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From YouTube: CHAOSS.Asia.Pacific.Community.Sept.9.2020
Description
CHAOSS.Asia.Pacific.Community.Sept.9.2020
A
Place
the
community
place
where
you
can
join
as
well
and
so
on
and
the
last
one
is
about
metrics
and
innovation
where
to
start
from
from
that
perspective,
that
perhaps
is
another
topic
for
for
the
chaos
community.
A
So
what
what
I
can
do
is
to
start
from
from
scratch
with
with
disrespect
and
once
we
you
have
specific
questions,
or
so
we
can
just
interrupt
me
or
we
can.
We
can
have
some
open
discussion
about
what
it
means
I
mean
this
is
we.
We
are
we're
a
small
number
of
people
now,
so
we
we
can
have
any
any
any
any
discussion
all
together.
So
I'm
looking
for
the
slides
right.
A
A
Perfect
so
yeah,
let
me
share
my
screen,
so
you
can
do
it
here
and
then
we
can
put
this.
A
I'm
moving
some
windows
so
inner
source.
Just
a
bit
about
me.
I've
been
active
at
the
research
community
for
the
last,
so
we're
in
2024
four
and
a
half
years,
so
I've
been
attending
some
of
the
inner
source,
summits
and
and
so
on.
Since
then,
there
are
a
couple
of
them,
typically
one
europe-based
and
the
other
one
based
in
in
the
us
this
year.
By
the
way
the
summit
we
are
having
now
the
next
week.
I
will
give
you
some
some
some
some
references
later,
but
next
week
is
happening.
A
The
inner
source
summit,
in
this
case
west
coast
in
the
us
time,
zones
friendly.
So
this
is
starting
at
6
p.m.
Central
european
time,
and
by
the
end
of
the
year
by
the
beginning
of
december,
we
are
having
an
inner
source
apac
time
zone
friendly
where
well,
there
are
already
companies
participating,
and
we.
A
So
one
of
the
main
discussions
nowadays
is
about
that
self-worth
in
the
world,
because
any
company
no
matters
who's,
building
what
they
are
building
or
making
or
producing.
There's
certain
software
behind
all
of
these
right.
So
the
idea
is
that
there
is
this
kind
of
wave
coming
and
then
we
need
to
see
this
in
advance.
A
So
there
are,
you
know
the
usual
references
as
well.
The
number
of
the
budget
of
companies
spending
here
talent,
wars
in
some
cases,
so
how
to
hire
the
best
developers.
So
then
we
can
make
a
difference
between
us,
our
company
and
other
companies.
So
the
point
is
that
this
market
is
growing.
There
is
a
real
need
to
hire
developers
and
this
this
budget
keeps
growing
each
year,
and
this
will
keep
growing
during
the
next
years
for
for
several
for
several
years
and
even
decades.
A
So
if
we
think
about
how
corporations
look
like
nowadays,
not
all
of
them-
but
let's
say
those
that
have
in
the
market
for
for
certain
time,
these
are
kind
of
silos.
Of
developers,
so
we
are
geographically
distributed,
organizations.
B
A
Then
we
have
perhaps
our
headquarters
are
in
germany,
but
then
we
have
offices
in
in
japan,
in
australia,
in
the
us
in
brazil
and
so
on,
and
then
we
have
this
magnificent
and
glorious
way
of
developing
in
a
silo
mode,
which
is
a
way
of
creating
once
and
again
the
same.
So
if
we
have
all
of
these
places
around
the
world,
this
may
mean
that
we
are
producing
and
it
happens.
We
are
producing
once
and
again
the
same
software.
A
So
nowadays
people
are
now
building
artificial
intelligence
whatever
or
maybe
they
are
building
bots,
but
they
are
building
certain
software
so
around
the
world.
What
is
happening
in
those
large
corporations
is
that
they
are
building
in
a
silo
mode.
All
of
this,
so
basically
what
happens?
Is
that
knowledge
there?
There
is
not
knowledge
transfer.
Unless
you
go
to
the
top,
which
artwork
you
can
see
all
of
the
aisles
that
you
can,
you
can
cross
between
silos.
A
So
basically,
if
you
go
to
the
chief
level,
this
is
where
they
have
a
lot
of
information,
but
if
you're
a
developer
or
middle
managers,
what
happens
is
that
you
need
to
follow.
Let's
say
the
rules,
and
then
you
need
to
produce
certain
software,
and
this
software
is
produced
once
and
again
right.
So
one
of
the
goals
of
inner
source
is
about
breaking
those
silos
and
fostering
collaboration
across
all
of
these
organizations.
A
So
we
are
moving
from
a
world
where,
typically-
and
initially,
we
are
growing
our
piece
of
power-
let's
say
somehow,
if
you're
a
manager
by
taking
others
areas-
let's
let's
say
so,
you're
a
manager-
you
are
growing
because
you
are
taking
other
areas,
so
that
means
that
other
people
are
living
those
well
in
this
case,
what
we
want
to
do
is
to
break
those
silos.
So
basically,
what
we
are
trying
to
do
is
to
grow
the
cake.
So
in
this
case
there
are
certain
similarities
with
open
source,
which
is
we
are
not.
A
We
are
trying
to
grow
the
cake
altogether.
So
then
there
are
are
there's
there's
enough
food
for
everyone
in
in
a
community
or
also
right.
So
one
of
the
goals
of
inner
sources
is
about
breaking
those
silos.
If
we
think
about
developers.
This
is
how
the
usual
developer
works
nowadays,.
B
A
I
mean
I
I've.
