►
From YouTube: CHAOSS Value Working Group July 28, 2022
Description
Links to minutes from this meeting are on https://chaoss.community/participate.
A
Hi
everyone
welcome
to
the
value
working
group
on
july
28th.
I
am
standing
in
a
place
of
vanad.
Who
usually
does
these,
so
I
don't
know
if
I
can
live
up
to
his
high
standards,
but
I
will
try.
I
will
do
my
best.
I
also
need
to
enable
did
we
already
transcriptions.
B
A
A
Okay.
So
last
time
we
did
revisions
of
old,
metrics
and
vanad
was
going
to
look
at
this.
Matt
g
was
going
to
look
at
the
organizational
influence.
C
I
can
so
okay,
so
first
tony
it's
nice
to
meet
you,
I
you're
new
to
the
do
you
want
to
introduce
yourself.
D
Sure
so
my
name
is
tony
mcdowell.
I
am
currently
at
rapid
silicon
and
I'll
talk
a
little
bit
about
us
and
why
well
we're
here
in
a
moment,
but
I
have
a
long
history
I
used
to
be
at
xilinx
and
I
was
an
embedded
and
fpga
focused
person.
There
focus
on
open
source.
That's
actually
what
brought
me
over
to
rapid
silicon,
and
so
at
rapid
silicon.
D
We
are
a
silicon
vendor
startup,
doing
mid-range
fpgas,
but
our
key
thing
that
we're
trying
to
focus
on
is
open
source
and
and
including
our
tape
out,
like
we're,
using
open
source
tools
for
our
tape
out
and
then
extending
that
all
the
way
through
our
fpga
eda
flow
and
into
our
embedded
software
stack.
So
open
source
is
a
key
part
of
our
cultural
dna,
and
when
I
was
brought
on
board,
I
I
knew
about
the
concept
of
osbos
and
how
they
can
be
harnessed
to
help
an
organization.
D
Traditionally,
that's
like
a
more
software
focus,
but
my
role
is
to
literally
build
an
osbo
from
scratch
that
encompasses
the
entire
company,
not
just
software
folks.
So
I
met
a
couple
of
you,
probably
in
passing
at
oss
last
month,
and
so
this
is
my
first
attendance
at
this
meeting.
I
want
to
make
this
a
regular
habit,
but
I
am
a
blank
slate
like.
D
I
know
the
concept
of
all
of
this,
but
I've
never
done
it
in
practice
and
I
have
a
particular
bent
towards
how
to
not
just
like
graft
an
osbo
onto
an
existing
organization
but
really
bake
it
into
the
entire
corporate
world
view,
including
all
the
way
to
the
ceo,
like.
I
have
the
ceo
body
in
on
this
and
he's
expecting
good
metrics
around
this.
So
that's
kind
of
what
brings
me
here.
C
Right
on
it's
nice
to
have
you
here,
a
few
comments:
are
you
familiar
with
the
to
do
group
as
well.
D
I
am,
and
I'm
on
the
slack
there
and
right
now,
honestly,
like
from
learning
there
and
a
little
bit
here,
I'm
trying
to
figure
out
what
we
need
to
track
as
an
osbo
in
our
particular
situation
and
how
we
need
to
add
value
to
the
company
right
now.
Okay,
gotcha
just
wanted
to
make
sure
that
was
on
yeah,
that's
what
that
is
definitely
on
my
radar.
Thank
you.
Okay,
yeah
sure.
C
Cool,
so
so
tony,
just
to
kind
of
give
you
some
some
general
overview.
I
don't
know
how
much
you
know
about
the
chaos
project,
but
we
do
kind
of
a
variety
of
different
things
with
the
kind
of
the
core
residing
at
the
development
of
metrics.
The
development
of
tooling
software
tooling.
So
auger
is
one
of
the
the
tools
and
sean
is
the
lead
developer
on
auger
who's
on
this
call
right
here
and
then
gramor
lab
is
the
other
tool
that
we
use,
and
I
don't
know
if
you're
familiar
with
the
company
bettergia.
C
No,
I'm
not
okay,
so
batergia
is
a
a
for-profit
company
and
gremor
lab
is
the
open
source
version
of
their
sold
tool?
