diff --git a/assets/img/contracted-contributor.png b/assets/img/contracted-contributor.png new file mode 100644 index 000000000..4385e795c Binary files /dev/null and b/assets/img/contracted-contributor.png differ diff --git a/contracted-contributor.md b/contracted-contributor.md new file mode 100644 index 000000000..56c6ede34 --- /dev/null +++ b/contracted-contributor.md @@ -0,0 +1,145 @@ +## Title + +_Contracted Contributor_ + +## Context + +A large corporation has started an InnerSource initiative. Major goals for the +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. + +Top level management is on board and supporting the InnerSource initiative. For +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 +the expected results (see [Review Committee](review-commitee.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 +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 +their working time. Cross organizational collaboration is not yet the norm and +line managers usually do not have targets outside of their own organisation. +Contributions to InnerSource projects are expected to be made during working +hours, not during free time. + +## Problem + +Without support by middle management, the total number of contributors and, as +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 ampflified 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. + +## Forces + +- Managers are held responsible for the results of their business units. + Letting their staff participate in InnerSource activities which might spend + time making contributions outside of their business unit effectively reduces + the capacity of his or her unit. This will likely make it harder for the + managers to reach or exceed their goals. +- Line managers and HR will, by default, judge the performance of their + subordinates against their business units goals, which might not be aligned + with the goals of the InnerSource community. +- The less executive air cover a line manager perceives he has, the less likely + is he or she to have his or her staff participate in InnerSource activities + which contribute to another business unit. +- The less transparency and control a line manager has of work done by one of + her subordinates, the less likely is she to allow her to contribute. +- The less formally work in InnerSource is managed and organised, the less + likely a line manager who is accustomed to formal processes is to sign off on + one of her employees contributing to InnerSource. +- The more time an associate spends on contributions to an InnerSource project + which does not benefit his day-to-day work, the more will the workload for + his teammates in his business unit increase. +- Individual contributors will likely consider participating in InnerSource + as an opportunity to enhance their professional netowrk within the company + and to gain knowledege and experience in the technical area of her + contributions. + +## Solution + +Set up a formal contracting between the contributor, her line manager and a +centrally funded and steered InnerSource governance office (ISGO). Have the +ISGO reimburse business units who contracted contributors for the contracted +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. +- 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, + the governance office and the [Dedicated Community + Leader](dedicated-community-leader.md) of the community the contributor will + be contributing to. +- The governance office offers to mediate between the contributor and her line + manager in case of conflict regarding the time for contributions. +- The [Dedicated Community Leader](dedicated-community-leader.md) participates + in or provides input for performance reviews of contributors contracted for + more than 20 %. + +Contracted Contributor + +## Resulting Context + +A formal contracting and centrally funded reimbursements convincingly +communicating the organizations support for the InnerSource initiative, thus +empowering middle management to sign off on it: + +- Allocation of corporate funds to business units for reimbursement of + development capacity signals to line managers that InnerSource is deemed + valuable by the organization, that it has executive air cover and that they + are expected to support it, too. +- A formal contracting signals that work in InnerSource is managed + professionally and inspires trust. +- A formal contracting increases transparency and provides a better overview + about the associate's available capacity for his business unit and + InnerSource projects, thus reducing the risk of "over-booked/planned + capacity". + +A formal contracting is also beneficial for contributors and communities: + +- With a stable group of contributors, it is more likely that some of them will + eventually achieve trusted committer status. +- A formal contracting provides a basis for resolving conflict related to + participation in InnerSource activities. Note that mediate will likely be + successful only for a few companies with a culture condusive to that. + +## Known Instances + +- _BIOS at Robert Bosch GmbH_. + +## Status + +_Proven Pattern_ + +## Author + +- Georg Grütter (Robert Bosch GmbH) + +## Acknowledgements + +- Diogo Fregonese (Robert Bosch GmbH) +- Robert Hansel (Robert Bosch GmbH) +- Jim Jagielski +- Tim Yao +- Cedric Williams +- Klaas-Jan Stol +- Padma Sudarsan +- Nick Stahl +- Ofer Hermoni +- Robert C. Hanmer + +## Changelog + +- **2016-10-25** - first review +- **2017-05-09** - rework +- **2017-09-08** - second review, final rework and merged