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Added Drobbins' proposal as a glep.

1 g2boojum 1.1 <?xml version='1.0' encoding="UTF-8"?>
2     <?xml-stylesheet href="/xsl/guide.xsl" type="text/xsl"?>
3    
4     <guide link="/doc/en/management-structure.xml">
5    
6     <author title = "Author">
7     <mail link = "drobbins@gentoo.org">Daniel Robbins</mail></author>
8     <author title = "Editor">
9     <mail link = "klieber@gentoo.org">Kurt Lieber</mail></author>
10    
11     <version>1.0</version>
12     <date>24 Jun 2003</date>
13     <abstract>Gentoo top-level management structure proposal, DRAFT</abstract>
14    
15    
16     <chapter>
17     <title>GLEP Header</title>
18     <section>
19     <body>
20     <table>
21     <tr>
22     <ti><b>GLEP:</b></ti>
23     <ti>4</ti>
24     </tr>
25     <tr>
26     <ti><b>Title:</b></ti>
27     <ti>Gentoo top-level management structure proposal</ti>
28     </tr>
29     <tr>
30     <ti><b>Version</b></ti>
31     <ti> $Revision: $ </ti>
32     </tr>
33     <tr>
34     <ti><b>Last-Modified:</b></ti>
35     <ti> $Date: $ </ti>
36     </tr>
37     <tr>
38     <ti><b>Author:</b></ti>
39     <ti> Daniel Robbins &lt;drobbins@gentoo.org&gt; </ti>
40     </tr>
41     <tr>
42     <ti><b>Status:</b></ti>
43     <ti>Draft</ti>
44     </tr>
45     <tr>
46     <ti><b>Content-Type:</b></ti>
47     <ti>text/xml</ti>
48     </tr>
49     <tr>
50     <ti><b>Created:</b></ti>
51     <ti>24-Jun-2003</ti>
52     </tr>
53     <tr>
54     <ti><b>Post-History:</b></ti>
55     <ti>29-Jun-2003</ti>
56     </tr>
57     </table>
58     </body>
59     </section>
60     </chapter>
61    
62    
63     <chapter>
64     <title>Gentoo top-level management structure proposal, DRAFT</title>
65     <section>
66     <title>What is the purpose of this proposal?</title>
67     <body>
68    
69    
70     <p>
71     The purpose of this proposal is to solve chronic management, coordination
72     and communication issues in the Gentoo project. In particular, currently we
73     have no clearly defined top-level management structure, and no official,
74     regular meetings to communicate status updates between developers serving
75     in critical roles. In general, most communication takes place on irc and
76     irregularly via email. There is also little to no accountability, even
77     at a high level, to complete projects on time.
78     </p>
79    
80    
81     <p>
82     Because of this current state of affairs, it is difficult to set goals and
83     track the status of projects. This lack of communication and coordination
84     also makes it difficult for top-level developers to manage their own
85     projects. In addition, we have the other chronic problem of not having
86     clearly-defined roles and scopes of executive decision-making authority for
87     top-level developers, which results in many top-level developers doubting
88     that they even have the authority to manage their own projects and
89     sub-projects. While this has *never* been the intention of top-level
90     developers, it is the unfortunate result of an unstructured development
91     process: no one knows what is going on, and everyone defers to the Chief
92     Architect for all executive decisions.
93     </p>
94    
95    
96     <p>
97     Clearly, a plan is needed to swiftly and permanently address these issues by
98     increasing communication, coordination, and accountability. Roles and scopes
99     of executive decision-making authority need to be defined for top developers
100     so that they have a clear mandate as well as accountability to manage their
101     projects and thus ensure their projects complete their appointed work
102     efficiently and on-schedule.
103     </p>
104    
105     </body>
106    
107     </section>
108     <section>
109     <title>How do we fix this?</title>
110    
111     <body>
112    
113    
114     <p>
115     This proposal suggests fixing this issue by creating an official top-level
116     management structure. This management structure will consist of the chief
117     architect and a group of developers that will be given the title of
118     "Top-level managers." Top-level managers will be accountable for the
119     projects they manage, and be responsible for communicating the status of
120     their projects to the rest of the top-level managers and chief architect,
121     among other things detailed later in this document.
