/[gentoo]/xml/htdocs/proj/en/glep/glep-0004.xml
Gentoo

Contents of /xml/htdocs/proj/en/glep/glep-0004.xml

Parent Directory Parent Directory | Revision Log Revision Log


Revision 1.5 - (hide annotations) (download) (as text)
Wed Dec 19 04:11:00 2007 UTC (6 years, 9 months ago) by antarus
Branch: MAIN
Changes since 1.4: +9 -7 lines
File MIME type: application/xml
update glep 4

1 g2boojum 1.1 <?xml version='1.0' encoding="UTF-8"?>
2 antarus 1.5 <?xml-stylesheet href="/xsl/guide.xsl" type="text/xsl"?>
3     <!DOCTYPE guide SYSTEM "/dtd/guide.dtd">
4 klieber 1.3
5 g2boojum 1.1
6 antarus 1.5 <guide link="/proj/en/glep/glep-0004.xml">
7 g2boojum 1.1
8 antarus 1.5 <title>Gentoo top-level management structure proposal</title>
9 g2boojum 1.1 <author title = "Author">
10     <mail link = "drobbins@gentoo.org">Daniel Robbins</mail></author>
11     <author title = "Editor">
12     <mail link = "klieber@gentoo.org">Kurt Lieber</mail></author>
13    
14 antarus 1.5 <abstract>Gentoo top-level management structure proposal</abstract>
15 g2boojum 1.1 <version>1.0</version>
16     <date>24 Jun 2003</date>
17    
18 g2boojum 1.2 <chapter>
19     <title>GLEP Accepted and Superceded</title>
20     <section>
21     <body>
22     <note>This GLEP has been accepted, and it remains here solely
23     for historical purposes. To see the current Gentoo top-level
24     management structure, please visit
25     <uri>http://www.gentoo.org/doc/en/management-structure.xml</uri>.
26     </note>
27     </body>
28     </section>
29     </chapter>
30    
31    
32 g2boojum 1.1
33     <chapter>
34     <title>GLEP Header</title>
35     <section>
36     <body>
37     <table>
38     <tr>
39     <ti><b>GLEP:</b></ti>
40     <ti>4</ti>
41     </tr>
42     <tr>
43     <ti><b>Title:</b></ti>
44     <ti>Gentoo top-level management structure proposal</ti>
45     </tr>
46     <tr>
47     <ti><b>Version</b></ti>
48 antarus 1.5 <ti> $Revision: 1.4 $ </ti>
49 g2boojum 1.1 </tr>
50     <tr>
51     <ti><b>Last-Modified:</b></ti>
52 antarus 1.5 <ti> $Date: 2003/11/10 19:03:31 $ </ti>
53 g2boojum 1.1 </tr>
54     <tr>
55     <ti><b>Author:</b></ti>
56     <ti> Daniel Robbins &lt;drobbins@gentoo.org&gt; </ti>
57     </tr>
58     <tr>
59     <ti><b>Status:</b></ti>
60 antarus 1.5 <ti>Moribound</ti>
61 g2boojum 1.1 </tr>
62     <tr>
63     <ti><b>Content-Type:</b></ti>
64     <ti>text/xml</ti>
65     </tr>
66     <tr>
67     <ti><b>Created:</b></ti>
68     <ti>24-Jun-2003</ti>
69     </tr>
70     <tr>
71     <ti><b>Post-History:</b></ti>
72 g2boojum 1.2 <ti>30-Jun-2003</ti>
73 g2boojum 1.1 </tr>
74     </table>
75     </body>
76     </section>
77     </chapter>
78    
79    
80     <chapter>
81     <title>Gentoo top-level management structure proposal, DRAFT</title>
82     <section>
83     <title>What is the purpose of this proposal?</title>
84     <body>
85    
86    
87     <p>
88     The purpose of this proposal is to solve chronic management, coordination
89     and communication issues in the Gentoo project. In particular, currently we
90     have no clearly defined top-level management structure, and no official,
91     regular meetings to communicate status updates between developers serving
92     in critical roles. In general, most communication takes place on irc and
93     irregularly via email. There is also little to no accountability, even
94     at a high level, to complete projects on time.
