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1 <?xml version='1.0' encoding="UTF-8"?>
2 <?xml-stylesheet href="/xsl/guide.xsl" type="text/xsl"?>
3 <!DOCTYPE guide SYSTEM "/dtd/guide.dtd">
4
5
6 <guide>
7
8 <title>Gentoo top-level management structure proposal</title>
9 <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 <abstract>Gentoo top-level management structure proposal</abstract>
15 <version>1.0</version>
16 <date>24 Jun 2003</date>
17
18 <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GLEP Accepted and Superceded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
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 <ti> $Revision: 1.5 $ </ti>
49 </tr>
50 <tr>
51 <ti><b>Last-Modified:</b></ti>
52 <ti> $Date: 2007/12/19 04:11:00 $ </ti>
53 </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 <ti>Moribound</ti>
61 </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 <ti>30-Jun-2003</ti>
73 </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 <pre caption="Management heiarchy">
427 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

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