I've
been
talking
to
some
friends
and
colleagues
and
they
are
kind
of
hiding
the
software
because
they
are
not
really
proud
of
the
software,
perhaps
because
they
don't
have
the
right
tools,
perhaps
because
they
don't
they.
Don't
they
don't
they
don't
follow
the
rules
as
they
should,
and
the
main
thing
is
that
one
piece
of
code
that
they
created.
B
A
Will
be
there
and
then
no
one
else
will
take
care
of
this,
so
you
produce
something,
and
then
everyone
forgets
about
that
and
that's
a
problem
if
we
think
again
about
open
source
and
perhaps
the
linux
kernel,
we
have
a
history
of
30
years
right
almost
30
years
next
year
and
and
everyone
that
has
participated
at
the
linux
kernel
is
proud
of
this
right.
So
why
is
this
not
happening
in
corporations?
And
there
are
some
studies.
I
think
it
was
forbes
that
said,
70
of
the
people
at
large
corporations
are
disengaged
at
work.
A
So,
let's
think
now
about
fosdem,
so
fosdem
is
one
of
the
largest
open
source
conferences
right.
So
this
is
this.
Is
this
takes
place
in
brussels
and
chaos?
Con
and
other
conferences
are
collocated
around
porcelain,
too.
We
see
there
from
time
to
time.
A
Foster
well,
okay,
so
fosdem
is,
is,
is
a
large
open
source
conference
taking
place
in
brussels
at
the
beginning
of
february.
C
C
A
Now,
by
the
way,
so
dx
is
digital
transformation.
Thank
you.
So,
let's,
let's
think
about
fosdem,
so
I've
been
attending
first
time
for
the
last
12
years,
yeah
13
years.
A
So
that's
a
long
time
and
I've
been
there
for
10
years
in
a
row
and
sometimes
I
I've
been
there
because
I
was
paid
by
the
company
I
worked
for
or
the
research
group
I
worked
for
before
so
and
in
some
of
the
cases
I
paid
me
by
myself.
So
we
are
talking
about
a
place
that
is
really
cold,
the
beginning
of
february,
maybe
snowy
sometimes
but
there's
there's
a
lot
of
engagement
right
and
open
source
communities
is
around
engagement.
A
So
the
question
here
around
the
inner
source-
and
this
is
what
inner
source
is-
is
about
bringing
lessons
learned
from
the
open
source
world
into
large
large
corporations
for
different
reasons
right
some
of
them
are
we
asked
about
breaking
side
laws
so
then
we
can
learn
how
other
communities
are
building
software
in
some
more
cases.
It's
because
we
want
to
get
our
developers
ready
to
participate
in
the
open
source
world
like
this,
because
if
we
are
working
the
same
way
internally,
that
means
that
we
can
work
in
the
same
way
outdoors.
A
So
then
we
are
just
a
click
away
to
say.
This
is
now
open
source
because
we
don't
need
to
go
through
marketing,
legal
security
or
any
of
them.
We
are
working
in
the
same
way
right
so
just
to
clarify
inner
source
is
not
open
source,
so
it's
like
producing
open
source
within
the
walls
of
your
corporation
and
that's
all
and
beyond
those
walls.
A
You
can
see
that
software
as
proprietary
software
is
private
software,
and
this
is
produced
internally
in
the
company.
The
the
thing
is
about
producing
the
software
as
open
source
software
is
produced,
because
if
we
go
for
large
corporations,
we
are
talking
about
perhaps
5000
developers,
6
000
developers
even
more,
and
those
are
numbers
that
we
can
see
in
some
other
communities
as
cnca.
Well
cncf.
They
have
some
more,
but
we
are
talking
about
the
about
the
level
of
thousands
of
developers.
B
A
A
C
And
I
think
I
think
from
prior
discussions
daniel
this
group
is
really
interested
in
understanding
what
what
kinds
of
methods
you
have
seen.
Companies
use
to
and
sort
of
enhance
the
motivations
of
one
department
to
contribute
software
to
another
department,
because
the
internal
financial
dynamics
and
the
corporation
are
different,
of
course,
than
open
source,
and
I
think
that's
the
well.
I
think
this
group
is
at
the
place
where
they,
how
do
they
do
that
part
of
it.
A
Yeah,
let's
think
for
a
second
about
what
employees
are
interested
in.
So
we
are
engineers,
so
we
like
solve
things
right,
so
we
like
to
to
fix
the
stuff
and
so
on.
However,
what's
our
usual
way
of
working,
so
we
have
certain
bureaucracy.
A
A
What
we've
seen
so
far
is
if
we,
if
we
work
in
a
in
a
more
open
way
internally
again
remember
we
are
producing
open
source,
but
within
the
walls
of
organization
the
promises
say
are
well
first,
we
are,
we
can
work
on
our
own
skills,
soft
skills
in
the
sense
that
we
need
to
communicate
more
to
others.
A
We
need
to
collaborate
with
others
and
so
on
and
hard
skills,
because
you
can
go
to
potentially
any
any
project
that
might
be
interesting
for
you
and
then
you
can
go
and
say:
I'm
gonna
learn
go
or
I'm
gonna
learn
c
plus
plus.
So
you
are
improving
your
skills.
You
are
working
in
a
more
dynamic
environment,
as
we
can
see
in
any
open
source
community.
A
You
are
allowed
to
test
things.
You
can
create
your
own
repositories,
you
can.
You
are
fostering
innovation
somehow,
so
there
is.
There
are
certain
references,
but
it's
it's
quite
interesting.
The
paypal
case
with
javascript,
where
they
migrated
from
java
to
javascript,
and
this
was
run
by
one
higher
developer
and
then,
basically,
what
we
are
doing
is.
