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From YouTube: CHAOSS D&I Working Group Call 2-10-21
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A
Minutes
are
back
in
the
chat
all
right,
so
why
don't
we
go
ahead
and
get
started
thanks
to
everybody
for
joining
the
dni
call?
If
you
could
please
take
a
minute
and
add
yourself
to
the
minutes,
tell.
A
B
That
would
be
great
sure
this
time
on
the
call
yep
that'd
be
great,
so
hey
jim
st
ledger
based
in
phoenix
arizona,
but
I
I
see
the
elizabeth
comet
buried
in
snow
if
you're
burying
us
now
I'd
love
to
be
there,
because
I'm
a
big
snow
guy
grew
up
in
the
northeast
in
the
snow.
When
people
say
I'd,
love
to
leave,
it
moved
to
arizona,
but
I
moved
to
phoenix
and
like
to
drive
north
a
few
hours
to
be
in
the
snow,
been
an
intel
about
20
years
or
so
day.
B
Job
is
largely
around
open
source
software
communities,
not
from
a
tech
dev
perspective
more
from
a
strategy.
You
know
marketing
how
it
fits
into
our
of
all
plants
and
representing
intel
in
a
lot
of
different
communities.
B
Lately
focused
on
networking
edge
and
cloud
native
communities
internally
at
intel,
I've
been
involved
in
a
lot
of
our
diversity.
Inclusion
work
very
specifically
around
disability
inclusion,
so
I
spent
a
lot
of
time
in
those
communities.
I've
got
three
kids.
B
Each
of
them
have
disabilities,
ranging
from
autism
spectrum
to
a
daughter,
who's,
blind
and
then
over
the
years
just
have
been
involved
in
disability
related
things,
and
I
found
you
guys
through
talking
to
angela
brown
about
things
at
kubecon
and
other
events
and
how
myself,
as
a
person
who
spends
time
in
disabled
communities,
sees
events
trying
to
do
accommodations
and
she's
like
well.
The
chaos
folks
gave
us
some
guidance
on
that.
So
came
off
and
talked
to
nicole,
who
works
at
intel
that,
I
think,
has
been
involved
with
you
guys.
A
A
Yes
and
she's
awesome,
so
all
right
so
today,
if
you
I,
I
guess
I'll,
facilitate
that's
cool.
We
can
co-facilitate
like
we
always
do
in
this
one.
So
a
couple
things
that
I
wanted
to
kind
of
talk
about
today
is
one
we
have
a.
A
A
B
A
A
It's
a
little
like
chaos
right
exactly
right,
so
on
this
list,
you'll
see
at
the
bottom.
Do
you
see
the
tabs
at
the
bottom?
I
can
share
my
screen
too.
So
the
tabs
at
the
bottom
just
represent
the
different
working
groups
that
we
have
in
the
chaos
project,
dni
being
one
of
them,
okay,
with
risk
being
another
evolution,
value
in
common
all
have
different
meeting
times
and
they
develop
metrics
and
you
can
click
on
any
of
those
tabs.
A
So,
for
example,
risk
is
concerned
a
lot
with
at
the
moment
like
upstream
and
downstream
dependencies,
okay,
right
and
so
in.
In
each
one
of
these
working
groups
we
have
focus
areas,
so
we
have
event
diversity,
you'll,
see,
row,
21,
28,
so
different
areas
where
insight
with
respect
to
dni
can
be
provided
through
metrics.
A
Any
of
the
green
green
labels
are
what
we've
released
as
part
of
the
chaos
project
and
they're
also
available
on
the
chaos
website.
So
there's
a
process
to
kind
of
get
them
out
of
the
spreadsheet.
Do
the
work
and
get
them
officially
published
on
the
chaos
website.
So
this
is
really
our
tracking
spreadsheet.
A
So
one
of
the
metrics
that
is
currently
under
community
review
so
as
part
of
this
process,
we
as
a
group
work
to
develop
a
metric.
We
have
a
template
that
we
work
off
of
and
we
talk
about
it
for
weeks
months.
Sometimes
years
feels
like
a
long
time
before
we're
all
as
a
as
a
group
satisfied
with
what
the
metric
is
trying
to
accomplish
and
how
it's
represented,
and
we
put
these
metrics
out
for
community
review
for
a
month.
