A Maturity Model for InnerSource

7dddc875546948b5b5094167c90dc10d?s=47 Bitergia
September 17, 2019

A Maturity Model for InnerSource

Back in 2018, during the ISC in Sttutgart, a discussion about the need for maturity models and a specific version of a maturity model was presented. This model was done by three Spanish companies: Entelgy, Zylk and Bitergia. However this was not actually released to the community, and no advances were presented to the model since then.

This talk will present the very last advances and will release the maturity model to the community to keep advancing in the InnerSource body of knowledge. This presentation will drive the attendees across the several levels, the rational why those levels, and potential metrics of interest to track each level maturity.

The maturity model is still in progress and it is expected to bring the attention of the InnerSource community to have at some point some common agreement about the most important areas of analysis and maturity.

7dddc875546948b5b5094167c90dc10d?s=128

Bitergia

September 17, 2019
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Transcript

  1. 2.

    Context Purpose of Maturity Models Industrialization: automated way of doing

    things, factory, software engineering, etc Homogeneous way of the development processes: all lines/teams work in the same way Self measurement and continuous improvement (e.g., from CCMI 2 to CMMI 3)
  2. 3.
  3. 4.

    Context Previous discussion Do you know where you are in

    your InnerSource journey? For how long this will take? How are you objectivizing this process? What would you say that your key process areas are? What are your maturity levels?
  4. 5.

    Goal Evaluate how mature the development practices, processes, culture and

    organization model are Create a high level guide showing steps to be followed by a company to adopt InnerSource
  5. 6.

    Key Process Areas Transparency, Collaboration, Community Culture is a cross

    area to the rest Maturity levels (from 0 to 3) Accidental: individual initiatives Exploration: let’s try this Adoption: corporate support Efficient: widely adopted
  6. 7.

    Key Process Areas Other key process areas might be used!

    P: Product Development T: Tools Development I: Innovation (Proof of concepts, demos) S: Shared components development C: Culture
  7. 8.

    Maturity Model Key Areas / Maturity Level Accidental Exploration Adoption

    Efficient Transparency Collaboration Community
  8. 9.

    Maturity Model - Transparency - Level 0 • Decisions done

    without data or explanations (review committee) • Each team follows its own dev. process (Islands of Knowledge) • Individuals or teams do not disclose plans or actions (findability) • No shared activity, no shared contributions • Little experience sharing process across silos
  9. 10.

    Maturity Model - Transparency - Level 3 • People feel

    they are part of the process, decision making, and there’s a standard process • Code review/CI/CD processes in place with usual external contribs • Standard process for collective product and plan definitions • Project materials and documentation are widely shared across the org. Clear rules for IS participants • Teams learn from others, share stories, lessons learned, failures
  10. 11.

    How to Assess Quantitative Approach, soft. development data, KPIs Qualitative

    Approach, Surveys, Interviews Infrastructure Assessment AS IS
  11. 12.

    Quantitative Approach, soft. development data, KPIs Qualitative Approach, Surveys, Interviews

    Infrastructure Assessment AS IS Stakeholders: developers, middle managers, Chief level Project characterization: understand their usual project and requirements Produce surveys for the several areas In depth interviews with a focus group
  12. 13.

    Quantitative Approach, soft. development data, KPIs Qualitative Approach, Surveys, Interviews

    Infrastructure Assessment AS IS Example of dashboard produced by Bitergia. 100% open source! Goal Question Metric Approach + Plan-Do-Check-Act https://chaoss.github.io/grimoirelab/
  13. 14.

    Quantitative Approach, soft. development data, KPIs Qualitative Approach, Surveys, Interviews

    Infrastructure Assessment AS IS Is your infrastructure allowing a proper InnerSource process? What are your communication channels? How to low the barriers? Are there other options out there?
  14. 16.

    Key to Advance Define metrics to move from one level

    to the other Revisit those metrics and align business goals with them Document all of the steps and the metrics you have Related doc: Managing InnerSource Projects: Metrics Strategy - https://dicortazar.gitbooks.io/managing-inner-source-projects/content/
  15. 17.

    Maturity Model - Defining Metrics - Engagement Level 3 Efficient

    Level 2 Adoption Level 1 Exploration KPIs Level 0 Accidental KPIs Newcomers < 5 M Retention Rate < 3 M People leaving > 90% KPIs Newcomers < 50 M Retention Rate < 6 M People leaving 90% - 75% KPIs Newcomers < 5 M Retention Rate > 2 years People leaving < 25% ...
  16. 18.

    Step by Step Importance of metrics and KPIs for Innersource

    Quantitative Approach Maturity Assessment InnerSource Checklist InnerSource Commons Patterns Qualitative Approach
  17. 19.

    Conclusions What if There’s a common generic Maturity Model agreement

    Keep advancing in a common way of defining metrics Lessons learned from CHAOSS talk tomorrow! Keep advancing in new patterns to deal at each maturity level Have a look at prev. discussions to characterize this
  18. 21.

    “To measure is to know” “If you can not measure

    it, you cannot improve it” Lord Kelvin
  19. 24.

    • What is being done in the analyzed projects? •

    How many active projects do I contribute to? • What’s developers engagement level? • What is being modified and what’s left untouched for too long? • Who are the contributors to the analyzed projects? • Where are my developers? Where do they come from? • Who are my core, regular and casual developers? • What’s the talent rotation and retention level? • How fast are projects analyzed performing? • How are we dealing with issues and merge requests? • Where are the bottlenecks? • How are we dealing with the backlog?
  20. 25.

    Strategy Bitergia outlines organization strategy around software development to achieve

    organization’s business goals. Analysis Bitergia defines the data sources, questions and associated metrics to measure that provide the insights about goals status. Customization Bitergia deploy and operates its analytics platform to gather the data needed to answer the questions and metrics defined. Reporting Bitergia provides consistent reporting mechanisms, including dashboards, reports, and even data APIs for custom integrations. Bitergia Analytics Consultancy Bitergia Analytics Platform
  21. 26.

    Adopting open source development practices internally. InnerSource Program Offices (ISPO)

    Non-profit organizations managing open source projects. Open Source Software Foundations Open Source Program Offices (OSPO) Managing their relation with the open source projects they depend on.
  22. 27.

    Adopting open source development practices internally. InnerSource Program Offices (ISPO)

    Non-profit organizations managing open source projects. Open Source Software Foundations Open Source Program Offices (OSPO) Managing their relation with the open source projects they depend on. • Transparency level up • Organizational diversity • Members engagement • Fair play among coopetitors • Projects attraction and demographics • Management board composition • Company OSS ecosystem • Talent acquisition and retention • Company footprint in OSS • Consistent reporting mechanism • Developers engagement and talent retention • Cross-Collaboration • Onboarding mentoring • Reuse and optimization