122     </p>
123    
124    
125     <p> All the top-level projects in the Gentoo project will be clearly
126     defined, including with goals, sub-projects, members, roadmap and schedules.
127     The "Hardened Gentoo" page at
128     <uri>http://www.gentoo.org/proj/en/hardened/</uri> is an excellent example of
129     such a top-level project definition. </p>
130    
131    
132     <p>
133     Certain executive decision-making authority will be granted to these
134     projects, as agreed upon by the top-level managers and project members.
135     Then, a top-level manager or managers will be officially adopt projects.
136     These managers will be responsible for tracking the status of the project,
137     ensuring that the project meets targets and is generally managed properly.
138     Manager responsibilities are described in detail later in this document.
139     </p>
140    
141    
142     <p>
143     The operational manager of each top-level project will also be responsible
144     to report the status of the project in regular weekly status meetings in
145     which all top-level managers will participate. This regular communication
146     will allow proper coordination, goal-setting and scheduling to take place.
147     </p>
148    
149    
150    
151     </body>
152     </section>
153     <section>
154     <title>Types of management</title>
155     <body>
156    
157    
158     <p>
159     For top-level projects, there are currently two possible types of managers.
160     Each project must have at least one manager of each type, although one
161     person may serve both roles. The first type of manager is the operational
162     manager, who is granted executive authority for the day-to-day running of
163     the project. Because this person is directly involved in the day-to-day
164     running of the project, this person has the responsibility to communicate
165     project status to the rest of the top-level management team.
166     </p>
167    
168    
169     <p>
170     The other type of manager is the strategic manager. The tactical manager has
171     executive decision-making authority over the long-term strategic direction
172     of the project. This manager's involvement in the day-to-day operations of
173     the project is limited. Both strategic and operational management are equally
174     important for a successful project.
175     </p>
176     </body>
177     </section>
178     <section>
179     <title>Management team</title>
180     <body>
181     <p>Proposed initial top-level management team is as follows (in no
182     particular order):</p>
183     <ul>
184     <li>Seemant Kulleen (seemant)</li>
185     <li>Jay Pfeifer (pfeifer)</li>
186     <li>Joshua Brindle (method)</li>
187     <li>Kurt Lieber (klieber)</li>
188     <li>Nick Jones (carpaski)</li>
189     <li>Pieter Van den Abeele (pvdabeel)</li>
190     <li>Jon Portnoy (avenj)</li>
191     </ul>
192     <p>In addition to Daniel Robbins, serving as Chief Architect.</p>
193     </body>
194     </section>
195     <section>
196     <title>Management charter</title>
197     <body>
198    
199     <p>
200     1) Constructive, professional communication: All communication should be
201     focused on improving the management of Gentoo projects, should be
202     constructive in nature and should be shared in a friendly, professional
203     manner.
204     </p>
205    
206    
207     <p>
208     2) Accountability to peers: Allow fellow members of this list to hold us
209     accountable to follow-through on projects and meet deadlines. Keep fellow
210     members accountable.
211     </p>
212    
213    
214     <p>
215     3) Management of projects: empower managers to have the authority and
216     strategic direction necessary to properly manage thier projects and efforts
217     to ensure projects complete their appointed work on time.
218     </p>
219    
220    
221     <p>
222     4) Results: our expectation is that our efforts, when properly executed,
223     will result in the Gentoo project's ability to meet deadlines, have much
224     better communication and coordination throughout the entire project, higher
225     overall quality and a more positive experience for all.
226     </p>
227    
228     </body>
229     </section>
230    
231     <section>
232     <title>Manager responsibilities</title>
233     <body>
234    
235     <p>
236     Every top-level Gentoo project will have a clearly defined scope, and
237     clearly defined and explicit executive decision-making authority that will
238     be granted to managers of the project to exercise and/or delegate as they
239     see fit. Both the scope and any necessary decision-making authority must be
240     agreed upon by both the chief architect and project members. The scope and
241     executive authority of a project can be expanded over time as required as
242     approved by the top level managers.
243     </p>
244    
245    
246     <p>
247     In addition to decision-making authority, managers have the following
248     responsibilities:
249     </p>
250    
251     <ol>
252     <li>Keep a complete list of all projects and efforts you are managing,
253     and associated gentoo.org project page up-to-date
254     </li>
255    
256     <li>
257     Manage and track the status of these efforts. This includes active
258     direction as well as passive tracking of progress.