A
So
we
can
get
feedback
from
people
who
aren't
necessarily
on
this
call
or
don't
participate
in
dni,
but
would
like
to
provide
insight
as
to
to
kind
of
how
they
think
about
the
metric.
And
so
hopefully
this
is
making
sense.
So
far,
just
the
workflow
that
we
kind
of
do-
and
so
one
of
the
metrics
that
we
have
currently
under
review,
is
one
called
yes
project,
burnout
and
so
there's
a
there
was
a
comment.
A
A
Changes
to
a
metric
are
sometimes
grammar
related
or
it
might
be
the
addition
of
a
sentence
just
to
provide
additional
clarity.
This
is
a
fairly
large
one
from
lawrence,
so
I
think
we've
had
to
spend
a
little
bit
of
time
on
kind
of
reorganizing
the
pull
request
so
that
it
didn't
change
the
nature
of
project
burnout
as
it
was
released
from
this
working
group.
A
Does
this
make
sense
so
a
lot
a
lot
had
changed
and
it
was
it
was
we
had
we
kind
of
have
to
deal
with
this,
and
so
I
had
gone
over
then
to
lawrence's
pr
and
made
some
requests
against
that
see
what
I'm
saying.
So
there
was
some
the
language
needed
to
be
cleaned
up.
A
So
the
question
is:
is
how
should
we
kind
of
work
with
this
fairly
substantial
change
request
to
a
metric
that
has
been
released
from
the
working
group
while
still
being
attentive
to
the
things
that
lawrence
brings
forward,
while
still
still
getting
the
metric
through
the
review
period?
Do
you
see
what
I'm
trying
to
balance
here
like
if
it's
just
grammar,
it's
pretty
easy
right?
We
just
accept
the
pr
and
move
on.
E
F
Yeah,
I
was
just
gonna
speak
to
that
a
little
bit.
If
I
recall
that
meeting
he
was
a
little
concerned
with
the
length
and
complexity
of
the
questionnaire,
so
I
I
believe
that
that
was
the
spirit
of
a
lot
of
those
changes
was
to
kind
of
tighten
it
up
a
little
and
make
it
a
little
easier
to
digest.
And
someone
please
correct
me
if
I'm
wrong,
but
that's
my
understanding
or
me
remembering
that
conversation
yeah.
That
was
it.
G
H
I'm
I'm
looking
through
this
right
now
I
was
looking
at
the
individual
commits.
It
looks
like
he
did
clean
up
quite
a
bit.
Well,
it
looked
a
lot
messier.
Last
time
I
looked
at
it.
A
E
I
guess
one
thing
that
would
help
me
in
reviewing
a
change
this
large,
because
it
is
a
huge
change
and
I
see
a
couple
things
like
there's.
Some
grammar
fixes
there's
things
that
are
like
very
nitpicky,
then
there's
like
completely
new
sections
that
are
being
added
into
yeah.
I
could
be
helpful.
We
could
break
this
up
into
smaller,
more
concise
changes
so
that
we
could
review
them
in
more
piecemeal,
okay,
reviewing
because.
E
Overwhelming
because,
like
there's
some
things,
I
might
want
to
look
closer
at
like
around
some
of
the
question
changes
or
the
new
sections,
but
I
mean
there's
the
small
details
like
formatting
and
organization
of
how
things
are
laid
out.
Well,
that's
that's,
probably
a
lot
easier
to
review
than
new
content.
A
A
Fair
listening
to
that,
I
guess
my
reaction
would
be
then
to
not
merge
this.
As
part
of
this
release,
I
mean
we
can
always
make
changes,
I
think,
to
metrics
down
the
road.
It's
would
kind
of,
and
then
to
your
point,
justin
taking
this
pr
and
possibly
breaking
it
into
more
manageable
pieces
for
the
next
release.
That
would
be
six
months
down
the
road.
H
H
A
A
Why
don't
instead
of
maybe
doing
this
here
on
the
call?
A
H
Yeah
I
what
I'm
seeing
is
redoing
stuff
from
october.
The
other
pull
request
is
much
cleaner.