Okay,
so
so
gremor
lab
is
one
tool
that
helps
you
kind
of
build
dashboards
to
get
a
better
understanding
of
the
things
you're
talking
about
and
augur
is
also
another
tool
that
does.
D
Yeah
I
was
sat
in
some
of
the
presentations
on
it,
basically
at
oss
last
month.
I,
if,
if
I
had
some
other
sessions
I
had
to
go
to,
but
I
basically
tracked
osbo
con
the
entire
week
right
and
so
I've
gotten
a
lot
of
exposure
to
this,
and
I
know
you
guys
have
an
agenda,
but
if
they're
like
I've,
been
trying
to
ask
on
slack,
but
I
have
some
general
questions
that
I
think
would
be
better
like
person
to
person
like
just
in
a
informal
like
conversational
setting.
D
So
if
we
have
time
at
the
end
of
the
agenda,
if
I
could
just
ask
some
questions
of
the
group,
that
would
be
appreciated.
C
Yeah,
no,
that's
that's
not
a
problem:
okay,
yeah!
No,
that
sounds
great
so
and
I
think
we
have
a
fairly
light
agenda
today.
So
part
of
and
I'll
kind
of
we
can
now
take
a
look
at
the
revision
of
the
old
metric.
So
basically
one
of
the
things
that
that
we
do
tony
and
I'll
kind
of
describe
this
for
you
too,
as
well
tony,
but
like
we.
C
70
metrics
that
are
released
at
the
moment
and
part
of
that
release
process
is
we
need
to
review
the
metrics
just
because
some
of
them
are
in
old
templates.
You
know
what
I
mean
like
templates
that
were
developed.
I
don't
know
three
years
ago,
four
years
ago,
sometimes
you
we
revisit
the
markdown
of
the
metric
and
just
the
text
doesn't
make
a
lot
of
sense.
We
when
we
wrote
it
at
the
time
it
was
pretty
clear,
but
two
years
later
it
has
changed
so
this
during
the
six
month
period.
C
So
the
metric-
sorry,
that's
dog,
I
I'm
getting
pretty
good
at
muting
when
I
need
to
and
so
right
now
could
you
did
you
pull
up
that
one,
the
labor
investment,
so
I
think
vanad
was
going
to
start
taking
a
look
at
this.
C
C
And
so
tony
we
have
this
is
this
is
just
our
kind
of
our
workflow
tracking
spreadsheet,
for
all
the
metrics
that
we've
released
and
you
can
see
across
the
bottom
are
the
different
groups.
So
we
have
a
working
group
for
evolution
for
risk
for
value,
and
you
happen
to
be
in
the
value
session
right
now.
C
Each
one
of
the
green
rows
are
released,
metrics
yellow
are
just
like
it
says
it's
in
progress
and
redder
things
that
have
kind
of
come
up
that
we've
heard
about,
say
it
like
at
ospo
con
or
somebody
shows
up
and
we're
just
trying
to
track
things.
We've
heard
so
we're
not
necessarily
always
working
on
all
of
these
metrics.
C
B
C
C
B
C
And
so
elizabeth,
the
way
to
review
it
right
now
is
just
create
a
new
google
doc
and
just
copy
that
the
markdown
from
the
github
release
that
column
f
right
there
and
just
make
any
modifications
in
that
google
doc
and
track
your
changes.
You
know
what
I
mean
it's
like
if
a
sentence
needs
to
be
reworded
or
something
like
that,
I
can
also
shawn.
Do
you
you
see
any
that
that
you
have
yeah
teen
interest
yeah.
C
Okay
and
then
we
can
give
vanad.
Okay,
let's
give
the
nod
this
last
one:
okay,
all
right,
that'll
at
least
help.
C
Okay,
all
right
thanks
for
that.
Maybe
we
could
go
to
the
next
point,
which
is
open
issues
and
prs.
I
don't
know
that
we
have
a
lot
right
now.
A
C
Yeah,
it
should
be
there
try
to
open
an
issue.
C
C
A
Well,
since
tony's
here,
let's
look
here
since
we're
talking
about
open
source.