A
We
are
empowering
developers
to
run
this
so
in
one
of
the
so
in
from
victoria
perspective,
we
run
some
some
surveys
and
some
projects
we
have
related
to
inner
source
and
there
is
a
gap
between
what
the
middle
manager
thinks
and
what
the
developer
thinks
in
terms
of
what
they
would
like
to
see
when
participating
and
perhaps
in
an
inner
source
project
or
in
other
internal
community
things,
because
managers
think
that
developers
want
to
have
more
money.
A
While,
if
you
ask
developers
they
are
really
interested
in
having
more
time
to
participate
in
those
projects
and
having
certain
rewards,
as
perhaps
attending
conferences,
training,
et
cetera,
et
cetera.
So
one
of
the
first
steps
is
about
trying
to
polish
that
gap
and
try
to
understand
both
worlds
and
say:
okay,
there's
certain
certain
time
to
defeat.
Some
of
this
did
I
answer
more
or
less
the
questions.
One.
C
Yeah,
I
I
learned
a
lot
willem.
Did
you
have
any
follow-up.
B
D
A
Yeah
with
with
that
respect,
that's
a
that's
a
good
question,
because
that
was
the
previous
slide
yeah,
so
the
promises
again
and
well,
this
is
happening
in
summer.
Companies
already
doing
inner
source
is
first,
let's,
let's
think
we
are
breaking
the
silos
of
development
of
development
right,
so
you
remember
those
silos.
If
we
break
them
suddenly,
we
have
perhaps
five
agile
beams
that
are
working
that
can
work
in
the
same
project.
So
we
don't
have
five
people.
A
A
Then,
surprisingly,
there
are
organizations
that
are
not
using,
let's
say,
modern
tools
in
the
sense
of,
for
instance,
using
the
concept
of
pull
request.
So
they
are
not
having
a
proper
scenario
where
they
have
code
review
activities
and
they
don't
have
a
proper
scenario
with
continuous
integration
and
continuous
deployment.
A
A
This
is
another
thing
because
if
you
start
doing
cold
review,
if
you
start
having
a
proper
pipeline
for
ci
cd,
what
you
are
doing
at
the
very
end
is
first
thing
is
increase
the
code
quality
and
second,
you
are
spreading
the
knowledge
around
your
technology
with
the
rest
of
the
organization,
because
everything
is
going
to
be
open.
So
then
everyone
can
access
there
and.
B
A
If
we
have
more
eyes,
we
have
more
people,
we
have
better
tools,
what
happens
not
at
the
beginning,
but
in
the
in
the
medium
term
is
a
time
to
market.
It's
gonna,
be
it's
gonna
be
faster,
so
you
are
gonna
be
faster
than
before.
B
A
Are
more
appealing
to
them,
then
what
we
are
doing
is
we
are
increasing
engagement,
so
the
idea
here
is,
if
we
think
about
how
team
a
has
to
contribute
to
team
b
if
they
are
from
different
business
units.
Typically,
what
happens
is
that
there
is
someone
middle
manager
asking
for
certain
changes
and
then
team
a
produces
the
code
and
say
to
tim
b:
hey
we've
done
this
for
you,
so
please
integrate
this
or
or
or
have
this
integrated
in
in
the
project.
A
The
first
product
step
for
team
b
is
oh.
This
is
the
first
time
you
are
talking
to
me.
You
have
not
read,
you.
Don't
have
any
idea
about
guidelines.
You
have
no
idea
about
requirements.
You
have
no
idea
about
how
we
are
working.
This
piece
of
code
is
massive.
It's
huge.
I
cannot
review
all
of
this.
So
what
happens
is
that
everything
gets
blocked
and
then,
after
a
while,
the
the
middle
manager
will
ask
again
team
a
hey.
Have
you
produced
this?
This
is
not
still
a
merge
right
so
and
team
a
will
say.
A
Oh
no,
we
we
release
the
software.
So
then,
team
b
is
the
one
that
needs
to
integrate
this.
So
what
happens
is
okay?
We
need
to
go
in
the
hierarchy
app
right.
So
then
this
is
what
we
call
and
then
so
we
move
to
the
other
to
the
other
business
unit.
When
we
reach
the
top
and
then
we
have
to
go
down.
So
this
is
what
we
call
at
the
inner
source
common,
the
cheese
interface.
So
you
need
to
go
through
the
holes
that
you
have
in
the
cheese
just
to
reach
the
other
team.
A
What
happens
is
that
team
b
will
will
be
forced
by
the
manager
in
the
business,
the
second
business
unit,
to
integrate
those
changes
and
what,
in
reality,
what
happens
is
that
they
will
say.
Okay,
this
code
is
not
good
enough.
Then
we
have
this,
this
concept
of
not
invented
here
as
well,
and
then
they
will
produce
the
code
from
scratch
and
then,
of
course,
this
is
done.
We
have.
We
have
several
problems
here
about
this
way
of
working,
that
companies
are
working
nowadays.
A
First
team,
a
and
team
b.
They
don't
know
how
to
collaborate
together
and
they
have
not
learned
right.
We
are
still
in
the
same
situation
as
before.
That's
one
thing,
and
the
second
thing
is
that
team
b
will
not
receive
further
contributions,
so
they
need
somehow
to
teach
others
how
to
pro
how
to
produce
software
if
we
think
again
about
open
source
what
we
have
in
the
very
first,
what
we
are
all
looking
at
at
the
same
time
is
a
rhythmic
file,
installation
file,
requirements,
etc.