H
It
doesn't
have
as
many
formatting
changes
and
there
are
two
changes.
Really
one
is
adding
a
trace
data
section
which
is
easy
enough
to
do.
We
can
create
one
one
pull
request
for
that
and
then
the
other
one
is
changing
the
question
format
or
the
data
collection,
stuff,
okay
and
so
editing
the
collection
strategies.
H
A
A
Oh
good
good
call,
okay,
oops,
so
close
close
original
vr
after
new
pr's
are
issued.
A
A
Sounds
good
is
everybody?
Okay,
with
this
approach
right
on
all
right,
cool
matt,
I
wanted
to
give
you
a
matt
snell,
I
guess
sometimes
yeah.
Oh
hi,
I'm
strong
give
you
an
opportunity
to
kind
of
give
an
update
on
the
dni
badging
and
what
you're
doing
with
outreach
and
how
we're
actually
doing
real
well
in
the
review
process.
D
Yeah
badging
is
it's
nice,
it's
kind
of
become
the
highlight
of
my
day
because
we're
doing
pretty
well
these
days
and
we
have
let's
see,
we've
got
a
lot
going
on
with
applications
lately,
so
mostly
actually
from
the
same
person.
We've
gotten
a
few
applications
on
behalf
of
some
events
at
the
linux
foundation.
D
D
We've
got
a
lot
of
people
that
are
talking
about
putting
in
2022
events
or
late
2021
events
that
they're
still
working
with
the
committee
on
getting
the
the
the
information
that
they
need
to
apply,
which
there
is
a
little
bit
of
a
barrier
there
that
they
they
have
to
have
some
things
ready
for
the
application,
but
we're
just
excited
that
we
have
so
much
interest
from
the
community
and,
let's
see
I
just
saw
anita
talk
about
some
stuff
at
foss.
D
D
About
when
it
comes
to
events,
we're
talking
about
adding
some
speaker
positions
when
it
comes
to
getting
on
some
rosters
and
talking
about
the
badging
project,
now
that
we've
got
a
little
bit
of
a
following
okay,
that's
my
update.
A
Cool
so
I'll
give
a
kind
of
an
overview
a
little
bit
for
jim
too.
So,
with
respect
to
dna
metrics,
one
of
the
challenges
that
we
were
having
in
the
chaos
project
was
so
we
would
develop
these
metrics
that
were
meaningful
with
respect
to
dni,
but
putting
them
into
practice
was
pretty
challenging
because
not
a
lot
of
them
can
be
automated.
A
A
So
at
the
top
here
we
have
a
series
of
of
metrics
that
have
been
released
with
respect
to
event,
diversity
right,
and
so
we
asked
ourselves.
How
do
we
connect
with
events
to
get
them
to
reflect
on
speaker,
demographics,
to
get
them
to
think
about
attending
demographics,
to
make
diversity
access
tickets
part
of
how
they
run
their
events
like?
How
do
we?
A
The
review
is
done
in
an
open
and
transparent
way
between
the
applicants
and
the
reviewers
discussing
things
around,
say,
speaker,
demographics
or
attending
demographics,
and
a
badge
is
awarded
based
on
attending
to
a
particular
percentage
of
the
metrics,
and
so
we
I
don't
know
when
did
this
start
matt?
Maybe
the
end
of.
A
Okay
and
so
recently,
we've
been
kind
of
at
the
end
of
2020
and
at
the
beginning
of
2021,
we've
started
to
get
a
pretty
steady
number
of
people
applying
for
the
badges
which
has
been,
which
has
been
great
because
you
know
I
think
we
have
a
number
of
reviewers
is
ruth
still
on
here.
So
so
not
ruth
ruther
is
a
reviewer.
So
we've
had
another
really
great
people
kind
of
go
through
this
process,
and
you
know,
frost
backstage
was,
as
matt
mentioned,
one
of
the
the
pride
one
of
the
events
that
earned.
A
I
think
it
was
our
first
chaos
gold
badge.
Wasn't
it.
B
Well,
I'm
just
so
this
is
you
know
you
guys
come
up
with
these
guidelines.
Events
apply
for
the
badge,
you
know
as
they're
setting
up
the
event.