C
D
Yeah
that'd
be
great
and,
like
I
actually
saw
in
a
couple
of
the
other
issues
like
ideas,
they're
that
they're
definitely
relevant
to
us
at
rapid
silicon.
They
were
relevant
when
I
was
at
xilinx
2
of
when,
like
the
project
as
a
whole,
isn't
our
product.
But
it
is
a
small
component
of
a
bigger
commercial
project
that
is
of
keen
val
interest
to
us
right.
So
I
see
this
one
metrics
for
commercializing
open
source.
D
That's
of
key
interest
to
us
because,
like
as
we
focus
on
different
projects
like
this
is
one
of
the
things
like
in
the
commercial
world,
at
least
in
like
the
world
that
I
live
in,
there's
a
lot
of
confusion
about
the
difference
between
an
open
source
project
and
the
product
that
we
produce
and
and
showing
in
a
metrics
based
way
that
relationship
and
so
like
in
our
key
value
product.
At
rapid
silicon,
I
think
there's
half
a
dozen
different
open
source
products,
projects
that
go
together
to
make
a
complete
tool
chain.
D
They
all
have
different
levels
of
maturity
and
but
also
impact
on
the
overall
health
of
the
product
and
so
metrics.
That
would
show
like
our
biggest
pain,
is
in
this
particular
open
source
project.
So
we
should
probably
spend
more
developer
time
working
on
that
one
versus
like
it's,
I'm
not
trying
to
give
you
guys
new
metrics,
I'm
just
trying
to
give
a
world
view
that
we
have
of
like
how
to
wrap
our
head
around
all
of
this.
C
That
makes
sense.
One
of
the
I'm
trying
to
there
are
a
few
things
one
is,
you
should
probably
take
a
look
at.
Did
you
click
on
the
tracking
spreadsheet.
D
C
B
That
was
explained,
the
evolution
tab
has
evolution
metrics,
which
are
your
classic
activity.
Metrics,
that
open
source
projects
have
monitored
forever
commits
pull
requests,
issues
that
kind
of
thing,
and
each
of
the
other
working
groups
have
metrics
that
will
apply,
I
think,
broadly
in
the
ospo
world,
but
are
developed
within
these
focus
groups
based
on
the
interests
of
the
people.
B
So
one
of
the
things
we're
doing
right
now
is
recalibrating
our
website
to
include
keywords
that
decouple
the
metrics
from
the
working
group
that
create
them,
because
oftentimes
ospos
will
use
a
buffet
of
metrics
across
working
groups
and
they
can
be
more
difficult
to
find
if,
if
they
can
be
more
difficult
to
find
organized
by
working
group,
because
then
you
have
to
guess
which
working
group
might
have
created
it
right,
okay,
but
as
matt
was
explaining
that
spreadsheet,
the
bottom
tab
of
it
makes
it
pretty
easy.
D
C
C
D
D
C
So
then,
the
the
other,
the
other
thing
that
we
do
in
the
chaos
project
is
like
any
one
of
these
metrics
alone
may
not
be,
may
not
tell
a
very
good
story
right.
So,
like
the
age
of
an
issue
like
that's
interesting,
I
suppose,
but
it
may
not
really
give
you
what
you
need
to
talk
to
executive
council,
and
so
we
have
a
group
that
meets,
I
don't
know
where
you're
located,
but
it
meets
on
I'm
in
colorado
by
the
way.
So
you
are
okay.
Okay,
I
have.
B
C
B
Anyway-
and
I
I'm
in
colorado
right
now,
so
that's.
B
Usually,
usually
I'm
in
missouri,
but
but
my
family
reunions
in
colorado.
So.
C
So
the
other
thing
that,
if
you
click
yeah,
you
did
elizabeth
like
metrics
model.
So
basically
what
the
the
tab
on
the
farthest
right
is
is.
This
is
a
group
that
meets
every
other
week
and
it's
a
pretty
active
group
and
we've
had
folks
from
ospos
as
well.
That
are
basically
saying
what
are
the
collections
of
metrics
that
we
need
good,
okay
to
tell
a
story
about
like
look
at.
If
you
look
at
row,
27
like
what
is
the
responsiveness
of
right,
a
community
and
responsiveness
is
a
yeah.
