/[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 1.2 - (show annotations) (download) (as text)
Mon Jun 30 21:19:42 2003 UTC (11 years, 2 months ago) by g2boojum
Branch: MAIN
Changes since 1.1: +18 -4 lines
File MIME type: application/xml
Mark GLEP 4 as accepted and add a URI that informs users where to look for
current info.

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 <chapter>
16 <title>GLEP Accepted and Superceded</title>
17 <section>
18 <body>
19 <note>This GLEP has been accepted, and it remains here solely
20 for historical purposes. To see the current Gentoo top-level
21 management structure, please visit
22 <uri>http://www.gentoo.org/doc/en/management-structure.xml</uri>.
23 </note>
24 </body>
25 </section>
26 </chapter>
27
28
29
30 <chapter>
31 <title>GLEP Header</title>
32 <section>
33 <body>
34 <table>
35 <tr>
36 <ti><b>GLEP:</b></ti>
37 <ti>4</ti>
38 </tr>
39 <tr>
40 <ti><b>Title:</b></ti>
41 <ti>Gentoo top-level management structure proposal</ti>
42 </tr>
43 <tr>
44 <ti><b>Version</b></ti>
45 <ti> $Revision: 1.1 $ </ti>
46 </tr>
47 <tr>
48 <ti><b>Last-Modified:</b></ti>
49 <ti> $Date: 2003/06/29 18:27:55 $ </ti>
50 </tr>
51 <tr>
52 <ti><b>Author:</b></ti>
53 <ti> Daniel Robbins &lt;drobbins@gentoo.org&gt; </ti>
54 </tr>
55 <tr>
56 <ti><b>Status:</b></ti>
57 <ti>Accepted</ti>
58 </tr>
59 <tr>
60 <ti><b>Content-Type:</b></ti>
61 <ti>text/xml</ti>
62 </tr>
63 <tr>
64 <ti><b>Created:</b></ti>
65 <ti>24-Jun-2003</ti>
66 </tr>
67 <tr>
68 <ti><b>Post-History:</b></ti>
69 <ti>30-Jun-2003</ti>
70 </tr>
71 </table>
72 </body>
73 </section>
74 </chapter>
75
76
77 <chapter>
78 <title>Gentoo top-level management structure proposal, DRAFT</title>
79 <section>
80 <title>What is the purpose of this proposal?</title>
81 <body>
82
83
84 <p>
85 The purpose of this proposal is to solve chronic management, coordination
86 and communication issues in the Gentoo project. In particular, currently we
87 have no clearly defined top-level management structure, and no official,
88 regular meetings to communicate status updates between developers serving
89 in critical roles. In general, most communication takes place on irc and
90 irregularly via email. There is also little to no accountability, even
91 at a high level, to complete projects on time.
92 </p>
93
94
95 <p>
96 Because of this current state of affairs, it is difficult to set goals and
97 track the status of projects. This lack of communication and coordination
98 also makes it difficult for top-level developers to manage their own
99 projects. In addition, we have the other chronic problem of not having
100 clearly-defined roles and scopes of executive decision-making authority for
101 top-level developers, which results in many top-level developers doubting
102 that they even have the authority to manage their own projects and
103 sub-projects. While this has *never* been the intention of top-level
104 developers, it is the unfortunate result of an unstructured development
105 process: no one knows what is going on, and everyone defers to the Chief
106 Architect for all executive decisions.
107 </p>
108
109
110 <p>
111 Clearly, a plan is needed to swiftly and permanently address these issues by
112 increasing communication, coordination, and accountability. Roles and scopes
113 of executive decision-making authority need to be defined for top developers
114 so that they have a clear mandate as well as accountability to manage their
115 projects and thus ensure their projects complete their appointed work
116 efficiently and on-schedule.
117 </p>
118
119 </body>
120
121 </section>
122 <section>
123 <title>How do we fix this?</title>
124
125 <body>
126
127
128 <p>
129 This proposal suggests fixing this issue by creating an official top-level
130 management structure. This management structure will consist of the chief
131 architect and a group of developers that will be given the title of
132 "Top-level managers." Top-level managers will be accountable for the
133 projects they manage, and be responsible for communicating the status of
134 their projects to the rest of the top-level managers and chief architect,
135 among other things detailed later in this document.