A
A
In
shark,
in
some
corporations,
so
what
we
need
to
do
is,
if
I'm
going
to
any
of
your
houses,
you
will
ask:
oh,
please
use
these
flip-flops
and
if
you
don't
mind,
bring
a
bottle
of
wine
and
perhaps
some
pastries,
because
we
have
at
the
very
end-
and
these
are.
A
These
are
good
behaviors
right.
So
it's
it's
about
being
polite.
So
if
I
go
to
your
house,
then
I
try
to
behave
in
a
in
a
good
way
because
they're,
my
you
are
my
friend
right.
So
open
source
communities
is
like
this,
so
you
need
to
read
certain
documentation.
You
need
to
be
aware
of
the
readme
et
cetera,
et
cetera,
but
you
need
to
produce
that
in
advance.
A
B
A
Will
help
that
will
facilitate
all
of
this
process?
So
we
are
talking
about
the
trusted
committer,
which
is
kind
of
kind
of
the
concept
of
committer
in
organizations
in
open
source,
but
those
committers,
those
trusted
committers
are
the
ones
are
kind
of
the
gatekeepers.
So
those
are
the
reviewers.
A
B
A
A
C
A
So
then
we
have
advantages
for
companies,
we
have
advantages
for
for
developers
and
then
again,
inner
source
is
not
agile
or
scrum,
but
inner
sources.
We
we
are
seeing
that
inner
source
is
a
good
way
to
scale
things.
So
the
point
is:
oh,
you
need
to
you
are
doing
agile.
So
then
you
need
to
remove
agile
and
start
with
inner
stores
or
or
devops
or
so
that's
not
the
case.
A
B
A
Open
source
is
not
perhaps
that
good
way
to
really
be
productive
and
and
really
be
fast,
but
what
you
are
doing
is
you
are
becoming
more
resilient
as
a
company,
if
any
of
your
members
leaves
the
company
so
each
of
the
areas
they
have
its
advantages.
So
I
would
say
that
if
you
think
about
inner
source
is
kind
of
another
layer
that
you
can
add
on
the
top
of
your
agile
teams
or
devops
teams,
and
so
on.
B
A
Try
to
work
together
in
different
ways:
there
are.
There
are
certain
things
that
will
will
will
produce
certain
friction
as,
for
instance,
the
idea
of
agile
teams
is
to
be
all
together
in
the
same
room.
A
So
then,
each
of
the
members,
each
of
the
members
know
each
other
etc,
for
instance,
some
companies
in
inner
source.
They
are
breaking
that
idea
and
introducing
other
team,
all
the
other
member
teams
from
a
different
geographical
from
from
a
different
country,
for
instance,
so
they
need
to
work
in
the
same
way
in
a
giant
way
using
sprints,
etc,
etc,
but
they
need
to
work
in
a
geographically
distributed
way
and
what
you
are
forcing
here
is
in
somehow
creating
other
types
of
artifacts.
So
you
need
to
produce
recommendation,
for
instance,
not.
B
A
The
for
the
final
customer,
which
is
in
the
guiding
or
from
time
to
time
but
documentation,
internal
documentation
for
developers
and
users
in
your
company.
So
it's
it's
about
so
there
are
certain
mind
changes
that
we
need
to
do,
but
though
I
see
inner
sources
totally
complementary.
B
A
So,
first
of
all-
and
this
is
kind
of
the
way
everyone
is
started-
is
starting
their
their
inner
source
journey.
So
the
most
important
thing
is:
this
is
a
cultural
change.
So
I
remembered
years
ago
I
was
when
I
was
working
at
the
beginning
of
my
career.
B
A
To
do
this,
cultural
change
and
even
there
are
companies
that
are
thinking
about
source
code
as
an
asset,
something
that
you
can
sell
and
buy
well
in
open
source.
If
you
think
about
how
this
works,
it's
not
some,
it's
not
some
something
that
you
are
selling
or
buying
right.
So
what
it's
important
is
the
service,
the
final
service
that
you
are
getting,
because
there
are
other
companies
producing
that
service
right,
the
the
circle,
the
source
code,
something
that
you
are
producing
all
together
in
the
same
time.
A
So
we
need
this
cultural
change.
So
the
first
thing
is
about
communication,
so
you
may
start
with
basically
creating
specific
communication
channels
that
are
open
in
the
in
the
company
right.
So
then
people
will
start
sending
emails
and
so
on-
or
maybe
you
are
using
slack
to
foster
that
communication
and
if
you.
A
How
this
works
this
communication?
This
is
going
to
lead
to
the
concept
of
transparency,
because
the
more
you
are
doing
this
communication
making
decisions
announcing
things
you
are
becoming
more
more
transparent
if
you
start
becoming
transparent
people
have
opinions,
and
the
good
thing
about
having
opinions
is
that
you
will
have
a
lot
of
people
that
may
come
to
your
project
to
your
way
of
working
through
your
decisions
to
your
thread
and
and
start
and
start
discussing
there.
A
Of
course,
we
all
may
have
flames
at
some
point.
This
happens
in
open
source.
This
will
happen
internally,
but
this
is
a
way,
a
good
way
to
to
collaborate.
So
we
have
these
communication
channels.
Then
we
could
become
transparent
and
so
on.
Then
we,
you
will
have
a
collaboration
and
then,
after
collaboration,
if
we
start
collaborating
as,
for
instance,
in
chaos,
what
we
are
creating
is
a
community,
so
we
have
a
community.
