During this round, my co-mentor Joseph Gayoso and I experimented with new approaches at handling the tsunami wave. There are two competing forces at play. One, you need to provide engagement to top performers so they remain motivated to continue. Two, you need to provide new opportunities for emerging contributors to distinguish themselves. It is easier to do one of these but hard to do both simultaneously. However, Joseph and I agreed on something important. We agreed that all applicants should end the contribution phase with something practically useful. As mentors, we asked ourselves how to prepare applicants to be successful open source contributors beyond this one month.

In this article, you will get some practical takeaways for mentoring with Outreachy. First, I will share our practical approach for structuring and planning an open source project during the Outreachy contribution phase. Second, I will detail the guiding philosophy Joseph and I follow for how we planned the contribution phase.

About Outreachy 🔗

This article assumes you already know a thing or two about the Outreachy internship program. If not, Outreachy provides internships in open source and open science. Outreachy provides internships to people subject to systemic bias and impacted by underrepresentation in the technical industry where they live. You can read more on the Outreachy website.

What makes Outreachy unique is that the internships are remote and often open without geographic or nationality constraints. Applicants from nearly every continent of the world have participated in Outreachy. Also, Outreachy is distinguished by the contribution phase. For a one-month period, approved Outreachy applicants are encouraged to participate in the project community as a contributor. Applicants spend the month learning about the project, the community, the mentors, and the work involved for the internship. This provides applicants an opportunity to grow their open source identity. It also gives mentors an opportunity to assess applicants on their skills and communication abilities.

However, this contribution phase can be intimidating as a mentor, especially if you are new to mentoring with Outreachy. A wave of people eager to contribute could suddenly appear overnight at your project’s door steps. If you are not prepared, you will have to adapt quickly!

Pre-Requisite Tasks: Raising the Outreachy bar 🔗

My co-mentor and I knew that a wave of applicants was coming. However, we didn’t expect the wave to be as big as it was. After the first week of the contribution phase, we knew we needed a better way to scale ourselves. We were limited in our person-power. The approach we took to addressing the mental overload was defining pre-requisite tasks.

We defined pre-requisite tasks as tasks that any applicant MUST complete in order to be considered eligible for our internship. Without completing these tasks, we explained that final applications would not be accepted by mentors. The defining characteristics of these pre-requisite tasks were that they were personalized, repeatable, and measurable. We came up with five pre-requisite tasks that all applicants were required to complete beyond the initial qualification for Outreachy:

1. Set up your Fedora Account System (FAS) account

2. Set up a personal blog

3. Write a blog post that introduces the Fedora community to your audience

4. Promote your intro blog post on social media

5. Write an onboarding guide for Outreachy 2025 applicants

How were initial contributions personalized? 🔗

Each of these tasks were personalized to each applicant. They each have a unique account profile, with their pictures, time zones, and chat system usernames. The personal blog is a personal space on the Internet for each applicant to start writing new posts. The blog post prompts encouraged applicants to start filling up their blogs with Fedora content. The social media post helped applicants promote themselves as budding open source enthusiasts in their existing web spaces.

This approach had two benefits. First, it provided clear guidance to all newcomers and early-stage applicants on how to get started with contributing to Fedora for the Outreachy internship. This took a burden off of mentors answering the same questions about getting started. It also gave new applicants something to start on right away. Joseph and I were able to put more time into reviewing incoming contributions and brainstorming new tasks.

Portfolio-driven submissions for Outreachy 🔗

Toward the third week, many applicants had completed the pre-requisite tasks and were ready for more advanced tasks. Many had already taken on advanced projects already, beyond the pre-requisite tasks. Although the pre-requisite tasks did reduce the applicant pool, there were still between 20-30 people who completed them all. Again, the approach had to adapt as our ability to keep up with new contributions slowed down.

From here, we encouraged applicants to build personal portfolio pages that described their contributions with Fedora. This encouraged applicants to use the blog they built in the previous tasks, although they are not required to use their blog to host their portfolio. The only requirement we added was that it should be publicly visible on the Internet without a paywall. So, no Google Docs. Most applicants have ended up using their blog for this purpose though.

