►
From YouTube: CHAOSS OSPO Working Group April 6 2023
Description
Minutes from this meeting can be found here: https://docs.google.com/document/d/1Bf6a1Ywi4m0Ywo4vuBBp3Q9_AA_QKbWf99WxAqRbpMw/edit#heading=h.73y5wl3f69lw
A
A
Where
we're
you
know
kind
of
talking
about
ways
to
kind
of
idol,
identify
that
value
proposition
that
can
be
used
by
ospos
and
one
of
the
things
that
that
I
was
kind
of
taking
away
from
that
was
perhaps
some
development
of
metrics
models
that
could
help
kind
of
in
that.
In
that
conversation,
so
from
this
group
we
took
the
conversation
back
to
our
metrics
model
meeting,
which
was
last
week
to
really
talk
openly
about
different
ways
to
think
about
the
value
proposition.
That's
in
ospo's
again
coming
from
our
conversation
two
weeks
ago,
so
I.
A
What
I'd
like
to
do
is
I'd
like
to
just
share
three
metrics
models
that
we
have
in
front
of
us
here
and
kind
of
get
your
reaction
to
them
and
if
you
think
these
are
helpful
or
not
helpful
at
all,
there's
going
to
be
some
overlap
between
them.
So
just
open
discussion.
You
can
also
just
say
these
are
horrible,
but
they
don't
work
at
all.
So
all
all
comments
are
good
comments
and
we
can
go
from
there.
A
So
one
of
the
ones
that
we
had
talked
about
in
that
meeting
was
something
called
project,
adoption
or
adoption
counts,
and
so
the
way
that
we
structure
the
metrics
models
is
a
really
quick
overview
of
why
this
metric
model
would
matter.
We
specify
and
you
can
click
on
a
link.
If
you
just
want
to
see
it,
we
also
specify
what
we
call
user
stories,
which
are
the
kind
of
the
you
know
like
those
profiles
of
people
who
would
perhaps
benefit
from
this
metric
model
and
then
metrics
that
are
in
that
model
itself.
A
A
A
A
A
This
at
least
the
starting
of
this
help
at
all
you
can
see.
We
do
have
a
couple
metrics
that
are.
There
are
already
part
of
this
that
had
been
published
in
chaos.
Another
that
came
up
in
the
talk
was
mentions
in
the
technical
pubs
in
doing
some
NLP
for
natural
language,
Discovery
kind
of
on
things
like
LinkedIn
profiles,.
B
C
D
B
D
Three
ways
we
scan
a
dozen
languages
for
things
that
are
imported.
We
also
use
those
same
scans
to
calculate
a
Libya
metric,
so
you
know
the
age
and
we
run
the
openss
scorecard
against
those
projects.
Oh
and
we
yeah.
So
those
are
the
things
that
are
what
would
be
coming
from
outside
the
the
project
and
to
some
extent,
we've.
We've
used
some
package
managers
with
varying
degrees
of
success.
We
often
use
them
to
determine
the
version
and
the
age
and
the
libyer
calculation.
D
B
A
Things
and
you
yeah
yeah
I,
just
tried
to
type
it
into
Zoom
pictures.
Let
me
go
to
my
copy
of
the
notes.
Okay-
and
you
are
right-
A
lot
of
these
end
up
being
proxy
metrics,
because
sometimes
we
just
can't
get
at
the
absolute
exact
things
that
we're
trying
to
get
at,
but
just
trying
to
improve
that
conversation
a
little
bit
all
right.
Any
other
comments
on
on
this
all
right,
so
cool
so
kind
of
per
the
workflow.
A
C
B
C
D
A
So
I'm
wondering
part
of
me
is
wondering
if,
if
what
we're
talking
about
in
adoption,
what
we
had
just
talked
about
prior
and
what
we
have
in
Awareness
should
be
brought
together
in
a
metric
model.
You
can
kind
of
see
the
different
metrics
that
help
so
things
like
would
clones
and
Technical
Forks
burstiness
is
kind
of
activity
around
a
project
at
a
particular
point
in
time.
So,
like
oftentimes
projects
have
burstiness
around
events.
B
A
A
A
Any
other
comments
on
this.
So
if
we
were
to
bring
these
two
kind
of
together
from
an
ospo
perspective
and
again,
I
really
thought
dependencies
was
in,
there
make
sure
it's
in
their
stuff
going
but
I'm
from
an
osmo
perspective.