D
Yeah
for
right
now-
and
I
don't
know
if
there
are
specific
again-
you
can
just
answer
this
informally,
because
I'm
going
to
go
deep
dive
on
all
of
this,
but
me
reading
through
this
sitting
through
osbo
con.
It
seemed
like
a
lot
of
the
metrics
were
about
like
developer
relationships
working
directly
in
upstream
and
and
in
that
part
of
the
community,
but
like
for
us
a
lot
of
the
way
we
integrate
different
projects.
Is
we
fork
them?
A
C
D
B
B
And
we
we
have,
we
have
those
we
have
a
number
of
dependency
metrics
available
in
augur
right
now
as
well,
where
we
look
at
one
metric
that
you've
probably
heard
of
is
libya,
and
we
look.
You
know
we
just
show
you
what
is
what's
the
average
age
of
the
imports
that
you
have
and
where
are
the
places
that
you
should
be
making
upstream
contributions,
some
of
the
ospos
that
we
work
directly
with
really
they
want
to
understand
where
they're,
where
they
should
invest
money
in
the
upstream.
B
So
they
have
a
finite
amount
of
funds
and
they
want
to
have
some
understanding
of
where
their
greatest
risk
is
like.
Where
do
we
have
something,
for
example,
that
is
so
embedded
in
our
core
open
source
product
that
we
need
it
to
be
maintained,
and
it
doesn't
look
like
it's
being
maintained
enough,
so
we
should
assign
someone
to
work
or
contribute
to
that
project
and
where-
and
then
there
are
other
ospos
who
are
looking
to
try
to
control
more
completely
the
dependencies
that
they
that
are
created
within
their
product
yeah.
That's.
B
Yes
and
the
awareness,
if
you've
got
some
repos,
you
could
message
them
to
me
in
slack,
and
I
could
I
could
set
you
up
an
auger
instance
to
see
just
get
a
sense
of
what
you
would
see.
Okay,.
B
Yeah
as
long
as
you're
you,
you
just
have
to
provide
an
api
token,
that's
github
or
gitlab
that
has
access
to
those
repos.
So,
for
example,
I
would
assume
your
no
auth
token
from
your
github
user
is
going
to
have
access
to
those
private
repos
and
so
augur
will
have
no
idea
that
they
are
private,
okay
and
then
there's
a
little
bit
of
command
line,
foo
that
you
would
need
to
use
to.
B
Basically,
you
have
to
cache
your
github
credential
in
order
to
clone
the
private
repos
for
the
commit
counting
part
of
it.
Okay.
So
it's
just
it's
a
get
setting
it's
it's!
It's
in
our!
You
know.
D
C
B
D
A
Yeah,
I
was
going
to
say:
can
I
close
this
since
it's
just
kind
of
a
list
of
resources?
Yes,
okay,.
A
B
D
A
C
C
A
C
C
A
So
another
thing
we
had
talked
about
in
other
working
groups
is
if
there
is
a
metrics
model
that
comes
up
in
a
working
group,
that
the
working
group
can
start
it
and
then
hand
it
off.
A
D
A
D
This
is
I'll,
take
a
look
I'll
prioritize,
taking
a
look
at
this
one,
because
actually
this
is
writing
down
in
a
much
more
succinct
way.
What
I
was
trying
to
describe
earlier
right,
which
is
where
we
have
multiple
components
and
different.
The
word
readiness
is
actually
what
I
was
searching
for
in
my
head
right
of,
like
this
component
is
really
robust.
It's
got
a
lot
of
documentation.
It's
feature
complete.
D
We
don't
need
to
touch
that,
but
this
other
component
that's
core
to
our
business,
like
maybe
it
works,
but
the
docs
aren't
there,
and
so
we're
gonna
have
as
an
organization
we're
going
to
have
to
take
on
writing
docs
for
it
or
whatever.
Like
all
of
that,
because
that
has
that
scales
to
some
of
the,
what
technical
support
do
we
have
to
own
as
an
organization
versus.
D
A
A
B
I
need
to
keep
it
oh
yeah,
what
I
was
going
to
ask
elizabeth
to
put
the
link
to
the
issue
in
there,
but
I
think
that
she
was
about
to
do
that.
So
I
shut
up.
