openinfra/four-opens
Code Issues Proposed changes

Reformat opencommunity.rst

Browse Source 
Add markup for headings and definition lists to better visualize the
structure of the document.

Change-Id: I89f1871643667eeed917b18431c99d85682cd737
This commit is contained in:
Andreas Jaeger 2018-11-16 10:22:01 +01:00
parent 30ef8472fa
commit eca2db19a5
1 changed files with 159 additions and 119 deletions
Show Stats Download Patch File Download Diff File Expand all files Collapse all files

270
doc/source/opencommunity.rst
View File

@ -86,27 +86,33 @@ that drives away contributors who aren't "tough enough" to handle the it.
A base framework for an Open Community governance would balance 4 basic rules: A base framework for an Open Community governance would balance 4 basic rules:
Contributor-driven bodies It is critical that the people contributing code, Contributor-driven bodies
documentation, usage experience, mentoring time or any other form of It is critical that the people contributing code, documentation,
contribution to the project are aligned with the leadership of the project. usage experience, mentoring time or any other form of contribution to
Without contributor-driven bodies, leadership and contributors gradually drift the project are aligned with the leadership of the project.
apart, to the point where the contributors no longer feel like their leadership
represents them, making the disruptive decision to fork the project under a
new, contributor-aligned governance, generally leaving the old governance body
with a trademark and an empty shell to govern.
Allowing for replacement Nobody should be appointed for life, as life will Without contributor-driven bodies, leadership and contributors
change people. Contributors should regularly be consulted, and the governance gradually drift apart, to the point where the contributors no longer
should generally encourage turnover. feel like their leadership represents them, making the disruptive
decision to fork the project under a new, contributor-aligned
governance, generally leaving the old governance body with a
trademark and an empty shell to govern.
Distinct groups call for distinct governance bodies If a community is made of Allowing for replacement
Nobody should be appointed for life, as life will change people.
Contributors should regularly be consulted, and the governance should
generally encourage turnover.
Distinct groups call for distinct governance bodies
If a community is made of
disjoint groups with little to no overlap in membership, and those groups all disjoint groups with little to no overlap in membership, and those groups all
need decisions to be made, then they probably need to each have their own need decisions to be made, then they probably need to each have their own
governance body at that level. governance body at that level.
Avoid vanity governance bodies There is no point in having a governance body Avoid vanity governance bodies
where there is nothing to govern and no decision needed. Not every group of There is no point in having a governance body where there is nothing
people in a community needs a governance body. to govern and no decision needed. Not every group of people in a
community needs a governance body.
There is no one-size-fits-all implementation of those basic rules that would There is no one-size-fits-all implementation of those basic rules that would
work for any project. The size of the project is a critical difference. work for any project. The size of the project is a critical difference.
@ -127,21 +133,25 @@ give anyone a tie-breaking specific power.
Some of the things that indicate a healthy community are: Some of the things that indicate a healthy community are:
Diversity & inclusiveness Nowhere are the three forces (developers, users, Diversity & inclusiveness
ecosystem) more important than when dealing with diversity and inclusiveness. Nowhere are the three forces (developers, users, ecosystem) more
Providing an inclusive and safe experience for everyone, regardless of gender, important than when dealing with diversity and inclusiveness.
sexual orientation, disability, physical appearance, body size, race,
nationality or religion is not only critical to the health of the entire open
source community, it's something that must be considered at the beginning of a
project.
Code of Conduct A code of conduct may not seem necessary as your community is Providing an inclusive and safe experience for everyone, regardless
getting its start. However, creating a path for conflict identification and of gender, sexual orientation, disability, physical appearance, body
resolution at the start can head off issues before they balloon out of control size, race, nationality or religion is not only critical to the
and alienate valuable contributors and community members. Make the code of health of the entire open source community, it's something that must
conduct carefully crafted, but also prominent, part of larger strategy to be be considered at the beginning of a project.
inclusive and diverse. The OpenStack Foundation initially adopted the Ubuntu
Code of Conduct when establishing its own. Code of Conduct
A code of conduct may not seem necessary as your community is getting
its start. However, creating a path for conflict identification and
resolution at the start can head off issues before they balloon out
of control and alienate valuable contributors and community members.
Make the code of conduct carefully crafted, but also prominent, part
of larger strategy to be inclusive and diverse. The OpenStack
Foundation initially adopted the Ubuntu Code of Conduct when
establishing its own.
The first lesson learned is the enforcement policy is equally as important The first lesson learned is the enforcement policy is equally as important
as the code of conduct. We did not put enough thought into how it was as the code of conduct. We did not put enough thought into how it was
@ -152,12 +162,13 @@ Code of Conduct when establishing its own.
a strong message to the community that you have thought through the process a strong message to the community that you have thought through the process
and are looking out for their best interest. and are looking out for their best interest.
Representation? A few years into the project, we worked with the community, Representation? A few years into the project, we worked with the
including the Diversity Working Group, to publicly document an enforcement community, including the Diversity Working Group, to publicly
policy. Again, we looked to another successful open source community, Python document an enforcement policy. Again, we looked to another
and PyCon, as a basis for our policy. This policy gives anyone who wants to successful open source community, Python and PyCon, as a basis for