B
B
A
Just
to
to
to
bring
the
concept
that
we
will,
we
will
see
after
a
while
people
that
will
be
kind
of
the
technical
leaders
that
will
help
right,
perhaps
as
technical
leaders
as
facilitators
as
knowledge
databases
in
their
minds.
So
there
will
be
people
that
will
be
around
and
will
be
known
by
everyone
in
the
company
because
they
are
heavily
participating
in
the
project,
and
this
is
this
is
all
based
in
in
apache,
and
this
is
the
patchy
way
particular
foundation
of.
Indeed
this
you
should.
D
A
First,
it's
about
the
people
and
culture.
Then
we
improve
the
processes
and
then
we
have
the
tools,
because
what
we've
seen
sometimes
is
that
there
are
companies
that
started
directly,
for
instance
with
github
enterprise
or
gitlab
or
atlas,
and
stack
any
tool
that
allows
collaboration
and
because
they
have
this,
they
say.
Oh,
we
are
doing,
we
are
fostering
collaboration
and
basically
nothing
happens,
and
this
is
part
of
the
of
of
your
of
your
comments.
B
A
How
can
we
engage
and
motivate
developers
to
be
to
be
part
of
this
so
well?
First,
we
need
to
start
discussing
about
the
people
on
culture
and
part
of
the
next
steps
is
about
this
people
and
culture.
So
what
they
do
is
to
close
this
presentation.
There
are
some
more
slides.
Oh,
this
might
be
important
so
at
the
inner
source
commands.
A
So
there
are
some
resources.
You
have
some
books,
please
go
there
and
they
are.
They
are
free.
They
were
sponsored
by
by.
C
A
And
yeah,
let
me
serve
this
here
and
the
first
one
is
about
getting
started
with
dinner
stores,
and
this
is
this
is
mostly
paypal's
experience
when
running
inner
source
office
back
like
starting
five
years
ago
or
so
earlier.
I
remember,
and
then
we
have
the
understanding,
the
inner
source
checklist.
A
So
this
is
done
by
selena
one
world
she's.
She
has
participated
from
time
to
time
at
the
chaos
community
and
she
really
loves
checklists.
So
I
would
recommend,
if
you
are
doing
inner
source,
go
and
have
a
look
at
this
and
then
for
the
optimum
source,
principles
and
case
studies.
This
is
these
are
different
companies
that
have
been
running
inner
source.
So
these
are
case
studies
that
you
can.
You
can
have
a
look
at
this
and
finally
managing
inner
source
project.
A
This
is
a
collaborative
book
that
we
started
initially
in
in
vitoria,
and
this
contains
most
of
the
let's
say,
kind
of
introduction
for
inner
source
and
then
metrics
strategy
about
your
inner
source
journey
and
then,
let's
say,
infrastructure
friendly
with
an
inner
source
approach
kind
of
discussion.
So
this
is
these
are
the
main,
the
main
areas.
So
there
are
these
inner
source
books,
so
this
is.
This
is
free
available
for
for
all
of
you,
yeah
going
with
this.
Let
me
now
introduce
a
bit
the
inner
source
commands
and
and
so
on.
A
So
we
are
a
foundation.
A
5.03,
since
february
we
started
so
yeah.
This
was
funded
in
2015.
This
is
this
is
the
main
website.
You
have
different
different
resources
here
and
there
another
really
interesting.
One
is
the
learning
path.
So
in
the
learning
path,
this
is
the
goal.
So
one
of
the
goals
of
the
foundation
is
about
educating
and
creating
a
value,
a
body
of
knowledge
around
the
inner
source.
So
in
the
learning.
B
A
What
we
have
are
short
videos
with
fields
about
this
is
inner
source.
This
is,
for
instance,
the
role
of
trusted
committer.
This
is
the
role
the
contributor.
This
is
the
role
of
product
owner,
so
this
was
again
sponsored
by
paypal,
and
this
has
been
edited
by
o'reilly,
so
they
have
really
high
quality.
A
A
And
then
the
other,
the
other
community
is
the
oh.
This
is
the
learning
path
community.
Of
course,
everything
is
is
indeed
an
open
source.
A
A
B
A
Some
point
you
may
face
certain
problems
as,
for
instance,
how
to
motivate
developers-
and
you
can
have
a
look
at
some
of
the
existing
ones,
so
we
have
some
of
them
here.
There
are
some
of
them
here
structure
and
then
there
are
some
others
that
were
validated.
Oh
non-validated,
we
have
constructor
yeah.
So
let's
go
to
one
of
them.
A
Let's
go
to
the,
for
instance,
the
30
day
warranty.
So
one
of
the
things
that
you
can
see
is
that
this
has
been
proven.
In
some
cases
there
are
companies
that
they
say
this
has
been
proven
internally
in
certain
corporation
or
maybe
in
some
other
cases.
This
is
not
set.
A
So
as
community
members,
what
we
can
do
is
we
can
be
your
gatekeeper,
let's
say
so,
for
each
of
the
problems
that
we
have,
we
are
structuring
the
information
into
five
main
areas,
so
we
have
the
context
like
okay,
we
have
a
team,
a
that
is
trying
to
collaborate
with
team
b.
B
A
A
That
depends
where,
where
you
are,
and
then
we
have
the
the
solution
so
going
to
the
discussion
to
the
cheese
interface
that
we
have
before
if
we
are
allowed,
if
we
are
allowing
developers
to
work
to
each
other
with
each
other
and
so
on,
one
of
the
one
of
the
patterns
that
we
have
that
have
been
proven.
So
this
means
it
has
worked
successfully.
A
Is
that
team
a
wants
to
collaborate
with
team
b,
but
then
b
is
kind
of
reluctant.