136 </p>
137
138
139 <p> All the top-level projects in the Gentoo project will be clearly
140 defined, including with goals, sub-projects, members, roadmap and schedules.
141 The "Hardened Gentoo" page at
142 <uri>http://www.gentoo.org/proj/en/hardened/</uri> is an excellent example of
143 such a top-level project definition. </p>
144
145
146 <p>
147 Certain executive decision-making authority will be granted to these
148 projects, as agreed upon by the top-level managers and project members.
149 Then, a top-level manager or managers will be officially adopt projects.
150 These managers will be responsible for tracking the status of the project,
151 ensuring that the project meets targets and is generally managed properly.
152 Manager responsibilities are described in detail later in this document.
153 </p>
154
155
156 <p>
157 The operational manager of each top-level project will also be responsible
158 to report the status of the project in regular weekly status meetings in
159 which all top-level managers will participate. This regular communication
160 will allow proper coordination, goal-setting and scheduling to take place.
161 </p>
162
163
164
165 </body>
166 </section>
167 <section>
168 <title>Types of management</title>
169 <body>
170
171
172 <p>
173 For top-level projects, there are currently two possible types of managers.
174 Each project must have at least one manager of each type, although one
175 person may serve both roles. The first type of manager is the operational
176 manager, who is granted executive authority for the day-to-day running of
177 the project. Because this person is directly involved in the day-to-day
178 running of the project, this person has the responsibility to communicate
179 project status to the rest of the top-level management team.
180 </p>
181
182
183 <p>
184 The other type of manager is the strategic manager. The tactical manager has
185 executive decision-making authority over the long-term strategic direction
186 of the project. This manager's involvement in the day-to-day operations of
187 the project is limited. Both strategic and operational management are equally
188 important for a successful project.
189 </p>
190 </body>
191 </section>
192 <section>
193 <title>Management team</title>
194 <body>
195 <p>Proposed initial top-level management team is as follows (in no
196 particular order):</p>
197 <ul>
198 <li>Seemant Kulleen (seemant)</li>
199 <li>Jay Pfeifer (pfeifer)</li>
200 <li>Joshua Brindle (method)</li>
201 <li>Kurt Lieber (klieber)</li>
202 <li>Nick Jones (carpaski)</li>
203 <li>Pieter Van den Abeele (pvdabeel)</li>
204 <li>Jon Portnoy (avenj)</li>
205 </ul>
206 <p>In addition to Daniel Robbins, serving as Chief Architect.</p>
207 </body>
208 </section>
209 <section>
210 <title>Management charter</title>
211 <body>
212
213 <p>
214 1) Constructive, professional communication: All communication should be
215 focused on improving the management of Gentoo projects, should be
216 constructive in nature and should be shared in a friendly, professional
217 manner.
218 </p>
219
220
221 <p>
222 2) Accountability to peers: Allow fellow members of this list to hold us
223 accountable to follow-through on projects and meet deadlines. Keep fellow
224 members accountable.
225 </p>
226
227
228 <p>
229 3) Management of projects: empower managers to have the authority and
230 strategic direction necessary to properly manage thier projects and efforts
231 to ensure projects complete their appointed work on time.
232 </p>
233
234
235 <p>
236 4) Results: our expectation is that our efforts, when properly executed,
237 will result in the Gentoo project's ability to meet deadlines, have much
238 better communication and coordination throughout the entire project, higher
239 overall quality and a more positive experience for all.
240 </p>
241
242 </body>
243 </section>
244
245 <section>
246 <title>Manager responsibilities</title>
247 <body>
248
249 <p>
250 Every top-level Gentoo project will have a clearly defined scope, and
251 clearly defined and explicit executive decision-making authority that will
252 be granted to managers of the project to exercise and/or delegate as they
253 see fit. Both the scope and any necessary decision-making authority must be
254 agreed upon by both the chief architect and project members. The scope and
255 executive authority of a project can be expanded over time as required as
256 approved by the top level managers.