Is
this
a
helpful
conversation
but
again
whether
it's
around
adoption
or
awareness.
C
Yeah
I
would
too
yeah.
Second,
what
it's
like!
It's
like
the
white
matters
since
the
that
it's
in
a
way
at
least
I
have
come
across
in
conversation
with
teams
that
are
questioning
whether
to
continue
staff
more
or
the
work,
and
how
to
yeah
how
to
convince
also
other
yes,
near
marriage
month
on
the
importance
of
a
project
that
they
want
to
have
metrics
around
that
and
it's
a
kind
of
of
the
especially
if
they
come
from
mostly
developing
internal
proprietary
code.
C
They
they
want
to
have
something
like
okay,
that's
the
number
of
downloads
and
that's
what
we're
showing
that
people
are
using
the
software
and
yeah.
Of
course,
that's
that's
not
really
what
we
do
in
open
source,
so
I
found
it
really
something
that
we
as
a
North
Pole,
can
support
the
team
in
in
such
conversations.
Okay,.
A
Super
great,
so
maybe
I
think
maybe
the
action
item.
These
really
seem
quite
similar
to
me,
sometimes
particularly
in
the
language
I
think.
Bringing
these
two
together
might
be
helpful
kind
of
what
the
conversation
we
had
around
awareness
and
the
conversation
we
had
around
adoption
and
bring
this
back
to
the
metric
model.
You
have
a
comment:
Sophia
yeah.
F
F
A
That's
kind
of
where
I
am
too
I'll.
Take
a
look
at
the
blog
I
mean
to
be
honest
with
you.
We
had
talked
about
this
one
in
the
metric
model,
meeting
kind
of
Unknowing
that
this
one
existed
so
as
I
Was
preparing
for
for
this
meeting
and
kind
of
going
through
our
chaos,
documentation
and
what
we
have
in
our
spreadsheets
and
our
documents.
This
kind
of
became
aware
to
me
so
so
they
were
a
little
disconnected
for
a
while
and
I.
Think
it's
great
because
this
this
meeting
here
is
kind
of
bringing
them
together.
A
All
right,
the
last
one
that
I
wanted
to
show
and
I
do
think
it's
a
little
bit
different
was
influence,
and
this
is
one
that
has
not
been
released
as
well,
but
has
been
talked
about,
and
so
this
is
trying
to
understand
the
influence
of
say
developers
within
a
particular
project
or
the
influence
of
developers
within
a
software
ecosystem,
those
developers
potentially
working
for
a
company,
and
so
that's
what
this
one
is
really
about.
It's
not
about
kind
of
the
awareness
or
the
adoption
of
a
project.
A
Project
or
a
particular
ecosystem
of
projects
make
sense
all
right,
so
you
can
take
take
a
look
here
as
to
kind
of
how
that
influences
being
measured.
It's
through
relatively
straightforward
things
like
issues
and
merged
PRS,
for
example,
so
just
kind
of
tracking
developers
activities
in
in
this.
In
what
you're
seeing
here
is
the
chaos
project,
so
you
can
understand
developers
influence
within
a
particular
project.
A
A
F
F
Putting
it
like
I
feel
like
how
I've
been
thinking
about
this
has
been
a
bit
more
flipped
from
the
perspective
of
say,
if
you
start
a
project
as
a
company,
one
of
the
things
to
me
we've
done
this
before,
but
we
want
to
track
how
we
are
delegating
things
to
the
community
like
how
well
we're
getting
the
community
involved
in
leadership
and
influential
roles.
So,
in
a
way
like
we
know
we're
for
projects
that
we
launched
we're
still
the
majority
contributing
force
behind
it.
F
Gotcha,
but
I
mean
I.
Think
that's
a
perspective
of
like
what
are
your
goals
in
the
project.
Your
goal
is
to
join
a
project
and
become
influential
in
it.
Then
I
think
this
is
the
right
view.
If
you
started
a
project
and
you
want
to
hand
it
off
the
community,
then
it's
sort
of
the
inverse
is
what
I'm
getting
at
sure.
H
F
F
A
A
Okay,
so
we're
kind
of
approaching
the
end
of
this.
This
block
I
did
want
to
say
that
this
conversation
I'm
trying
to
tie
these
to
the
goals
that
we
had
as
well
that
we
specified
earlier
in
the
year.