B
A
C
Thanks
and
then
so,
I
think
the.
A
C
C
Yeah
and
I
really
think
of
it
as
we,
so
there
are
kind
of
a
few
things
going
on
here.
One
is
that
we're
kind
of
exploring
that
partnership
with
the
to
do
group
you
know,
and
so
there's
that
affiliates
program
with
the
to
do
group
that
we're
talking.
I
need
to
talk
to
anna
a
little
bit
more
about
that
anna
kind
of
is
the
community
manager
for
right.
I
met
her
at
austin.
Oh
okay,.
B
Okay,
great
I've,
I've
been
in
several
planned
conversations
with
anna
and
don
foster
who's,
also
pretty
active
in
chaos
about
the
to
do
groups,
new
outreach,
work
that
they're
doing
essentially
their
monthly
meetings
and
then
we're
planning
a
face-to-face
meeting
in
stockholm
for
the
european
community
in
october.
I
think
it's
the
19th
the
21st.
Well,
I
think.
B
C
So
it's
just
it's
mostly
it's
a
lot
about
what
the
relationship
of
the
affiliates
program
means.
You
know
what
I
mean
and
what
resource
sharing
looks
like,
and
so
I
think
we
just
need
to
to
sort
that
out.
But
the
point,
irrespective
I
guess,
of
the
affiliates
program,
like
my
own
personal
take,
is
we
have
working
groups
that
are
focused
on
say,
for
example,
diversity,
equity
and
inclusion.
We
have
working
groups
that
are
focused
on
risk.
C
B
C
So
yeah
and
we
also
have
stephen
who's,
not
on
the
call
right
now.
Stephen
jacobs
is
at
rit
rochester
institute
of
technology,
and
he
is
also
on
the
to
do
group,
but
he's
also
part
of
an
effort
called
ospo
plus
plus
and
ospo
plus
plus,
is
ospo's
within
universities.
So
it's
like
the
tech
transfer
stuff.
So
how
do
how
do
companies
or
sorry
how
do
universities
think
about
open
source
as
part
of
their
like
tenure
and
promotion
process
and
like
how
do
they
ascribe
value
to
creating
communities
and
creating
healthy
communities?
C
C
C
B
As
well-
and
I
I
think
yeah
I
mean-
I
think,
there's
use
I'm
just
saying
that
metrics
that
have
been
developed
where
ospo
leaders
have
been
like
driving
them.
That's
kind
of
what
the
risk
working
group
has
been
doing,
but
it's
been,
it's
been
focused
on
risk
right
and
there
is,
I
think,
a
value
lens
through
which
ospo
work
needs
to
also
be
viewed,
and
that
this
would
be
a
good
focus
for
the
value
working
group
as
well.
Okay,.
D
I
I
agree
with
that.
So
one
of
the
key
tent
poles
of
how
we're
trying
to
use
that,
or
at
least
how
I,
as
a
hospital
within
our
company,
is
trying
to
present
open
source
is
that
it's
a
basically
own
what
you
care
about
kind
of
model
where,
if
it's
something
that
we
just
want
to
take
off
the
shelf,
an
open
source
project,
that's
fine,
but
then
the
value
part
of
it
is
proving
through
metrics
that
those
things
are
satisfying
our
needs
like,
as
is,
and
that
it
would
help
hopefully
help
also
surface.
D
Where
there's
something
we
care
about.
That's
not-
and
I
think
this
goes
to
this
business
readiness
metric-
that
I'll
help
work
on
of
like
where
we
care
about
something.
That's
not
satisfying
our
needs
so
that
we
can
focus
on
it.
So
it's
kind
of
a
blending
of
risk
which
we
we
use.
The
word
gaps
right
like
feature
gaps,
but
risk
and
value
kind
of
blend
together
there
to
help
us
hone
in
on
what
we
care
about.
D
A
C
A
Right
right
because
they're
harder
so,
but
I
think
that
the
dei
we're
would
be
a
great
place
for
it.
I.
A
Don't
we
might
even
consider
renaming
this
working
group
to
ospo
working
or
something
like
that
would
just
be
obvious.
