the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed” https://www.chathamhouse.org/chatham-house-rule
development managers and executive managers in particular because adopting InnerSource requires significant efforts to make changes in the organization—whether these are implemented top-down or bottom-up…” http://innersourcecommons.org/events/isc-spring-2020/
Team A depends on Team B for accepting contributions That functionality is key for Team A The receiving team does not have resources/knowledge to write the contributed component
Distrust of contributions between teams If there is code ‘not invented here’ developers are reluctant Each team looks for their top-managers to achieve goals (loyalty may complicate resolution) Aversion to taking responsibility for others’ code
Address the fears of both dev. teams by establishing a 30 (+) day warranty period Provide clear contribution guidelines to set expectations (when giving and receiving)
Context The receiving team is willing to accept external contributions Increase transparency and fairness across business units Keeps in track the total effort and avoid this to become to heavy weight [Proven and Applied at PayPal]
abstraction showing a proven solution to a problem with a context Trusted Committer Start as an Experiment Dedicated Community Leader Metrics to make Decisions
for questions Daniel Izquierdo Cortázar <[email protected]> Bitergia - Director of Consulting and Customer Care, Cofounder InnerSource Commons - Member at the Board of Directors CHAOSS - Board Member @dizquierdo