Do
you
do
any
sort
of
closed
loop
feedback
to
say
hey
after
the
event
do
they
submit?
You
know.
I've
seen
like
kubecon
has
a.
I
forget
what
they
call
it,
but
it's
essentially
like
an
attendee
report
or
something
that
it
breaks
down.
Hey
the
number
of
speakers
and
diversity
across
speakers
and
attendees,
and
things
like
that.
A
At
the
moment,
it's
more
front
end
yeah,
so
we
asked
them
so
like
with
respect
to
what
you're
talking
about
we
just
asked
during
this
badging
process.
You
know
what
are
their
mechanisms
by
which
they
would
return
this
information
to
the
community
yep
and
if
they
have
a
clear
path
forward
that
usually
satisfies
it.
For
us,
okay,.
D
And
we
actually
have
a
similar
release
cycle
to
at
the
badging
project.
We
have
a
similar
relay
cycle
to
chaos,
but
it
happens
a
month
afterward,
so
it's
march
to
the
end
of
march,
and
we're
actually
going
to
be
removing
any
of
the
any
of
the
requirements
that
have
replacing
any
of
the
requirements
that
actually
require
the
project
to
put
something
on
their
website
or
do
something
extra.
D
Just
for
that
badge.
We
have
things
like
code
of
conduct
is
required
and
you
they
require
certain
things
in
the
code
of
conduct
same
with
things
like
diversity,
access
tickets,
if
that's
applicable,
but
specifically
things
like
asking
them
to
display
their
demographics.
We've
kind
of
decided
that
that's
not
in
our
domain.
It's
more
that
we
want
to
make
sure
that
people
are
our
event.
Organizers
are
measuring
these
things
in
their
project
and
they
have
some
way
to
show
that,
but
we
don't
necessarily
require
that
to
be
displayed
as
much.
D
A
Perfect
great
and
if
we
need
to
have
yeah
and
if
we
need
to
have
training
sessions
or
the
onboarding
sessions,
we
can
find
time
to
get
that
done.
You
know
if
there's
half
a
dozen
folks
that
would
like
to
join
as
reviewers.
It
could
be
important
to
go
through
that
process
as
well.
Definitely.
F
A
It's
just
great
to
see
these
things
in
practice,
so
all
right,
cool
anything
else
on
for
matt
or
elizabeth
on
dni
badging.
I
I
H
I
A
Yeah
that'd
be
cool,
yeah
and
owen
gaye
too
so
justin
you
had
unmuted
for
a
second.
Do
you
had
a
comment
as
well.
A
All
right
cool,
so
I
think
the
the
last
little
bit
here
is
is
if
we
could
find.
A
If
we
could,
I'm
gonna
share
my
screen
so
as
part
of
our
work
right,
we
are
in
the
we're
aimed
at
developing
metrics
and
I
think,
right
now,
with
the
last
release,
we
had
a
really
great
push
on
on
putting
forward
some
some
chaos
metrics.
A
I
laughed
because
I
saw
I
don't
know
who
put
that
in
there,
but
when
I,
when
I,
when
I
was
alluding
to
earlier
that,
submetrics
take
like
a
couple
weeks
and
some
a
couple
months
and
some
a
couple
years
with
this
documentation
metric,
is
that
it's
in
the
totally
latter
category.
So
it's
been
tricky.
A
You
know
really
a
lot
of
what
we
do
is
just
trying
to
find
metrics
that
that
we
feel
can
help
kind
of
build
out
our
what's
the
word,
I'm
looking
for
like
build
improve
transparency
on
areas
where
we
maybe
don't
have
a
lot
of
transparency
with
respect
to
dni
and
also
metrics,
that
are
of
personal
interest
to
people
that
always
seems
to
to
be
kind
of
important.
A
No,
I
don't
it
was
this
you
you're
on
there.
I
suppose
I
could
it's.
Okay,
all
right,
communication,
inclusivity,
alternative,
don't
know
what
this
is.
A
I
think
these
are
probably
me,
you
know
how
I've
been
going
through
issues
and
prs
trying
to
clean
these
up.
So
this
is
probably
me
trying
to
draw
some
of
these
forward
diversity
and
delivery
of
talk
material.