257 </p>
258
259
260 <p>
261 In addition to decision-making authority, managers have the following
262 responsibilities:
263 </p>
264
265 <ol>
266 <li>Keep a complete list of all projects and efforts you are managing,
267 and associated gentoo.org project page up-to-date
268 </li>
269
270 <li>
271 Manage and track the status of these efforts. This includes active
272 direction as well as passive tracking of progress.
273 </li>
274
275 <li>
276 Define clear goals, roadmaps and timelines (preliminary if necessary) for
277 every effort.
278 </li>
279
280 <li>Proactively identify efforts that have problems and need help.
281 </li>
282
283 <li>Ensure that your efforts are completed on-time, or that any efforts that
284 are behind-schedule are reported in a timely manner.</li>
285
286 <li>Remain focused. Make sure that you are not managing more than you can
287 handle.</li>
288
289 <li>Fulfill formal communication and coordination responsibilities required by
290 top-level managers (weekly meetings, etc.)</li>
291
292 <li>Fulfill formal communication and coordination responsibilities required
293 by individual efforts (project meetings, communication with project members,
294 etc.) This is *important* -- our management of projects means that we
295 have the responsibility not only to communicate with our peers but
296 also those who we are managing. This communication should be frequent,
297 have a formal component (planned meetings, official status updates,
298 etc.) and model good management practices to members of our teams.
299 </li>
300
301 <li>
302 <b>RECURSIVE FUNCTIONALITY</b>: At an appropriate time, implement these management
303 practices for *sub*-projects (define managers, clear sub-project goals,
304 grant executive authority) with you serving as primary authority.
305 </li>
306 </ol>
307 </body>
308 </section>
309 <section>
310 <title>gentoo-managers list</title>
311 <body>
312
313 <p>
314 The gentoo-managers list will be created as the official email communications
315 channel for all top-level Gentoo Linux managers.
316 </p>
317
318
319 <p>
320 The tenative plan for top-level management coordination is as follows:
321 </p>
322
323
324 <p>
325 <b>Monday full status email:</b>
326 </p>
327
328
329 <p>
330 Every Monday afteroon, every member of this list posts a status summary of
331 projects/efforts that they are managing, as well as any items that they
332 would like to discuss "live" on IRC in the upcoming "live" meeting.
333 If you are unable to attend the "live" IRC meeting, an email to this
334 list mentioning your inability to attend should be posted by Monday
335 afternoon or before.
336 </p>
337
338
339 <p>
340 The goal of the Monday afternoon email is to get every other top-level
341 manager up to speed on the status of your efforts and any efforts
342 managed by you, and to have a tenative meeting agenda in place for the
343 "live" IRC meeting.
344 </p>
345
346
347 <p>
348 <b>Monday IRC chat:</b>
349 </p>
350
351
352 <p>
353 On Monday evening, we convene on irc for a "live" meeting.
354 The goal of this meeting isn't to provide status updates on our
355 projects, but to work out any outstanding hands-on issues relating to the
356 management of Gentoo Linux. These issues can include:
357 </p>
358
359 <ol>
360 <li>Assignment of unmanaged projects</li>
361 <li>Resolving critical, time-sensitive problems</li>
362 <li>Trying to "fix" projects that are having trouble staying on-target</li>
363 <li>Sharing new ideas about how to coordinate our efforts better</li>
364 <li>Finding ways to improve our management of projects</li>
365 </ol>
366
367 <p>
368 The goal of this live IRC chat is to provide a regular forum to resolve
369 tricky issues that benefit from real-time, "live" discussion. Generally,
370 this meeting should last no more than one hour if possible. Generally,
371 new ideas and practices should be discussed in this live meeting, with
372 the list being used for status updates and coordinated resolution of
373 critical issues.
374 </p>
375
376
377 <note>
378 Inability to attend due to time zone can be addressed by posting
379 the full IRC log to gentoo-managers and allowing non-attending members
380 to post ideas, comments and follow-ups.
381 </note>
382
383
384 <p>
385 <b>Thursday update:</b>
386 </p>
387
388
389 <p>
390 Every Thursday afternoon, every member of this list posts a "status
391 update" email, giving all members a quick, general update on any efforts
392 currently underway. This allows for some fairly rapid feedback for any
393 efforts that were started the previous Monday, and an opportunity to
394 recover from any efforts that have fallen off-target since the previous
395 Monday.
396 </p>
397
398
399 <p>
400 This email need not be exhaustive, but may be if necessary.
401 </p>
402
403
404 <p>
405 The goal of this update is to allow any problems with our projects to be
406 discussed and shared before the weekend, so that an adequate solution or
407 interim solution can be found before the weekend.