95     </p>
96    
97    
98     <p>
99     Because of this current state of affairs, it is difficult to set goals and
100     track the status of projects. This lack of communication and coordination
101     also makes it difficult for top-level developers to manage their own
102     projects. In addition, we have the other chronic problem of not having
103     clearly-defined roles and scopes of executive decision-making authority for
104     top-level developers, which results in many top-level developers doubting
105     that they even have the authority to manage their own projects and
106     sub-projects. While this has *never* been the intention of top-level
107     developers, it is the unfortunate result of an unstructured development
108     process: no one knows what is going on, and everyone defers to the Chief
109     Architect for all executive decisions.
110     </p>
111    
112    
113     <p>
114     Clearly, a plan is needed to swiftly and permanently address these issues by
115     increasing communication, coordination, and accountability. Roles and scopes
116     of executive decision-making authority need to be defined for top developers
117     so that they have a clear mandate as well as accountability to manage their
118     projects and thus ensure their projects complete their appointed work
119     efficiently and on-schedule.
120     </p>
121    
122     </body>
123    
124     </section>
125     <section>
126     <title>How do we fix this?</title>
127    
128     <body>
129    
130    
131     <p>
132     This proposal suggests fixing this issue by creating an official top-level
133     management structure. This management structure will consist of the chief
134     architect and a group of developers that will be given the title of
135     "Top-level managers." Top-level managers will be accountable for the
136     projects they manage, and be responsible for communicating the status of
137     their projects to the rest of the top-level managers and chief architect,
138     among other things detailed later in this document.
139     </p>
140    
141    
142     <p> All the top-level projects in the Gentoo project will be clearly
143     defined, including with goals, sub-projects, members, roadmap and schedules.
144     The "Hardened Gentoo" page at
145     <uri>http://www.gentoo.org/proj/en/hardened/</uri> is an excellent example of
146     such a top-level project definition. </p>
147    
148    
149     <p>
150     Certain executive decision-making authority will be granted to these
151     projects, as agreed upon by the top-level managers and project members.
152     Then, a top-level manager or managers will be officially adopt projects.
153     These managers will be responsible for tracking the status of the project,
154     ensuring that the project meets targets and is generally managed properly.
155     Manager responsibilities are described in detail later in this document.
156     </p>
157    
158    
159     <p>
160     The operational manager of each top-level project will also be responsible
161     to report the status of the project in regular weekly status meetings in
162     which all top-level managers will participate. This regular communication
163     will allow proper coordination, goal-setting and scheduling to take place.
164     </p>
165    
166    
167    
168     </body>
169     </section>
170     <section>
171     <title>Types of management</title>
172     <body>
173    
174    
175     <p>
176     For top-level projects, there are currently two possible types of managers.
177     Each project must have at least one manager of each type, although one
178     person may serve both roles. The first type of manager is the operational
179     manager, who is granted executive authority for the day-to-day running of
180     the project. Because this person is directly involved in the day-to-day
181     running of the project, this person has the responsibility to communicate
182     project status to the rest of the top-level management team.
183     </p>
184    
185    
186     <p>
187     The other type of manager is the strategic manager. The tactical manager has
188     executive decision-making authority over the long-term strategic direction
189     of the project. This manager's involvement in the day-to-day operations of
190     the project is limited. Both strategic and operational management are equally
191     important for a successful project.
192     </p>
193     </body>
194     </section>
195     <section>
196     <title>Management team</title>
197     <body>
198     <p>Proposed initial top-level management team is as follows (in no
199     particular order):</p>
200     <ul>
201     <li>Seemant Kulleen (seemant)</li>
202     <li>Jay Pfeifer (pfeifer)</li>
203     <li>Joshua Brindle (method)</li>
204     <li>Kurt Lieber (klieber)</li>
205     <li>Nick Jones (carpaski)</li>
206     <li>Pieter Van den Abeele (pvdabeel)</li>
207     <li>Jon Portnoy (avenj)</li>
208     </ul>
209     <p>In addition to Daniel Robbins, serving as Chief Architect.</p>
210     </body>
211     </section>
212     <section>
213     <title>Management charter</title>
214     <body>
215    
216     <p>
217     1) Constructive, professional communication: All communication should be
218     focused on improving the management of Gentoo projects, should be
219     constructive in nature and should be shared in a friendly, professional
220     manner.
221     </p>
222    
223    
224     <p>
225     2) Accountability to peers: Allow fellow members of this list to hold us
226     accountable to follow-through on projects and meet deadlines. Keep fellow
227     members accountable.
228     </p>
229    
230    
231     <p>
232     3) Management of projects: empower managers to have the authority and
233     strategic direction necessary to properly manage thier projects and efforts
234     to ensure projects complete their appointed work on time.
235     </p>
236    
237    
238     <p>
239     4) Results: our expectation is that our efforts, when properly executed,
240     will result in the Gentoo project's ability to meet deadlines, have much
241     better communication and coordination throughout the entire project, higher
242     overall quality and a more positive experience for all.