This
is
probably
hey.
That's
me
so
probably
more.
D
I
was
just
talking
about
the
clean
and
clear
code
being
like
talking
about
these
like
ease
of
communication
or,
like
we
just
saw
a
presentation
about
from
anita
about
this
part
of
what
she
was
talking
about,
was
being
able
to
understand
and
like
read,
not
only
read
but
like
comprehend
the
documentation
as
a
new
contributor.
A
Gotcha,
I'm
gonna
put
jim
on
the
spot
too,
for
your
work
at
intel.
You
know.
Are
there
if
you
from
a
really
broad
perspective,
looking
at
how
we've
been
categorizing
and
thinking
about
metrics?
Are
there
any
in
the
work
that
you
do
on
a
day-to-day
basis
that
are
important
to
the
to
you
and
important
to
the
people
that
you
work
with.
B
Yeah,
I'm
kind
of
scrolling
through
your
spreadsheet,
so
I
guess
there's
a
couple
things
from
my
perspective.
Right
diversity
is
probably
the
single
biggest
one
from
a
standpoint
of
we
gotta
get
more
diverse
people
involved.
You
know
I
mentioned
one
of
the
areas
I
do
work
in
is
a
networking
space
and
networking
is
one
of
these.
B
You
know
men,
you
know
like
a
lot
of
our
communities,
not
necessarily
all
white.
We
get
a
fair
number
of
you
know.
Folks,
rising
from
india
are
currently
there
in
china
as
well,
but
predominantly
men.
So
how
do
we
change
that?
And
then,
when
I
look
internally,
what
I
see
in
our
teams
is
much
more
diversity,
but
for
some
reason
we
can't
get
these
women
to
step
up
and
get
engaged
so
pushing
on.
That
is
definitely
a
big
thing.
B
Internally
and
externally,
you
know
intel
has
sponsored
lunches
at
things
like
open
networking,
summit
and
kubecon
for
several
years
now,
working
with
the
lf
and
cncf
folks.
So
that's
certainly
a
priority
for
us,
mentoring
and
sort
of
sponsorship
of
interns,
and
you
know
new
people.
Two
communities
is
an
element.
B
You
know
there's
work
we
did
last
year
we
actually
had
some
extra
money
given
how
2020
rolled
out
differently
than
we
may
have
expected
to
where
we
put
a
bunch
of
money
into
the
lf
to
go
and
drive
a
mentoring,
virtual
mentoring
program
with
them,
not
just
us,
but
some
seed
money
to
get
it
going.
So
that's
a
big
thing:
the
the
challenge.
It's
interesting
because
they're
just
coming
up
on
another
round
of
that
you
know,
there's
google
summer
code,
then
there's
like
lf
mentoring
programs
and
then
this
other
bucket
of
things.
B
We
do
ourselves
and
not
unlike
many
things
when
I
ping
the
folks
saying,
hey,
we'd,
love
to
see
us
do
more
in
this
one
project
around
mentoring,
you
know
other
people.
The
answer
I
got
back
was
yeah
we'd
love
to
too,
but
we
just
sort
of
rolled
out
our
own
intern
and
local
university
mentoring
program
and
that's
consumed
all
the
bandwidth
of
our
folks.
So
you
know
those
are
just
choices
and
priorities
that
folks
make
the
reality
of.
You
can't
do
everything
so
choose
where
and
when
you
want
to
do
something.
B
A
C
A
So
we're
just
talking
about
right
now
we're
talking
about
what
is
our
next
kind
of
set
of
metrics
that
we
want
to
think
about
in
the
working
group
and
jim
has
joined
us
and
jim
is
from
intel,
and
he
was
kind
of
talking
about
things
that
that
are
important
to
him
or
things
that
he
is
seeing
as
important
in
the
dni.
Space
and
mentoring
had
come
up
mentoring
and
sponsorship,
and
so.
C
Mentoring
is
hard
when
we
did
one-on-one
mentoring
with
openstack.
Sometimes
we
had
people
who
would
reply
and
were
very
active
and
then
other
times.
You
know
they
wouldn't
talk
to
each
other.