report an issue a clear call to action and sets expectations for how it will be our policy. This policy gives anyone who wants to report an issue a
handled and gives the Foundation staff a clear process to follow and removes clear call to action and sets expectations for how it will be handled
and gives the Foundation staff a clear process to follow and removes
the emotion from the process. the emotion from the process.
Check the health of your community as you go. Do you have something similar Check the health of your community as you go. Do you have something similar
@ -185,8 +196,10 @@ geographical and by organization, can help reinforce this participation and
will ultimately make for a stronger community. will ultimately make for a stronger community.
Contributor Recognition & Motivation Contributor Recognition & Motivation
------------------------------------
Communication Communication
-------------
Is there anything more emblematic of the modern work-force than attempting to Is there anything more emblematic of the modern work-force than attempting to
solve the problem of day-to-day communication? Open source communities face solve the problem of day-to-day communication? Open source communities face
@ -222,90 +235,117 @@ messaging. This can include local user groups, regional meet-ups,
international/national summits, developer mid-cycles. All can be used to international/national summits, developer mid-cycles. All can be used to
further educate and engage your open source community. further educate and engage your open source community.
Branding & positioning (example of collaboration across forces, product Branding & positioning
definition) including tools and processes Develop with stake-holders, open to ----------------------
community Some degree of collaboration is useful and necessary, but only to an
extent. This is especially true in regards to visual identity since it can be Branding and positioning is an example of collaboration across forces
and product definition including tools and processes.
Develop with stake-holders, open to community Some degree of
collaboration is useful and necessary, but only to an extent. This is
especially true in regards to visual identity since it can be
subjective and contentious. Design rationale should be provided to the subjective and contentious. Design rationale should be provided to the
community to build consensus, but there should be key decision makers to community to build consensus, but there should be key decision makers
prevent the ideation process from continuing to infinity. Lessons learned with to prevent the ideation process from continuing to infinity. Lessons
project mascots In an attempt to provide consistency we discovered removed learned with project mascots In an attempt to provide consistency we
individuality with some projects Slippery slope - Once the projects got them, discovered removed individuality with some projects Slippery slope -
every small group also wanted their own mascot Upside - These are actually Once the projects got them, every small group also wanted their own
picked up and used regularly by the press and in group events. Critical to mascot Upside - These are actually picked up and used regularly by the
develop brand guidelines, to give community guidelines to extend brand beyond press and in group events. Critical to develop brand guidelines, to
internal resources Development of consistent UX to be applied to web-sites, give community guidelines to extend brand beyond internal resources
documentation, etc.... This can be tough b/c the needs of the design team Development of consistent UX to be applied to web-sites,
don't always mesh with the needs/methods of developers managing properties like documentation, etc.... This can be tough b/c the needs of the design
documentation. Design must be available as an easy plug in (HTML or javascript team don't always mesh with the needs/methods of developers managing
snippet) for headers and footers of sites. properties like documentation. Design must be available as an easy
plug in (HTML or javascript snippet) for headers and footers of sites.
Marketing & Strategy Once the initial branding and positioning has been Marketing & Strategy
finalized, share with all key stake-holders. The challenge is often identifying --------------------
the correct channel to ensure everyone is apprised of updates and changes. This
may take time, but trying different options and even a combination of a
few often helps reinforce the messaging and branding for the maximum impact.
Ahead of the start of the year, identify the largest areas of opportunity to
increase brand visibility and favorability to create a strategy. After
identifying programs, events and projects that can support the strategy,
communicate this back to the community, reaching out to the marketing teams at
the ecosystem companies directly to participate and provide feedback. This is
your biggest opportunity for a ripple effect. Stay apprised of market share
and user adoption metrics. Share these metrics openly and broadly, particularly
with the ecosystem companies and elected officials who represent the three
forces. This can be done in joint leadership meetings, both remote and in
person, as well as mailing list newsletters. If the information could be
perceived negatively, come prepared with a solution or action plan to increase
confidence of key stake-holders. It's important to pro-actively share the
negative information when possible to prevent reactionary fear, uncertainty and
doubt. Identify key dates and milestones that celebrate the successes of the
community. Whether it's specific to a force, like a software release or new
case study or specific to the software or community itself, like results in a
market report or participation in a supported event. This helps create momentum
and rewards the positive community efforts that are impacting another force or
even the broader industry. Leverage collaborative opportunities when possible.
If the broader market perceptions indicate a confusion around facts that affect
one of the three forces, collect the people most affected to identify a way to
pro-actively address the problem. An example would be that OpenStack is seen as
only a private cloud solution. A Public Cloud Working Group that
collaborates to create programs and most recently messaging that will help
alleviate the confusion is a response that helps leverage the affected parties
to address the overarching issue.
Events Support upstream developers with dedicated space and events to Once the initial branding and positioning has been finalized, share