243     </p>
244    
245     </body>
246     </section>
247    
248     <section>
249     <title>Manager responsibilities</title>
250     <body>
251    
252     <p>
253     Every top-level Gentoo project will have a clearly defined scope, and
254     clearly defined and explicit executive decision-making authority that will
255     be granted to managers of the project to exercise and/or delegate as they
256     see fit. Both the scope and any necessary decision-making authority must be
257     agreed upon by both the chief architect and project members. The scope and
258     executive authority of a project can be expanded over time as required as
259     approved by the top level managers.
260     </p>
261    
262    
263     <p>
264     In addition to decision-making authority, managers have the following
265     responsibilities:
266     </p>
267    
268     <ol>
269     <li>Keep a complete list of all projects and efforts you are managing,
270     and associated gentoo.org project page up-to-date
271     </li>
272    
273     <li>
274     Manage and track the status of these efforts. This includes active
275     direction as well as passive tracking of progress.
276     </li>
277    
278     <li>
279     Define clear goals, roadmaps and timelines (preliminary if necessary) for
280     every effort.
281     </li>
282    
283     <li>Proactively identify efforts that have problems and need help.
284     </li>
285    
286     <li>Ensure that your efforts are completed on-time, or that any efforts that
287     are behind-schedule are reported in a timely manner.</li>
288    
289     <li>Remain focused. Make sure that you are not managing more than you can
290     handle.</li>
291    
292     <li>Fulfill formal communication and coordination responsibilities required by
293     top-level managers (weekly meetings, etc.)</li>
294    
295     <li>Fulfill formal communication and coordination responsibilities required
296     by individual efforts (project meetings, communication with project members,
297     etc.) This is *important* -- our management of projects means that we
298     have the responsibility not only to communicate with our peers but
299     also those who we are managing. This communication should be frequent,
300     have a formal component (planned meetings, official status updates,
301     etc.) and model good management practices to members of our teams.
302     </li>
303    
304     <li>
305     <b>RECURSIVE FUNCTIONALITY</b>: At an appropriate time, implement these management
306     practices for *sub*-projects (define managers, clear sub-project goals,
307     grant executive authority) with you serving as primary authority.
308     </li>
309     </ol>
310     </body>
311     </section>
312     <section>
313     <title>gentoo-managers list</title>
314     <body>
315    
316     <p>
317     The gentoo-managers list will be created as the official email communications
318     channel for all top-level Gentoo Linux managers.
319     </p>
320    
321    
322     <p>
323     The tenative plan for top-level management coordination is as follows:
324     </p>
325    
326    
327     <p>
328     <b>Monday full status email:</b>
329     </p>
330    
331    
332     <p>
333     Every Monday afteroon, every member of this list posts a status summary of
334     projects/efforts that they are managing, as well as any items that they
335     would like to discuss "live" on IRC in the upcoming "live" meeting.
336     If you are unable to attend the "live" IRC meeting, an email to this
337     list mentioning your inability to attend should be posted by Monday
338     afternoon or before.
339     </p>
340    
341    
342     <p>
343     The goal of the Monday afternoon email is to get every other top-level
344     manager up to speed on the status of your efforts and any efforts
345     managed by you, and to have a tenative meeting agenda in place for the
346     "live" IRC meeting.
347     </p>
348    
349    
350     <p>
351     <b>Monday IRC chat:</b>
352     </p>
353    
354    
355     <p>
356     On Monday evening, we convene on irc for a "live" meeting.
357     The goal of this meeting isn't to provide status updates on our
358     projects, but to work out any outstanding hands-on issues relating to the
359     management of Gentoo Linux. These issues can include:
360     </p>
361    
362     <ol>
363     <li>Assignment of unmanaged projects</li>
364     <li>Resolving critical, time-sensitive problems</li>
365     <li>Trying to "fix" projects that are having trouble staying on-target</li>
366     <li>Sharing new ideas about how to coordinate our efforts better</li>
367     <li>Finding ways to improve our management of projects</li>
368     </ol>
369    
370     <p>
371     The goal of this live IRC chat is to provide a regular forum to resolve
372     tricky issues that benefit from real-time, "live" discussion. Generally,
373     this meeting should last no more than one hour if possible. Generally,
374     new ideas and practices should be discussed in this live meeting, with
375     the list being used for status updates and coordinated resolution of
376     critical issues.
377     </p>
378    
379    
380     <note>
381     Inability to attend due to time zone can be addressed by posting
382     the full IRC log to gentoo-managers and allowing non-attending members
383     to post ideas, comments and follow-ups.
