From f0babcb33aa5dbdc8855e6d8ff7ac919ac3987ad Mon Sep 17 00:00:00 2001 From: Daniel Izquierdo Date: Wed, 22 Nov 2017 15:13:13 +0100 Subject: [PATCH 1/3] Add pattern for discussion: first steps with metrics This pattern aims at discussing the process to start measuring the inner source initiative from a quantitative point of view. --- introducing-metrics-in-innersource.md | 81 +++++++++++++++++++++++++++ 1 file changed, 81 insertions(+) create mode 100644 introducing-metrics-in-innersource.md diff --git a/introducing-metrics-in-innersource.md b/introducing-metrics-in-innersource.md new file mode 100644 index 000000000..52b4d6842 --- /dev/null +++ b/introducing-metrics-in-innersource.md @@ -0,0 +1,81 @@ +# Title + +Introducing Metrics in the InnerSource Initiative + +# Context + +An organization is applying InnerSource. This needs to check the +current status and if some of the expected outcomes are starting +to work. + + +# Problem + +This organization may already have qualitative feedback from the +involved teams, but desire more objective information focused +on development activities. + +The organization does not really know where to start measuring +things or what are the key parameters to measure. + + +# Forces + +People do not like to be tracked or measured. + +There is not a proper monitoring infrastructure for the software +development process and this is hard to build or to get funding +for this. + +There is not a culture of software development metrics. + +Metrics are usually misunderstood if people have not received any +training on those. + + +# Solution + +Bring developers, middle managers and C-level to have a discussion +about metrics. + +Let developers and middle managers know that these metrics or KPIs +are not focused on tracking their personal performance, but to compare +if the initiative is currently working as expected. + +Have specific training on the topic of metrics and good practices +to use them. + +Bring specific discussions on the metrics to be used avoiding per +developer granularity or at least anonymizing that info. + + +# Resulting Context + +The organization builds a monitoring infrastructure where the agreed +metrics will be the ones to be used. + +Those metrics will help C-level to understand the current situation +of the project and this will help to compare the status before +applying inner source and after applying the inner source initiative. + +Those metrics will help middle management to understand how the +initiative evolves and help them with their daily work. + +Those metrics will help developers to understand how the initiative +evolves and help them with their daily work. + + +# Known Instances + + +# Authors + +- Daniel Izquierdo + +# Acknowledgement + + + +# State + +Early Idea From a9b511ef97376b03645d5a3d38f28c01ad4ccc4a Mon Sep 17 00:00:00 2001 From: Daniel Izquierdo Cortazar Date: Mon, 27 Nov 2017 15:46:05 +0100 Subject: [PATCH 2/3] Improve pattern based on reviews: forces and solution Thanks to @gregswindle, @gruetter and @NewMexicoKid for their pieces of advice * Update problem statement to mention metrics * Add forces such as unrealistic objectives, vanity or gaming * Add other stakeholders to the solution * Add third party neutral metrics manager to the solution * Add specific method and strategy to start with metrics --- introducing-metrics-in-innersource.md | 27 ++++++++++++++++++++++----- 1 file changed, 22 insertions(+), 5 deletions(-) diff --git a/introducing-metrics-in-innersource.md b/introducing-metrics-in-innersource.md index 52b4d6842..95cb17ec9 100644 --- a/introducing-metrics-in-innersource.md +++ b/introducing-metrics-in-innersource.md @@ -4,9 +4,12 @@ Introducing Metrics in the InnerSource Initiative # Context -An organization is applying InnerSource. This needs to check the -current status and if some of the expected outcomes are starting -to work. +An organization is applying InnerSource. +This would like to measure the current status in terms of 'health' +and performance of the initiative, and if the expected outcomes such as +an increase in the level of cross-divisional and cross-location collaboration +are actually taking place. + # Problem @@ -32,18 +35,32 @@ There is not a culture of software development metrics. Metrics are usually misunderstood if people have not received any training on those. +Organizations may have unrealistic or premature business +objectives. Even feeling that InnerSource is a +silver bullet for their problems. + +Organizations collect vanity metrics that do not track business +objectives' success or failure over time. + +Metrics tend to become goals, will subsequently be gamed and thus meaningless. # Solution Bring developers, middle managers and C-level to have a discussion -about metrics. +about metrics. And consider other roles out of the usual development process such as +Human Resources, legal departments, product management, and others. Let developers and middle managers know that these metrics or KPIs are not focused on tracking their personal performance, but to compare if the initiative is currently working as expected. +Consider third party and neutral player to produce such metrics. + Have specific training on the topic of metrics and good practices -to use them. +to use them. An example is to have a methodology to follow metrics such +as the Goal-Question-Metric approach or the Objetives-KeyResults one. +On the other hand, try to update the metrics used to the short-term +and medium-term goals. Bring specific discussions on the metrics to be used avoiding per developer granularity or at least anonymizing that info. From 7e5e51e47bdcb4ff18b2acd32c9718bd1d09cf07 Mon Sep 17 00:00:00 2001 From: Daniel Izquierdo Date: Sun, 26 Aug 2018 17:53:03 +0200 Subject: [PATCH 3/3] [pattern/metrics] Add last comments from the working session Thanks to @rrrutledge, @NewMexicoKid, @gruetter, Clint, Bob and others for the working session. Modifications were mainly added to the Context and Forces sections. Changes were focused on stating the early stage of the InnerSource initiative to start measuring and having a strategy around metrics. --- introducing-metrics-in-innersource.md | 51 +++++++++++++++++++-------- 1 file changed, 37 insertions(+), 14 deletions(-) diff --git a/introducing-metrics-in-innersource.md b/introducing-metrics-in-innersource.md index 95cb17ec9..af64851b4 100644 --- a/introducing-metrics-in-innersource.md +++ b/introducing-metrics-in-innersource.md @@ -1,15 +1,11 @@ # Title -Introducing Metrics in the InnerSource Initiative +Introducing Metrics in InnerSource # Context -An organization is applying InnerSource. -This would like to measure the current status in terms of 'health' -and performance of the initiative, and if the expected outcomes such as -an increase in the level of cross-divisional and cross-location collaboration -are actually taking place. - +An organization is planning to apply or this is in the early stages of applying InnerSource. This would like to measure the current status in terms of 'health' and performance of the initiative, and if the expected outcomes such as an increase in the level of cross-divisional and cross-location collaboration are actually taking place. +This pattern applies to early stages of the initiative or are small in their scope, but they may be mature in their initial process and steps. # Problem @@ -21,6 +17,17 @@ on development activities. The organization does not really know where to start measuring things or what are the key parameters to measure. +Changes in the top level initiatives may affect the InnerSource program +as they rely in the good will of some executive from the organization. + +You may have a problem justifying the InnerSource effort when there is +a change in business priorities or business leadership. Then you need +something concrete to justify the program. A future problem you're +guarding against. + +If there's a change in the C-level, metrics might be helpful to convince +them that InnerSource is useful. + # Forces @@ -35,15 +42,17 @@ There is not a culture of software development metrics. Metrics are usually misunderstood if people have not received any training on those. -Organizations may have unrealistic or premature business -objectives. Even feeling that InnerSource is a -silver bullet for their problems. - -Organizations collect vanity metrics that do not track business -objectives' success or failure over time. +Organizations collect vanity of any other type of metrics that do not +track business objectives' sucess or failure over time. Metrics tend to become goals, will subsequently be gamed and thus meaningless. +Merging existing team metrics if another team has a way to measure how teams are doing; these new measurements could potentially conflict. + +Some countries in some organizations may face extra complexity when introducing metrics as they may not allow to track individuals. + +Tools and how they use them. There might be a learning curve in the discussion about metrics. And perhaps the tools do not support the metrics we're looking for. + # Solution Bring developers, middle managers and C-level to have a discussion @@ -65,6 +74,15 @@ and medium-term goals. Bring specific discussions on the metrics to be used avoiding per developer granularity or at least anonymizing that info. +Produce a characterization of metrics as this might be helpful for others +to understand and follow. + +* Nearly always InnerSource is not a goal in-and-of itself but a proposal of how to improve some larger problem that the company is having. One class of metrics is around that larger goal (e.g. quality, interrupt-driven work, duplicated code, etc.) and how it is going for the company. +* Another class of metrics is around how much InnerSourcing is happening. A raw definition of InnerSource based on code submission to a repository not owned by the submitter's team could be measurable in a few ways. +* A third class of metrics are KPIs that we believe will improve the raw amount of InnerSourcing happening (e.g. mean-time-to-review, automated test run on PR, etc.). + +Note: any proposed metric are just examples and not the ones that should be using. Depending on the selection of business goals to track, those will match with specific set of metrics. + # Resulting Context @@ -88,10 +106,15 @@ evolves and help them with their daily work. # Authors - Daniel Izquierdo +- Tim Yao +- Clint +- Russ Rutledge +- Tom # Acknowledgement - +- Georg +- Bob # State