collaborate and get work done. This includes collaboration within a project and with all key stake-holders. The challenge is often identifying the
cross-project collaboration. Create a productive event that combines upstream correct channel to ensure everyone is apprised of updates and changes.
developers with operators so that production challenges and successes can be This may take time, but trying different options and even a
combined with software road-maps and bug tracking. Create an opportunity for combination of a few often helps reinforce the messaging and branding
ecosystem companies to interact with operators and developers to educate around for the maximum impact. Ahead of the start of the year, identify the
available products, gain insights from the market and participate in road-map largest areas of opportunity to increase brand visibility and
discussions. Identify gaps in both the community and the overall market and favorability to create a strategy. After identifying programs, events
use events as an opportunity to gather content, subject matter experts and and projects that can support the strategy, communicate this back to
adjacent communities to share knowledge and solve problems. OpenStack Days the community, reaching out to the marketing teams at the ecosystem
Industry events companies directly to participate and provide feedback. This is your
biggest opportunity for a ripple effect. Stay apprised of market share
and user adoption metrics. Share these metrics openly and broadly,
particularly with the ecosystem companies and elected officials who
represent the three forces. This can be done in joint leadership
meetings, both remote and in person, as well as mailing list
newsletters. If the information could be perceived negatively, come
prepared with a solution or action plan to increase confidence of key
stake-holders. It's important to pro-actively share the negative
information when possible to prevent reactionary fear, uncertainty and
doubt. Identify key dates and milestones that celebrate the successes
of the community. Whether it's specific to a force, like a software
release or new case study or specific to the software or community
itself, like results in a market report or participation in a
supported event. This helps create momentum and rewards the positive
community efforts that are impacting another force or even the broader
industry. Leverage collaborative opportunities when possible. If the
broader market perceptions indicate a confusion around facts that
affect one of the three forces, collect the people most affected to
identify a way to pro-actively address the problem. An example would
be that OpenStack is seen as only a private cloud solution. A Public
Cloud Working Group that collaborates to create programs and most
recently messaging that will help alleviate the confusion is a
response that helps leverage the affected parties to address the
overarching issue.
Education & On-boarding Goal to make the barrier to entry as low as possible. Events
Clear, discoverable and digestible documentation Recorded and real time ------
on-boarding sessions - webinars, f2f sessions at events Suggest training the
trainer - creating a toolbox and guidelines to provide to regional community
members so they can lead their own on-boarding sessions Documented ways to
communicate with seasoned experts / join meetings to accelerate on-boarding.
Mentorship programs
Ambassadors & Meet-ups Supporting global communities through user groups, Support upstream developers with dedicated space and events to
ambassador program, Providing resources & content for events and meet-ups, and collaborate and get work done. This includes collaboration within a
setting precedents for those events (branding, content, etc.), while still project and cross-project collaboration. Create a productive event
giving them creative freedom building the relationships first; find leaders that combines upstream developers with operators so that production
outside of the Foundation to foster new user groups leaders; collab sessions at challenges and successes can be combined with software road-maps and
Summits using tools available to all regions community of 90,000; team of 23 bug tracking. Create an opportunity for ecosystem companies to
(XX ambassadors, 100+ user groups) Collaborating with local leaders to better interact with operators and developers to educate around available
understand regional differences in the technology choices, use cases and products, gain insights from the market and participate in road-map
community involvement. Create a way to co-own user group contacts to ease the discussions. Identify gaps in both the community and the overall
transfer of ownership if people leave the community or if there are any bad market and use events as an opportunity to gather content, subject
actors. matter experts and adjacent communities to share knowledge and solve
problems. OpenStack Days Industry events
Cross-community collaboration (NIH) From the very beginning invite other Education & On-boarding
communities and projects to collaborate and participate. In turn actively reach -----------------------
out to engage and participate in other communities to enhance integration
efforts. Need examples here Goal to make the barrier to entry as low as possible. Clear,
discoverable and digestible documentation Recorded and real time
on-boarding sessions - webinars, f2f sessions at events Suggest
training the trainer - creating a toolbox and guidelines to provide
to regional community members so they can lead their own on-boarding
sessions Documented ways to communicate with seasoned experts / join
meetings to accelerate on-boarding. Mentorship programs
Ambassadors & Meet-ups
----------------------
Supporting global communities through user groups, ambassador
program, Providing resources & content for events and meet-ups, and
setting precedents for those events (branding, content, etc.), while
still giving them creative freedom building the relationships first;
find leaders outside of the Foundation to foster new user groups
leaders; collab sessions at Summits using tools available to all
regions community of 90,000; team of 23 (XX ambassadors, 100+ user
groups) Collaborating with local leaders to better understand
regional differences in the technology choices, use cases and
community involvement. Create a way to co-own user group contacts to
ease the transfer of ownership if people leave the community or if
there are any bad actors.
Cross-community collaboration (NIH)
-----------------------------------
From the very beginning invite other communities and projects to
collaborate and participate. In turn actively reach out to engage and
participate in other communities to enhance integration efforts. Need
examples here