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Added Drobbins' proposal as a glep.

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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