So
if
you're
in
an
ospo-
and
you
want
to
talk
about
stuff-
that's
valuable,
come
here,
yeah,
just
a
suggestion
or
an
idea
happy
to
keep
it
as
value
and
also
because
it
is
talking
about
value
things
yeah,
but
and
then
use
maybe
use
value
as
like
the
keyword
or
the
you
know
the
category
whatever?
What
are
we
calling?
Those
not
categories
context.
C
C
C
B
It
you're
muted,
if
you're
gonna,
yeah
yeah.
If,
if
there's
some
kind
of
signal
about
ospo
interest,
I
think
both
risk
and
value
would
be
good
places
for
folks
to
start.
C
Okay,
because
my
only
my
only
hesitation,
I
thought
I
actually
it's
funny,
because
I
had
suggested
renaming
it
ospo2
to
sean.
Well
and
sean
was
like.
I
don't
mean
to
like,
say
you
said
no
sean
but
you're
like
well.
Risk
also
does
ospo
stuff,
so
we
don't
want
to
just
like.
Have
this
one
be
ospo
and
risk
is
not
ospo
like.
C
So
I
thought
that
as
well.
Actually
I
had
you
know
at
a
larger
scale
and
like
really
when
it
comes
down
to
thinking
about
kind
of
the
work
that
chaos
does
it's
a
lot
about.
Ospo
work
just
straight
up
and
it's
a
lot
about
dei
work
and
it's
not
saying
the
two
are
inseparable
from
one
another,
but
those
seem
to
be
really
core
core
pillars
of
the
chaos
project.
So
so
I'm
with
you,
though,
elizabeth
on,
if
you
can,
if
you're
done
typing
but
like
go
back
to
the
metric
spreadsheet,.
A
A
C
A
Okay,
okay,
let
me
make
sure.
C
C
A
C
C
This
is
I
like
this,
a
lot
better,
because
then
it's
value
that
an
organization
cares
about
it's
value
that
a
person
cares
about
which
I
do
think.
There's
there's
a
lot
to
be
said
there.
So,
particularly
this
is
like
an
individual
who
takes
on
maintainership
roles
and
the
value
that
they
can
accrue
as
maintainers
or
leaders
in
projects
to
be
mobile.
Could.
C
A
C
A
C
Yep
right
that
we
don't
worry
about
moving
it,
but
it's
still
an
individual
described
value,
concern
and
then
communal
value.
I
think
there's
a
lot
here
as
well,
which
I
like
keeping,
which
is,
I
think
a
lot
of
this
is
about
like
honestly,
the
number
of
corporations,
perhaps
that
participate
in
your
project,
the
number
of
people
that
I
don't
know
if,
like
popularity,
that's
a
candidate
for
a
metrics
model,
but
like
the
number
of
people
that
download
fork
and
star
your
project.
C
A
A
Just
in
case
yeah,
okay.
D
I
just
want
to
say
thank
you,
everyone
for
being
so
welcoming
and
so
tolerant
and
patient.
With
my
questions
I
know
I'm
a
newcomer
and
definitely
still
a
baby
in
this
area.
So
I'm
trying
to
learn
and
trusting
me
enough
to
take
on
an
ai.
We
are
thrilled
to
have
you
here.
Tony.
D
I
do
have
the
slack,
I
need
to
be
more
active
on
it,
but
this
I
have
it
on
my
calendar
because
I
I
got
the
the
calendar
invite
forwarded
to
me,
but
it's
every
two
weeks
right
in
this
time,
slot
yep!
Yes,
exactly.
D
It's
like
there's
not
like
some
of
the
different
working
groups
have
like
europe,
time,
europe
and
north
america,
time
and
asia
pack
time
this
one's
only
one.
C
B
Well,
we're
scheduled
to
meet
today
at
1pm
u.s
central
time,
but
I
have
a
conflict
and
david
a
couple.
Other
people
who
are
regulars
have
coveted
after
os
sna.
B
So
I'm
thinking
of
actually
canceling
that
meeting
I'm
checking
with
sophia
to
see
if
she
could
facilitate
in
my
absence.
But
I
think
I.
B
Yeah,
I
think
it
probably
won't
occur
today,
just
because
without
sofia.
Basically,
the
four
core
people
are
probably
all
out
today.