So
this
is
a
one
of
the
goals.
Was
the
development
and
release
of
metrics
and
metrics
models
that
help
overcome
challenges
found
in
ospos?
A
I
guess
one
of
the
the
closing
questions
I
have
is
even
if
we
combined
adoption
and
awareness
are
these
metrics
models
helpful
again
within
an
ospo
to
help
articulate
the
value
of
the
osbo
and
the
answer
can
be
no
I.
Don't
that's
completely
fine,
but
if
you're
talking
with
with
you
know,
senior
folks
in
the
organization
or
folks
that
are
asking
you
to
demonstrate
value
within
an
ospo
would
bringing
forward
the
the
data
Behind
These
metrics
help
Behind
These
metrics
models
help
it's.
A
C
Yeah
go
ahead,
I
could
yeah,
because
I
have
already
mentioned
that
I
have
had
this
conversation
I'm
having
them
and
on
one
hand
I
would
say
yes
that
help.
On
the
other
hand,
the
metric
itself
doesn't
help,
so
it
will
be
yeah,
also
working
with
the
Matrix
to
explain
what
the
metrics
mean
and
as
also
Sophia
mentioned
I
like
this
command
that
you
can
interpret
both
sides
of,
for
example,
yeah.
C
You
can
say
now
we
have
an
influence
and
they
say,
and
now
that's
the
risk,
because
then
there
is
this
Lottery
factor
or
whatever
in
case
of
we
couldn't
support
this
project
or
any
longer.
That
would
mean
that
no
one
else
will
support
it.
So
all
the
background
around
the
metrics,
so
not
just
the
metrics
itself,
but
just
kind
of
helping
callspose
work
and
explain
better
and
educate
more
okay
companies
where
that's
needed.
E
A
A
A
E
H
We
do
have
a
metric
called
project,
recommendability
I
think
it
is
which
is
basically
like.
Would
you
recommend
this
project
to
someone
else
and
I?
Don't
know
if
that
would
I
mean
it's
not
100
what
you're
saying
Tim
totally,
but
it
does
touch
on
that
because
that's
really
hard
to
measure
you
know.
Cinnamon,
of
course,
is.
H
E
B
A
D
D
D
So
wait
a
minute,
yeah,
okay,
I
was
on
the
wrong
side.
That's
the
slide!
You
should
have
been
seeing,
apparently
my
Google
so-
and
these
are
just
some
of
the
a
small
sampling
of
the
ospos
that
we've
worked
with
on
the
auger
project
within
chaos.
To
build
a
set
of
you
know
different
metrics
and
metrics
models
and
make
them
visible,
and
so
we
don't
talk
about
like
chaos.
D
Metrics
and
metrics
models
help
explain
ospo's
in
the
matter
in
the
language
why
they
matter
in
a
language
of
strategy
and
risk
management,
that
sort
of
bridges,
I,
think
this
gap
between
Roi
and
what
does
your
ospo
do
and
I
think
the
return
on
investment
mindsets
are
kind
of.
You
know
open
source
software.
D
Sometimes
why
it's
in
an
organization
this
varies
depending
how
technology-centered
the
mission
is
and
then
working
to
use
ospo's
to
sort
of
Strate
as
a
strategic
criticality
for
some
organization's
three
to
five
year,
Vision
I
think
my
understanding,
some
of
the
things
that
I
suppose
can't
understand
they
can
and
by
then
explaining
things
to
the
people
in
the
sea
level.
Suites.
D
We
can
help
them
understand
the
Strategic
criticality
of
Osos,
because
I
really
think
from
what
I've
heard
and
what
I've
observed
there
is
a
strategic
criticality
for
us
for
work,
and
so
Chaos's
approach
is
just
we
have
this.
We've
come
at
this
or
we
talked
about
the
standard
language,
about
return
on
investment
and
metrics,
and
metrics
models
can
be
components
of
a
standard
language
that
we
Define
and
expressed
to
the
organization.
D
Through
these
specific
maps
of
how
strategy
risk
and
Roi
can
be
manifest
in
in
ospo
kinds
of
visualizations
information
and
other
types
of
things,
and
we
want
to
bring
easy
indicators
of
the
astral
role
into
organizational
success,
so
kind
of
what
I'm
thinking
of
is
a
metrics
metrics
model,
because
metrics
models
are
composed
of
metrics
and
then
a
software
Pipeline,
and
it's
sort
of
getting
to
within
chaos
and
within
this
working
group.