So
we
switched
to
cohort
mentoring,
thinking
two
to
three
mentors
for
a
group
of
mentees
that
could
come
in
and
out.
B
C
Met
the
goal
of
that
mentoring,
cohort
and
that
really
didn't
take
off
as
well
either,
but
so
we've
tried
a
couple
different
things
with
openstack
and
still
haven't
hit
the
magic
thing
and
a
lot
of
it's
time
a
lot
of
it's
the
mentees,
don't
necessarily
follow
up
with
the
mentors
enough.
I
think
because
they
should
be
the
ones
driving
it
for
a
good
mentorship,
but
I
kind
of
like
these
thought
on
sponsorship.
C
You
know
if
somebody
was
paired
with
somebody
coming
into
a
project
and
they
were
the
sponsor
and
just
a
point
of
contact
for
hey.
Can
you
give
this
a
review
before?
I
show
it
to
everyone
else
or
something
like
that?
I
think
that's
a
very
interesting
concept.
I
don't
know
if
anyone's
doing
that.
So
I
don't
know
if
we
can
get
metrics
on
that.
C
What
else
would
be
a
good
movement
trick
for
us?
Did
we
ever
finish
burnout.
A
A
B
Yes,
so
so,
for
you
know
the
only
sponsoring
that
I'm
aware
that
we
do
is
internally
and
through
a
lot
of
our
diversity,
inclusion
work,
you
know,
there's
different.
We
have
employee
resource
groups
across
a
certain
vector,
whether
it's
you
know,
blacks
or
women
or
indigenous
people.
What
have
you
pick
a
category
and
then
we
have
leadership
councils,
which
tend
to
be
senior
people
that
tend
to
do
two
things.
The
first
thing
they
do
is
mentoring.
People
and
usually
the
second
thing
on
a
more
focused
basis,
is
sponsoring.
B
I
personally
don't
see
those
separated,
though,
because
I
don't
think
you
can
just
randomly
say
I'm
going
to
sponsor
somebody,
because
how
do
you
build
that
relationship
and
rapport
with
them
to
where
you
know
them
and
you
understand
them
their
objectives,
their
strengths,
their
weaknesses,
etc.
They
know
you,
so
this
relationship
is
built
on
trust
and
a
certain
level
of
intimacy
from
a
career
objectives
perspective.
So
then
you
can
go
out
and
sponsor
them
and
help
advance
them
forward.
B
I
I
maybe
it's
possible
to
not
do
both,
but
you
know
that's
how
we
do
it
and
I
personally
think
that
works.
Well,
because
you
need
that
relationship,
but
trust
to
be
able
to
sponsor
somebody
and
then
look
for
opportunities
for
them
when
you
take
it
externally.
B
I
I
just
my
initial
sense:
is
it
becomes
really
difficult?
You
know
to
amy's
comment
on
just
trying
to
do
mentoring.
If
you
can't
make
that
work.
I
don't
know
how
you
you
skip
through
all
that
and
get
to
the
point
of
where
you
can
be
sponsoring
people,
if
you
can't
be
mentoring
them
as
a
foundational
part
of
it.
B
I
I
will
say,
and
if
you're
interested
one
of
the
I
do
a
lot
of
work
in
lf
edge
and
there's
like
nine
sub
projects
and
there's
one
called
open
horizon
that
a
lot
of
ibm
folks
are
involved
in,
and
those
folks
have
been
my
role
model
for
driving
a
mentoring
program.
You
know,
through
linux
foundation
that
gets
part
of
lfx
the
old
community
bridge
stuff
in
that,
and
they
did
a
report
out
in
one
of
our
technical
advisory
council
meetings
on
their
success
on
it.
B
Both
from
the
standpoint
of
you
know,
they
posted
opportunities
on
projects
for
interns
to
be
mentored
in
these
projects.
They
got
a
bunch
of
applications
and
they
went
through
like
a
three-tier
screen
and
they
said
you
know
half
of
it
worked
itself.
The
first
half
was
a
bunch
of
people
that
were
shotgunning
out.
You
know
applications
for
anything
that
moved
and
then
they
said
great
now,
we'd
like
to
have
this
next
level.