259     </li>
260    
261     <li>
262     Define clear goals, roadmaps and timelines (preliminary if necessary) for
263     every effort.
264     </li>
265    
266     <li>Proactively identify efforts that have problems and need help.
267     </li>
268    
269     <li>Ensure that your efforts are completed on-time, or that any efforts that
270     are behind-schedule are reported in a timely manner.</li>
271    
272     <li>Remain focused. Make sure that you are not managing more than you can
273     handle.</li>
274    
275     <li>Fulfill formal communication and coordination responsibilities required by
276     top-level managers (weekly meetings, etc.)</li>
277    
278     <li>Fulfill formal communication and coordination responsibilities required
279     by individual efforts (project meetings, communication with project members,
280     etc.) This is *important* -- our management of projects means that we
281     have the responsibility not only to communicate with our peers but
282     also those who we are managing. This communication should be frequent,
283     have a formal component (planned meetings, official status updates,
284     etc.) and model good management practices to members of our teams.
285     </li>
286    
287     <li>
288     <b>RECURSIVE FUNCTIONALITY</b>: At an appropriate time, implement these management
289     practices for *sub*-projects (define managers, clear sub-project goals,
290     grant executive authority) with you serving as primary authority.
291     </li>
292     </ol>
293     </body>
294     </section>
295     <section>
296     <title>gentoo-managers list</title>
297     <body>
298    
299     <p>
300     The gentoo-managers list will be created as the official email communications
301     channel for all top-level Gentoo Linux managers.
302     </p>
303    
304    
305     <p>
306     The tenative plan for top-level management coordination is as follows:
307     </p>
308    
309    
310     <p>
311     <b>Monday full status email:</b>
312     </p>
313    
314    
315     <p>
316     Every Monday afteroon, every member of this list posts a status summary of
317     projects/efforts that they are managing, as well as any items that they
318     would like to discuss "live" on IRC in the upcoming "live" meeting.
319     If you are unable to attend the "live" IRC meeting, an email to this
320     list mentioning your inability to attend should be posted by Monday
321     afternoon or before.
322     </p>
323    
324    
325     <p>
326     The goal of the Monday afternoon email is to get every other top-level
327     manager up to speed on the status of your efforts and any efforts
328     managed by you, and to have a tenative meeting agenda in place for the
329     "live" IRC meeting.
330     </p>
331    
332    
333     <p>
334     <b>Monday IRC chat:</b>
335     </p>
336    
337    
338     <p>
339     On Monday evening, we convene on irc for a "live" meeting.
340     The goal of this meeting isn't to provide status updates on our
341     projects, but to work out any outstanding hands-on issues relating to the
342     management of Gentoo Linux. These issues can include:
343     </p>
344    
345     <ol>
346     <li>Assignment of unmanaged projects</li>
347     <li>Resolving critical, time-sensitive problems</li>
348     <li>Trying to "fix" projects that are having trouble staying on-target</li>
349     <li>Sharing new ideas about how to coordinate our efforts better</li>
350     <li>Finding ways to improve our management of projects</li>
351     </ol>
352    
353     <p>
354     The goal of this live IRC chat is to provide a regular forum to resolve
355     tricky issues that benefit from real-time, "live" discussion. Generally,
356     this meeting should last no more than one hour if possible. Generally,
357     new ideas and practices should be discussed in this live meeting, with
358     the list being used for status updates and coordinated resolution of
359     critical issues.
360     </p>
361    
362    
363     <note>
364     Inability to attend due to time zone can be addressed by posting
365     the full IRC log to gentoo-managers and allowing non-attending members
366     to post ideas, comments and follow-ups.
367     </note>
368    
369    
370     <p>
371     <b>Thursday update:</b>
372     </p>
373    
374    
375     <p>
376     Every Thursday afternoon, every member of this list posts a "status
377     update" email, giving all members a quick, general update on any efforts
378     currently underway. This allows for some fairly rapid feedback for any
379     efforts that were started the previous Monday, and an opportunity to
380     recover from any efforts that have fallen off-target since the previous
381     Monday.
382     </p>
383    
384    
385     <p>
386     This email need not be exhaustive, but may be if necessary.
387     </p>
388    
389    
390     <p>
391     The goal of this update is to allow any problems with our projects to be
392     discussed and shared before the weekend, so that an adequate solution or
393     interim solution can be found before the weekend.