Okay,
we
have
these
things
in
the
hospital
working
group.
We
want
to
measure
they're
important.
D
D
So
this
contribution
attribution
becomes
something
I
think
we
want
to
provide
a
a
way
to
help
or
I
suppose
maintain
their
own
list
and
then
change
request,
reviews
and
issues
close.
So
those
are
the
things
in
this
particular
metric
model
and
so
I'm
going
to
give
you
a
couple
of
quick
looks
at
things.
So
this
would
be
one
related
to
comments
and
activities
for
closed
pull.
Requests
in
the
red
line
are
the
rejected,
pull
requests.
So
how
many
comments
do
they
get
and
the
black
is
their
emergency
pull
requests
and
how
many
comments
they
get?
D
These
these
comments
can
be
a
real
interesting
signal
of
activity,
a
second
and
then
the
user
stories.
So
if
you
follow
the
link
at
the
top
there,
that
says
metrics
model,
that's
going
to
take
you
to
the
metrics
model,
page
inside
of
chaos,
and
then
these
are
the
user
stories
which
I
will
not
read
to
you
that
are
covered
by
this
metric
model,
and
there
are
a
couple
of
implementations
of
significant
components
of
this
metrics
model
that
I
want
to
jump
over
to
now.
D
So
the
first
is:
this:
is
an
OSS
Aspen
project,
a
piece
of
software,
that's
been
developed
by
Red
Hat
in
partnership
with
chaos
and
the
auger
project,
and
so
in
both
examples,
I'm
showing
you
rapidmq
server,
and
if
we
remember
that
we're
looking
at
activity
here,
we
have
issues
over
time.
We
have
those
created
those
closed
and
these
are
represented
in
the
bar
chart.
D
And
then
the
number
of
issues
that
have
been
opened
over
the
life
of
the
project
obviously
is
a
progressive
climb
and
depending
what
you're
interested
in
this
particular
design
can
be
windowed
and
anything
can
be
screenshot.
You
can
also
look
at
we
default
to
a
month,
but
you
can
use
more
granular
date.
Intervals
on
this
graphs
on
this
graph
commits
is
part
of
that
metrics
model.
Again,
that's
a
pretty
important
activity
metric
and
you
can
see
the
various
commit
level
levels
seems
to
be
pretty
steady
on
this.
One
I
can
drag
and
drop
and
narrow.
D
It
here
do
that
down
here
and
change
day
week
month,
so
you
can
get
real
good,
quick
overviews
either
by
project
or
if
I,
scroll,
up
I
can
search
by
organization
on
a
platform
and
I
can
also
assemble
groups
of
repositories.
That
may
not
share
an
organization
to
get
the
data,
but
right
now
again
we're
just
looking
at
rabbitmq
server.
D
We
can
see
new
contributions
per
month,
contributor
growth
by
engagement.
So
what
this
this
indicates
is
our
active
contributors
are
down
here
at
the
bottom,
and
this
looks
pretty
stable
ones
that
are
drifting
are
ones
who've
been
active
for
a
while,
but
are
starting
to
be
less
active
and
then,
not
surprisingly,
the
ones
who
are
away
that
are
away.
This,
of
course,
becomes
accumulative
an
accumulative
number,
because,
when
you're
away,
you've
still
ultimately
contributed
at
some
point
getting
to
issues
and
staleness
is
a
real
concern.
You
know
how
stale
are
the
issues
that
exist.
D
A
A
D
D
Different
factors
is
more
or
less
significant,
so
that
you
can
come
up
with
us
like
a
single
indicator
that
you
don't
have
to
scan
through
a
page
to
get
and
and
that
that
waiting
is
it's
on
the
road
map
for
auger
I
suspect
it's
on
the
roadmap
for
more
lab
and
I
I.
Think
one
of
the
things
I'm
going
to
get
here
to
at
the
very
end
is-
and
let
me
just
jump
to
the
very
end
and
I-
can
show
you
more.
D
Yeah
so
yeah,
can
you
see
that
it's
a
little
it's
a
little
softly
colored,
but
the
idea
the
way
that
I
would
like
to
see
this
work
and
the
way
it
doesn't
work
now
is
we
we
hear
of
a
need
that
hospitals
have
through
this
working
group
and
it's
really.