So
one
of
the
the
solution,
let's
say
just
to
to
summarize
here,
is
to
to
give
kind
of
a
warranty
period.
So,
okay,
that's
all
right,
so
we
want
to
collaborate.
We
are
following
the
rules.
We
are
following.
A
The
red
lines
committee
approved
this
so
team
a
is
giving
a
period
of
warranty
to
say,
hey,
it
doesn't
matter
if
this
is
30
days
or
six
months,
but
there
is
a
period
of
warranty
that
if
there's
any
back
in
that
in
that
area
of
the
code
team,
a
will
go
and
fix
that.
A
So
then,
now
we
have,
we
have
kind
of
bring
some.
You
know
oil
to
the
to
the
scene.
We
are
facilitating.
We
are
breaking
that
those
those
forces
against
and
it's
pretty
important
to
define
those
forces
against,
because
what
we
are
trying
to
do
in
the
patterns
is
to
break
down
them
and
to
say
those
forces
against
they.
Don't
they
don't
exist
anymore
right
at
this
pattern
you
can
see
there
are
several
of
them.
A
A
That
have
participated,
and
then
we
have
the
the
main
author
so
for
the
for
the
contracted
contributor,
the
the
problem
here
is:
oh,
we
are
letting
people
to
participate
in
certain
projects,
but
we
have
a
problem
is
that
they
are
higher
to
do
something
else
in
a
in
a
in
their
business
unit.
So
what
can
we
do
right?
A
So
then
again
they
were
trying
to
look
for
specific
fixes
to
existing
problems
and
enforces
against
this,
because
what
will
happen
is
oh,
I
have
a
manager
and
that
manager
has
a
team,
so
the
team.
Basically,
what
happens
is
oh,
I
need
to
participate.
I
would
love
to
participate
in
that
in
that
community,
but
I
don't
have
the
time
I
don't
have
the
resources.
What
can
I
do
so
then,
the
people
from
the
inner
source
department,
or
so
they
can
buy
time,
so
they
can
buy
the
time
for
that
developer.
A
Yeah,
okay,
and
indeed
there
are
companies
that
they
have
certain
percentage
of
employees
time
to
for,
for
anything,
maybe
open
source
projects,
maybe
internal
projects-
maybe
I
know
so.
This
is
patterns.
This
is
the
learning
path,
quick,
whoops!
Let
me
go
back
to
the
to
the
website.
This
is
a
really
great
resource.
The
center
source
comments.
Yes,
definitely
for
the
agenda
now
for
the
inner
source
summit.
If
you
are
interested
in
joining
us,
so
this
is
like
35
for
and
then
you
will
have
a
teaser.
A
U.S
pacific,
so
this
is
what
9am
we
are
having
team
rally
which
is
great
and
then
well.
You
can
see
companies
talking
about
winners,
nike
comcast.
A
A
At
the
same
time,
in
a
select
we
have,
we
have
live
discussion,
chat
discussions,
sap
did
have
another
keynote
and
then
in
the
breakout
sessions,
we'll
turn
on
the
microphone
and
the
on
the
camera.
B
A
Then
we'll
have
the
teams
of
10
15
people,
those
discussions
likely.
We
will
have
probably
inner
source
101
one
of
these
channels,
but
they
still
do
the
beast
to
be
discussed.
A
A
Each
day
and
yeah
it
is
interesting,
for
you
would
be
great
to
see
you
see
you
around
yeah,
more
things
and
then
the
final.
The
final
thing
is
about
metrics
and
kpis,
which
is
perhaps
the
topic
for
chaos.
Questions
comments
so
far
too
many
things,
maybe
at
the
same
time.
B
It's
great
the
inner
source,
comma.
I
I
I
found
these
websites
several
days
ago
and
I
already
recommend
some
url
to
my
colleagues,
so
you
may
already
know
about
it,
and
I
really
appreciate
especially
the
learning
paths.
It
is
kind
of
quite
provides
us
very
good
materials
to
learn
about
inner
yeah
thanks.
A
Very
much
sir
you're
welcome
so
this
is
this:
is
community
effort
just
a
quick
comment,
so
vayner
source
commons,
the
summit
and
the
slack
channel
and
all
the
communications
are
under
chatham
house
rule
and
the
chat
somehow
rule
is
a
way
to
create
in
a
safe
environment
for
collaboration,
so
chat,
somehow
rule
means
that
if
we
are
discussing
in
a
private
way
certain
topic
when
we
are
out
of
this
team
or
community,
we
can
use
the
information
for
our
own
purposes.
A
What
we
cannot
say
or
indicate
is
which
company
or
who
said
what
so
in
that
way,
we
are
avoiding
to
have
bad
press
or
good
press
any
type
of
press.
Basically,
oh
I
don't
know
this
company
has
said
this
or
they
are
facing
these
problems,
because
companies
don't
like
that
so
for
that
in
in
in
a
slack,
we
we
have
this
rule,
and
then
this
needs
to
be
under
any
conversation
is
under
chat
somehow
at
the
new
source
commons.
A
This
time
as
we
cannot
assure
100
percent
the
security
of
zoom
and
all
of
this,
all
of
the
all
of
the
talks
are
public
and
indeed
all
of
the
talks
will
be
uploaded
to
youtube.
So
the
thing
about
attending
the
inner
source
commons
is
about
the
discussion
like
discussions
and
their
chat,
somehow
room.
So
anyone
for
any
company
can
bring
their
own
experiences
and
then
the
breakup
sessions
that
will
not
be
recorded
because
again,
it
will
be.