408 </p>
409 </body>
410 </section>
411 <section>
412 <title>Top-level metaprojects</title>
413
414 <body>
415
416 <p>
417 Top-level projects and <b>preliminary</b> top-level managerial assignments below.
418 Note that <b>sub-project</b> managers are generally not listed, but will be
419 defined in time. We are starting with the top levels first, then recursing
420 downwards.
421 </p>
422
423
424 <pre>
425 gentoo-linux:
426 Gentoo Linux
427 strategic manager: drobbins, seemant
428 operational manager: seemant
429 back-up: avenj
430 sub-projects:
431 x86-stable: Gentoo Linux x86 stable branch
432 x86-unstable: Gentoo Linux x86 unstable branch
433 amd64
434 ppc
435 alpha
436 sparc
437 hppa
438 etc.
439
440 kernel:
441 Kernel development
442 strategic manager: pfeifer (lolo?)
443 operational manager: pfeifer (lolo?)
444 sub-projects:
445 x86
446 amd64
447 ppc
448 alpha
449 sparc
450 hppa
451 etc.
452
453 gentoo-alt:
454 Alternate operating system platform/special-purpose projects
455 strategic managers: drobbins, pvdabeel
456 operational manager: pvdabeel
457 sub-projects:
458 gentoo-bsd
459 gentoo-macos
460 livecd: Gentoo Linux LiveCD technology efforts
461
462 hardened:
463 Hardened Gentoo -- efforts related to integrated security
464 techologies into Gentoo Linux.
465 strategic manager: method
466 operational manager: method
467 page: http://www.gentoo.org/proj/en/hardened/
468 sub-projects:
469 selinux
470 propolice
471 systrace
472 hardened-sources
473 grsecurity
474
475 tools:
476 Useful Gentoo scripts and tools (for user or developer use, possibly
477 Portage-related)
478 strategic manager: pvdabeel
479 operational manager: pvdabeel
480 subprojects:
481 keychain
482 dynfw
483 eperl
484
485 devrel:
486 General development management, developer relations
487 strategic managers: seemant, drobbins
488 operational manager: avenj
489 back-up: klieber
490 subprojects:
491 newdev: Recruiting of developers, enforcement of recruitment policy
492 devops: Day-to-day oversight of Gentoo development, commits
493
494 releng:
495 Managing and coordinating release process
496 strategic manager: drobbins, seemant
497 operational manager: avenj
498 subprojects:
499 build: Management of stage/package building efforts on all architectures
500 install-doc: install documentation
501
502 qa:
503 Explicit, proactive quality control efforts
504 strategic manager: drobbins
505 operational manager: seemant
506 subprojects:
507 bugs: Overseeing bug distribution/assigment/completion and responsiveness
508 security: Manage tracking and application of security fixes to packages
509 policy-doc: policy documentation
510
511 pr:
512 Public relations efforts, contact with distrowatch.com, etc.
513 strategic manager: drobbins
514 operational manager: klieber
515 back-up: seemant
516 subprojects:
517 partners: Gentoo partnerships, liaison(s) to metapkg, Gentoo Games, Inc.
518 shows: Planning and organization for trade shows
519 gwn: Gentoo Weekly News
520
521 portage:
522 Portage development, maintenance and new features implementation
523 strategic manager: drobbins
524 operational manager: carpaski
525 subprojects:
526 package-research: Research into new packaging technologies and capabilities
527 managers: carpaski, drobbins, pvdabeel
528
529 infrastructure:
530 strategic manager: klieber
531 operational manager: klieber
532 gentoo.org Mirrors, servers, email, hosting, server security
533 subprojects:
534 mirrors: ftp, web and rsync mirrors
535 web: gentoo.org Web site design and related technology
536 doc: general documentation
537 </pre>
538 </body>
539 </section>
540
541 </chapter>
542 </guide>
543

  ViewVC Help
Powered by ViewVC 1.1.20