B
Information
and
half
the
people
never
responded,
meaning
they
really
weren't
that
interested
and
then,
when
they
got
to
the
third
level,
which
was
great.
We
now
want
this
little
information,
we're
going
to
set
up
time
with
you,
half
the
people
again
dropped
out
sort
of
self-selected
and
then,
when
they
finally
got
to
hey,
we've
got
three
four
people
who
volunteered
to
mentor,
and
we
have
maybe
five
people
who
put
in
for
it.
We
it
worked
down
pretty
easy
to
get
a
match
and
the
people
they
have
were
definitely
pretty
diverse.
B
I
I
specifically
recall
one
woman
who's,
a.
I
think,
she's,
like
a
last
year,
cs
student
in
india
and
she
talked
about
having
no
idea
how
to
get
involved
in
open
source
communities.
She
had
no
exposure
to
it,
and
this
project
gave
her
that
entry
point
and
she
just
her
change
in
how
she
came
into
it.
How
she
came
out
of
it
seemed
that
it
had
a
tremendous
impact
on
her
personally
and
my
suspicion
is
how
her
career
will
progress
now,
whether.
D
B
A
B
A
It'd
always
be
nice
to
share,
I
don't
mind
seeing
that
stuff.
So
I'm
wondering
if
looking
at
our
list,
this
one
hasn't
come
up
yet,
but
do
you
see
row
45.
E
Oh
yeah,
no,
no,
I
was
just
thinking
with
the
theme.
Armstrong
was
talking
about
the
the
paper
that
he
submitted
around.
I
had
a
mentorship
component.
Jim's
been
mentioned
some
of
the
mentorship
component
here
and
I
was
looking
through
the
metric
that
we've
published
around
mentorship
and
sponsorship,
and
these
do
a
good
job
of
defining
assuming
you
have
a
successful
mentorship
program
in
place,
but
we
don't
have
anything
around
well.
E
How
do
you
know
what
a
good
mentorship
program
looks
like,
and
this
is
something
I've
been
thinking
about
a
lot
in
my
day
in
my
day,
job
site
as
well,
so
I
was
actually
going
to
propose
that.
Maybe
this
onboarding
metric
would
be
a
really
helpful
one
to
try
to
better
unpack
what
goes
into
successful,
because
I
see
onboarding
and
mentorship
well,
not
one-to-one,
there's
a
lot
of
overlap
there.
I
would
be
really
interested
to
explore
this
a
little
deeper
and
maybe
push
forward
on
this
one.
C
What
are
we
looking
at
on
onboarding?
I
mean
because
I
think
openstack
has
really
good
onboarding
our
documentation,
our
you
know.
We
hold
events
just
for
onboarding
and
so
on,
but
yet
we
can't
get
a
good
mentoring
group
going
so
to
me,
they're
not
the
same
thing,
but
what
was
your
relationship
that
you
thought
they
were
the
same
thing.
E
Yeah
one
example
I
was
just
thinking
about
is
around
like
mentorship,
like
in
my
experience
in
the
fedora
project.
We
have
a
mentorship
special
interest
group
and
their
role
is
specifically
to
help
funnel
new
contributors
into
different
places
in
the
project.
So,
instead
of
the
entry
point
of
like
find
the
place,
you
want
to
contribute
and
then
look
there
for
help.
E
E
One
piece
of
like
my
motivation
is
exploring
what
are
these
different
kinds
of
mentorship
models
that
are
also
part
of
onboarding,
because
I
I
see
mentorship
as
part
of
onboarding,
because
it's
also
about
how
you
bring
new
people
into
the
community
and
build
a
sustainable
community
where
there's
not
people
burning
out
related
to
the
burnout
metric.
You
know,
I
guess
that's
some
of
my
experience
with
it
and
where
I
was
coming
from.
C
A
A
A
A
B
I
put
one
link
in
the
minutes
to
this
linux
foundation:
networking
mentorship
program.
I'm
still,
I
still
have
to
sort
through
meeting
minutes
from
our
other
tac
meetings
and
figure
out
what
the
right
date
was,
but
when
I
get
it
I'll
paste
it
into
the
media
minutes
as
well,
so
you
can
take
a
look
at
that.