C
A
Yeah
exactly
and
of
course
you
are
very
welcome
to
join
the
slack
channel,
so
there
are
the
inner
source.
Commons.Org
is
the
place
for
this.
C
A
A
C
A
Thank
you
yeah,
matrix,
metrics
and
kpis
for
inner
source
office.
So
we
have
this
concept.
This
sentence
right.
I
don't
know
if
this
is
lord
carving.
It's
time
I
look
for
this.
Basically,
there
are
this
is
assigned
to
different
people,
but
basically
we
cannot
measure
anything.
We
cannot
improve
it
right.
A
That's
one
of
the
things
or,
if
you,
if
you
don't,
have
data
you're
another
person
with
an
opinion
but
said
all
of
this
nowadays
that
it's
relatively
easy
to
to
retrieve
data,
if
you
don't
have
an
opinion,
you
are,
you
are
another
person
as
with
data,
so
we
can
play
with
that
sentence
in
both
ways.
Oh
thank
you.
Thank
you.
A
B
A
In
chaos,
you
feel
comfortable
with
the
concept
of
focus
areas
and
then
we
have
questions,
and
then
we
have
metrics.
So
this
is
following
the
gold
question
metric
approach,
exactly
the
same
as
we
are
following
in
inner
source
or
what
we
are
trying
to
follow
as
I
come
from
from
ko.
So
this
is
kind
of
the
my
by
default
way
of
discussing.
A
First
of
all,
why
do
we
need
metrics?
Well,
we
need
to
to
to
be
aware
of
where
we
are
in
our
inner
source,
the
army,
if
we
want
to
be
like
really
close
to
the
to
the
apache
community,.
B
A
Instance
or
chaos,
or
any
other
open
source
community
in
the
way
we
are
working
nowadays.
How
good
are
we
at
collaboration?
How
good
are
we
at
engaging
developers?
How
good
are
we
at
creating
new
and
innovative
projects?
So
we
don't
know
we
have
to
measure
all
of
this
and
when
by
measuring
I
don't
mean
just
quantitative
information
by
qualitative
as
well,
in
the
sense
of
having
surveys,
interviews
with
people,
middle
managers,
chief
level,
developers
etc.
A
So
it's
about
having
data
from
from
all
of
these
that
by
the
way,
this
reminds
me
that
there
is
another
pattern
related
to
maturity
model.
So
there
is
already
a
maturity
model
going
on
at
the
at
the
inner
source-
commas
that
might
be
worth
having
so
and
then,
once
we
we
know
where
we
are,
then
we're
gonna
start
leading
a
change,
so
we
can
go
from
point
a
to
point
b
right.
A
So
we
know
that
we
want
to
improve
our
software
delivery
process
in
by
certain
time
or
we
we
want
to
to
to
get
this
number
of
new
business
units
producing
comets
in
other
business
units
projects
or
so
so
that
depends
on
your
specific
goals
and
then,
finally,
and
in
some
cases
it
might
be
worth
to
motivate
developers
to
push
them
to
do
certain
things-
maybe
developers,
maybe
middle
managers,
et
cetera,
et
cetera.
A
So
how
are
we
doing
this
typically
following
a
gold
question,
metric
approach,
which
is
what
we
mentioned
before
in
inner
source,
perhaps
more
than
business
goals,
but
we
are
trying
to
achieve
our
cultural
goals.
So
the
first
thing
you
need
to
think
about
is:
what
are
the
crucial
goals
you
are
trying
to
follow,
because
if
you
first,
the
people
could
do
a
change,
then
the
process
and
then
the
tooling.
A
Where
do
we
want
to
be
in
six
months,
for
instance,
and
then
this
will
help
to
define
all
of
the
metrics.
This
is
about
the
method
right.
A
What
can
we
measure-
and
this
is
part
of
the-
we
can
simply
use
this
this
course
in
in
chaos
as
well,
so
we
are
typically
at
least
in
remarkable,
but
maybe
you
know,
or
you
have
new
new
areas
I,
I
know
you
have
source
code
analysis
as
far
as
I
remember
so,
in
this
case,
primordial
app
doesn't
have
it,
but
we
can.
A
We
can
split
all
of
this
information
into
activity,
community
and
performance
activity
in
the
sense
of
having
a
general
overview
of
if
we
start
our
github
enterprise,
the
engagement
of
those
developers,
the
contribution,
the
the
that
contribution
over
time,
the
life
cycle
of
the
active
repositories
over
time,
the
geographical
distribution
of
our
developers,
etc,
etc.
If
we
think
about
the.
A
Then
we
can
start
discussing
about
topics
as
business
units
diversity
we've
been
talking,
for
instance,
internally,
in
chaos,
about
organizational
diversity.
We
can
talk
about
the
growth
of
contributors
over
over
time.
We
can
talk
about
attraction
and
retention
of
developers
or
we
can
discuss
about
who
are
my
core
developers
in
this
project.
All
of
these
are
specific
analysis,
use
cases
or
metrics
that
we
we
have
in
in
chaos
as
well
from
an
open
source
perspective.
A
The
key
thing
is
how
those
metrics
relate
to
the
business
goals
we
are
following
because
in
open
source,
this
is
totally
different
than
in
inner
source,
but
it
happens
that
the
metrics
they
are
pretty
pretty
the
same
right
and
then
performance
so
iterations
time
to
close
time
to
first
attention
time
to
merge
efficiency
and
then,
for
instance,
since
you
have
the
first
idea
until
this
is
deployed
in
customer,
how
much
time
we
have
right
in
the
middle,
we
have
all
of
the
open
issue:
discussion,
creative
request,
more
discussion,
reviews
iterations.