384     </note>
385    
386    
387     <p>
388     <b>Thursday update:</b>
389     </p>
390    
391    
392     <p>
393     Every Thursday afternoon, every member of this list posts a "status
394     update" email, giving all members a quick, general update on any efforts
395     currently underway. This allows for some fairly rapid feedback for any
396     efforts that were started the previous Monday, and an opportunity to
397     recover from any efforts that have fallen off-target since the previous
398     Monday.
399     </p>
400    
401    
402     <p>
403     This email need not be exhaustive, but may be if necessary.
404     </p>
405    
406    
407     <p>
408     The goal of this update is to allow any problems with our projects to be
409     discussed and shared before the weekend, so that an adequate solution or
410     interim solution can be found before the weekend.
411     </p>
412     </body>
413     </section>
414     <section>
415     <title>Top-level metaprojects</title>
416    
417     <body>
418    
419     <p>
420     Top-level projects and <b>preliminary</b> top-level managerial assignments below.
421     Note that <b>sub-project</b> managers are generally not listed, but will be
422     defined in time. We are starting with the top levels first, then recursing
423     downwards.
424     </p>
425    
426 antarus 1.5 <pre caption="Management heiarchy">
427 g2boojum 1.1 gentoo-linux:
428     Gentoo Linux
429     strategic manager: drobbins, seemant
430     operational manager: seemant
431     back-up: avenj
432     sub-projects:
433     x86-stable: Gentoo Linux x86 stable branch
434     x86-unstable: Gentoo Linux x86 unstable branch
435     amd64
436     ppc
437     alpha
438     sparc
439     hppa
440     etc.
441    
442     kernel:
443     Kernel development
444     strategic manager: pfeifer (lolo?)
445     operational manager: pfeifer (lolo?)
446     sub-projects:
447     x86
448     amd64
449     ppc
450     alpha
451     sparc
452     hppa
453     etc.
454    
455     gentoo-alt:
456     Alternate operating system platform/special-purpose projects
457     strategic managers: drobbins, pvdabeel
458     operational manager: pvdabeel
459     sub-projects:
460     gentoo-bsd
461     gentoo-macos
462     livecd: Gentoo Linux LiveCD technology efforts
463    
464     hardened:
465     Hardened Gentoo -- efforts related to integrated security
466     techologies into Gentoo Linux.
467     strategic manager: method
468     operational manager: method
469     page: http://www.gentoo.org/proj/en/hardened/
470     sub-projects:
471     selinux
472     propolice
473     systrace
474     hardened-sources
475     grsecurity
476    
477     tools:
478     Useful Gentoo scripts and tools (for user or developer use, possibly
479     Portage-related)
480     strategic manager: pvdabeel
481     operational manager: pvdabeel
482     subprojects:
483     keychain
484     dynfw
485     eperl
486    
487     devrel:
488     General development management, developer relations
489     strategic managers: seemant, drobbins
490     operational manager: avenj
491     back-up: klieber
492     subprojects:
493     newdev: Recruiting of developers, enforcement of recruitment policy
494     devops: Day-to-day oversight of Gentoo development, commits
495    
496     releng:
497     Managing and coordinating release process
498     strategic manager: drobbins, seemant
499     operational manager: avenj
500     subprojects:
501     build: Management of stage/package building efforts on all architectures
502     install-doc: install documentation
503    
504     qa:
505     Explicit, proactive quality control efforts
506     strategic manager: drobbins
507     operational manager: seemant
508     subprojects:
509     bugs: Overseeing bug distribution/assigment/completion and responsiveness
510     security: Manage tracking and application of security fixes to packages
511     policy-doc: policy documentation
512    
513     pr:
514     Public relations efforts, contact with distrowatch.com, etc.
515     strategic manager: drobbins
516     operational manager: klieber
517     back-up: seemant
518     subprojects:
519     partners: Gentoo partnerships, liaison(s) to metapkg, Gentoo Games, Inc.
520     shows: Planning and organization for trade shows
521     gwn: Gentoo Weekly News
522    
523     portage:
524     Portage development, maintenance and new features implementation
525     strategic manager: drobbins
526     operational manager: carpaski
527     subprojects:
528     package-research: Research into new packaging technologies and capabilities
529     managers: carpaski, drobbins, pvdabeel
530    
531     infrastructure:
532     strategic manager: klieber
533     operational manager: klieber
534     gentoo.org Mirrors, servers, email, hosting, server security
535     subprojects:
536     mirrors: ftp, web and rsync mirrors
537     web: gentoo.org Web site design and related technology
538     doc: general documentation
539     </pre>
540     </body>
541     </section>
542    
543     </chapter>
544     </guide>
545    

  ViewVC Help
Powered by ViewVC 1.1.20