394     </p>
395     </body>
396     </section>
397     <section>
398     <title>Top-level metaprojects</title>
399    
400     <body>
401    
402     <p>
403     Top-level projects and <b>preliminary</b> top-level managerial assignments below.
404     Note that <b>sub-project</b> managers are generally not listed, but will be
405     defined in time. We are starting with the top levels first, then recursing
406     downwards.
407     </p>
408    
409    
410     <pre>
411     gentoo-linux:
412     Gentoo Linux
413     strategic manager: drobbins, seemant
414     operational manager: seemant
415     back-up: avenj
416     sub-projects:
417     x86-stable: Gentoo Linux x86 stable branch
418     x86-unstable: Gentoo Linux x86 unstable branch
419     amd64
420     ppc
421     alpha
422     sparc
423     hppa
424     etc.
425    
426     kernel:
427     Kernel development
428     strategic manager: pfeifer (lolo?)
429     operational manager: pfeifer (lolo?)
430     sub-projects:
431     x86
432     amd64
433     ppc
434     alpha
435     sparc
436     hppa
437     etc.
438    
439     gentoo-alt:
440     Alternate operating system platform/special-purpose projects
441     strategic managers: drobbins, pvdabeel
442     operational manager: pvdabeel
443     sub-projects:
444     gentoo-bsd
445     gentoo-macos
446     livecd: Gentoo Linux LiveCD technology efforts
447    
448     hardened:
449     Hardened Gentoo -- efforts related to integrated security
450     techologies into Gentoo Linux.
451     strategic manager: method
452     operational manager: method
453     page: http://www.gentoo.org/proj/en/hardened/
454     sub-projects:
455     selinux
456     propolice
457     systrace
458     hardened-sources
459     grsecurity
460    
461     tools:
462     Useful Gentoo scripts and tools (for user or developer use, possibly
463     Portage-related)
464     strategic manager: pvdabeel
465     operational manager: pvdabeel
466     subprojects:
467     keychain
468     dynfw
469     eperl
470    
471     devrel:
472     General development management, developer relations
473     strategic managers: seemant, drobbins
474     operational manager: avenj
475     back-up: klieber
476     subprojects:
477     newdev: Recruiting of developers, enforcement of recruitment policy
478     devops: Day-to-day oversight of Gentoo development, commits
479    
480     releng:
481     Managing and coordinating release process
482     strategic manager: drobbins, seemant
483     operational manager: avenj
484     subprojects:
485     build: Management of stage/package building efforts on all architectures
486     install-doc: install documentation
487    
488     qa:
489     Explicit, proactive quality control efforts
490     strategic manager: drobbins
491     operational manager: seemant
492     subprojects:
493     bugs: Overseeing bug distribution/assigment/completion and responsiveness
494     security: Manage tracking and application of security fixes to packages
495     policy-doc: policy documentation
496    
497     pr:
498     Public relations efforts, contact with distrowatch.com, etc.
499     strategic manager: drobbins
500     operational manager: klieber
501     back-up: seemant
502     subprojects:
503     partners: Gentoo partnerships, liaison(s) to metapkg, Gentoo Games, Inc.
504     shows: Planning and organization for trade shows
505     gwn: Gentoo Weekly News
506    
507     portage:
508     Portage development, maintenance and new features implementation
509     strategic manager: drobbins
510     operational manager: carpaski
511     subprojects:
512     package-research: Research into new packaging technologies and capabilities
513     managers: carpaski, drobbins, pvdabeel
514    
515     infrastructure:
516     strategic manager: klieber
517     operational manager: klieber
518     gentoo.org Mirrors, servers, email, hosting, server security
519     subprojects:
520     mirrors: ftp, web and rsync mirrors
521     web: gentoo.org Web site design and related technology
522     doc: general documentation
523     </pre>
524     </body>
525     </section>
526    
527     </chapter>
528     </guide>
529    

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