules, team routines - to meaningfully contribute to the project. -Answering questions in those channels' means that not only other team members +Answering questions in those channels means that not only other team members can listen in and provide additional information, it also means that other users with the same question see (or later find) the previous answer leading to a lower need to repeat explanations.