A
Then
we
have
ci
cd.
So
all
of
these
you
can
measure
all
of
those
steps
for
tulin.
We
have
chaos
and
and
the
chaos
community.
A
Hand
well,
this
is
light.
As
you
can
see,
this
was
copied
for
another,
so
this
is
kind
of
a
spam.
Sorry
about
that,
so
with
analytics
is
based
on
grimoire
lab,
but
in
chaos
we
have
over
as
well
as
another
tool
working
in
similar
areas.
That's
the
one
I
I
defined
before,
and
everything
is
open
source.
A
So
you
can
try
these
tools
from
from
the
chaos
and
you
can
play
with
them
and
learn
about
how
to
how
these
how
this
work
and,
of
course
there
are
a
couple
of
groups
as
sean
and
and
us
in
viteria
that
we
are
producing.
We
have
commercial
services
so
or
you
can
run
this
by
by
yourself.
It's
totally
up
to
you
and
then
some
examples
of
this
called
question
metric
approach.
So,
oh
as
a
business
goal,
we
are
interested
in
increasing
the
adoption
of
data
source
projects
within
the
organization.
A
Okay.
So
that's
that's
the
chief
level
asking
for
this.
So
okay,
what
does
it
mean
adoption
in
our
com
in
our
company?
What
does
it
mean
concept
of
project
right?
What
does
it
mean
even.
A
Because,
maybe
you
are
holding
or
so
so
then
for
this
we
we
may
define
the
set
of
questions
as
how
many
people
are
contributing
month
by
month.
If
our
country,
our
number
of
contributors,
are
increasing
over
overtime,
for
instance,
what
are
the
data
sources
with
the
lowest
barrier
to
contribute,
because
this
will
help
to
to
bring
others
easily?
Perhaps
slack
is
really
easy
to
participate,
so
people
say
hello
and
then
start
engaging
in
conversations.
But
if
you
directly
go
to
code,
that's
something
really
really
hard
right.
A
So
then
we
have,
we
can
have
these
discussions
and
then
in
grimoire
lab.
Specifically,
we
have
this.
These
panels
that
we
created
that
might
be.
Those
may
may
be
used
in
open
source
on
or
in
inner
source.
Let
me
present
here
and
then
we
have
different
data
sources,
organizations
that
can
be
translated
into
business
units
or
projects,
different
data
sources,
and
then
you
have
the
contributors
over
time,
so
those
that
I
think
attended
chaos
con.
We
we
presented
these
panels,
but
we
have
the
evolution
of
the
contributors.
A
A
A
In
reality,
it
doesn't
matter
the
the
panel
or
the
metrics
you
are
using,
because
the
the
real,
the
real
discussion
we
should
have
in
inner
source
and
it's
happening
in
chaos
as
well
from
that
perspective,
is,
is
the
high
level
discussion
about
the
how
to
translate
those
business
goals
or
cultural
goals
or
open.
B
A
Community
goals
into
something
meaningful
in
metrics
and
some
of
those
metrics
we
can
cover
them.
We
can
retrieve
them
in
some
other
cases.
We
cannot.
Okay,
there
are
some
other
panels
in
terms
of
repositories
engagement
over
time,
so
we
can
see
the
a
list
of
repositories
here.
This
is
over
time
in
the
x-axis
and
then
the
darkest,
the
the
more
authors
we,
the
yeah,
the
more
authors
we
are
having
those.
A
So
we
can
say
that
there
are
certain
projects
with
that
are
important
in
this
project,
no
matter
the
project,
while
we
we
have
other
projects
that
simply
were
abandoned
because
they
didn't
have
authors
at
all
right.
So
we
can
see
this
life
cycle
of
the
projects
at
some
point,
going
back
to
the
concept
of
of
inner
source,
and
this
is
a
chart
that
we
retrieve
from
the
cncf
ecosystem.
So
each
of
the
dots
are
developers
and
right
in
the
middle.
We
have
the
project,
so
we
have
kubernetes
this
big
star.
A
We
have
fluent
db.
We
have
jagger
open
tracing
grpc
all
of
this
mess,
so
we
have.
This
is
a
concept.
This
was
a
project
for
with
openc.
B
A
The
this,
these
dots
that
we
can
see
here
between
kubernetes
and
opencv,
these
developers
are
working
in
kubernetes
and
in
opencv
right,
so
they
are
collaborating
and
all
of
these
mess
here
and
right
in
the
middle
means
that
collaboration,
so
inner
source
is
about
becoming
this.
So
we
want
to
become
this
mess
at
some
point
right.
We
want
to
have
this
chart
at
some
point.
An
inner
source
can
help
in
all
of
this
all
of
this
yeah.
A
These
are
some
lessons
learned,
but
we
are
four
minutes
to
the
top
of
the
hour,
so
I
think
we
can.
We
can
have
some
some
questions
or
so.
C
B
And
danny,
could
you
share
the
slides
with
us?
Oh.
B
B
Yeah,
thank
you
very
much
and
I
I
really
like
the
the
the
same-sex
graph.
So
maybe
that's
our
target
to
to.
Let
me
see
that
goes
to
see
if
the
projecting
in
my
companies
can
have
that
kind
of
cooperation.
D
A
Yeah
yeah.
Definitely
so
that's
that's
it's
so
that
network
analysis
is
a
really
powerful
tool
to
to
have
a
look
at
a
first
view
and
say
hey.
This
is.
B
A
B
That's
important
yeah
and
by
using
the
data
from
the
git,
so
we
can
easily
drop
this
kind
of
diagram.