What
does
happen
is
the
the
metrics
and
the
metrics
models
that
do
exist
have
have
emerged
from
discussions
like
this
in
the
hospital
working
group.
What
hasn't
happened
yet
is
to
consolidate
these
requests
into
software
requests.
D
So
building
a
metrics
model
is
helpful
for
developing
the
common
understanding.
But
what
comes
through
the
the
software
request
is
this:
okay,
we've
defined
the
metrics
model,
the
metrics
in
it.
We
also
want
this
Consolidated
weightable
measure
for
this
metrics
model
and
and
we'd
like
the
software
projects.
It
could
be
grimorlab,
it
could
be
auger,
it
could
be
Bob's
new
software
project
in
Estonia
that
picks
up.
D
So
the
the
capturing
of
the
software
request,
which
is
I,
think
what
makes
the
metric
model
itself
actionable
for
folks,
that's
the
piece
that
I'd
like
I,
think
that's
the
piece
that
I'd
like
to
discuss,
because
then
that
you
know,
as
we
develop
these
ideas,
for
how
do
we
communicate
in
language
that
is
not
repulsive
to
the
ROI
language
but
helpful
to
communicate
wherever
my
particular
hospital
is
at?
How
do
we?
D
This
I
need
this
kind
of
indicator
in
in
my
Hospital,
and
you
know
in
I
would
say
in
most
cases,
95
or
more
percent
of
the
data
required
to
build
that
exists
where,
where
we
have,
you
know
not
built
it
as
the
front
end,
and
it's
I
think
these
kinds
of
requests
would
allow
us
to
put
you
know
what
do
we?
What
do
we
build
next
for
a
UI?
What
kind
of
data
centered
Graphics?
Do
we
build
or
measures
do
we
build?
Next
gives
us
a
priority.
That's
really
directed
by
this.
A
C
A
Definitely
useful
in
in
a
sense
that
it
even
addresses
one
of
our
2023
goals,
which
was
developed
metric
models
yeah
having
them
implemented
in
software
is,
is
that
form
of
validation
so,
as
we
have
for
Quests,
for
example,
for
say,
sentiment
analysis
around
one
of
the
metric
models
that
we
were
talking
about
earlier,
we
may
come
to
find
that
that's
really
difficult
to
implement
and
here's.
Why
so
I
think
it's
helpful.
Definitely
in
that
regard,.
A
D
A
A
A
A
Just
in
the
last
five
minutes
that
we
have
I
did
just
want
to
bring
up
two
last
things
so
Anna
had
put
in
the
slack
channel
that
there's
going
to
be
an
osbo
survey,
that's
being
put
out
so
aligning
with
one
of
our
goals.
Again,
these
are
potential
questions
from
Anna
that
could
be
included
in
the
survey.
A
F
A
A
A
G
G
B
A
B
F
A
All
right,
we
only
have
a
minute
left,
so
I'm
gonna
move
the
book
project
to
the
next
time.
I
did
just
want
to
point
out
and
I'm
glad.
Sophia
and
Alyssa
are
both
on
right
now
too
so,
but
we
do
have
chaoscon
coming
up
right
prior
to
ossna
on
the
ninth.
We
currently
have
about
55
people
in
person
and
200
virtual.
It's
a
lot
for
us,
so
we'll
do
great,
mostly
the
virtual
we're
usually
around
50
50
in
person.
So
join
us.
A
D
A
B
A
The
event
based
on
the
number
of
people
we
have
so
I
think
it
goes
up
to
180.,
which
would
be
a
lot
and
then
lastly,
also
at
ospocon,
so
Alyssa
and
Dawn
and
Emma
and
Sophia
had
a
panel
discussion
accepted
so
congrats,
that's
on
Wednesday,
May,
10th
and
there
it
is
right
there.
I
was
wondering
if,
if
you
all,
would
like
to
do
a
sample
panel
here
in
one
of
these
meetings
prior
to
this,
this
panel,
not
a
panel,
but
this
one
yeah
prior
to
me,
too,.
G
Yeah
I
know
I,
like
the
idea
of
also
about
all
of
us,
converging
and
and
talking
and
seeing
like
what
are
things
to
be
important
for
each
of
the
people.
Speaking
on
the
panel
to
you
know
want
to
bring
bring
up
and
we
haven't
done
that
sort
of
kind
of
sink.
Yet
I
have
an
event
right
before
the
week
before.
Okay.