How did a portfolio help? 🔗

Building a portfolio solved multiple challenges for our Outreachy project at once. First, the portfolios will simplify how the project mentors review final applications after the deadline on April 2nd, 2024. It will be streamlined because we will have a single place we can refer to that describes the applicant’s achievements. It gives us a quick, easily shareable place to review and share with other stakeholders.

Second, it ends up being something useful to the applicant as well. The portfolio page captures a month’s worth of contributions to open source. For many applicants, this is their first time ever interacting with an open source community online. So, it is a big deal to block out a month of time to volunteer on a project in a competitive environment for a paid, remote internship opportunity. Writing a portfolio page gives applicants the confidence to represent their contributions to Fedora, regardless of whether they are selected for the Fedora internship. It becomes a milestone marker for themselves and for their professional careers.

Our philosophy: You win, we win. 🔗

This idea of applicants building something that is useful for themselves underpins the approach that Joseph and I took on structuring our non-engineering Outreachy internship. If I had to summarize the philosophy in one sentence, it might be like this:

Everyone who participants as an Outreachy applicant to Fedora should finish the contribution phase with more than they had at the start of the contribution phase.

myself

Our philosophy can be applied to engineering and non-engineering internships. However, applying the philosophy to our non-engineering project required improvisation as we went. There are examples of design-centered Outreachy internships, but I have not seen a marketing or community manager internship before. This was a challenge because there were not great models to follow. But it also left us room to innovate and try ideas that we have never tried before.

Adopting this philosophy served as helpful guidance on planning what we directed applicants to do during the contribution phase. It allowed us to think through ways that applicants could make real, recognizable contributions to Fedora. It also enables applicants to achieve a few important outcomes:

1. Get real experience in a real project.

2. Build their own brand as open source contributors.

3. Gain confidence at collaborating in a community.

The contribution phase is not yet over. So, we will continue to follow this philosophy and see where it guides us into the end of this phase!

Share your Outreachy mentoring experience! 🔗

Have you experienced or seen a marketing or community manager internship in Outreachy before? Know a project or a person who has done this? Or is this totally new to you? Drop a comment below with your thoughts. Don’t forget to share with someone else if you found this advice useful.

While I was pondering this reflection, my employer announced layoffs a couple weeks ago. While there is a lot that could be said about that, what I will say is that a certain root was pulled; the foundation of trust built between leadership and employee was shaken. Only further action and time will show the full impact on the company and my remaining colleagues. Nonetheless, a very recent negative experience with regard to trust also expanded my perspective of how trust is defined and what its role is in a community.

Brené Brown on trust 🔗

Later, I came across a sound bite of an interview with Brené Brown about trust (and more). Toward the end of the interview, she talks about her book, Braving the Wilderness (which I haven’t read, but seems interesting). She explained what the wilderness is and a tool that we can keep with us (“BRAVING”) to stay grounded in ourselves and also what trust means.

She also had a powerful definition of belonging, which put forward the idea that belonging is internal to ourselves and even is a spiritual practice; belonging is not defined externally or given to and taken from us by others.

Below is my summary of “BRAVING” and the wilderness, together with notes and thoughts about how community leaders can act honestly and authentically, both when times are good and when times are hard.

Trust: Remember “BRAVING” 🔗

There are seven elements to building, developing, and measuring trust. Each of these seven elements are a resource for being honest, authentic, and genuine in both easy and hard times. You can remember these seven elements as an acronym: “BRAVING”.

B: Boundaries 🔗

You set boundaries. When you don’t know what they are, you ask. You are clear about what is okay and what is not.

R: Reliability 🔗

You do what you say and you say what you do. The hard thing is that you are not hustling for worthiness, so you are not completely over committing and not delivering.

A: Accountability 🔗

You don’t back channel and blame. You hold people accountable in a straightforward way.

V: “Vault” 🔗

You do not use stories that are not yours as social currency. You keep them in “the vault.” Using others’ stories as a bid for connection causes others to trust you less. This is the other side of confidentiality.

I: Integrity 🔗

You choose courage over comfort and practice your values. You choose what is right over what is fun, fast, and easy. Your accomplishments stand out when you operate from a place of discomfort, or outside of your comfort zone.

N: Non-judgment 🔗

You can ask for help without feeling judged. I can ask for help without judging myself.

G: Generosity 🔗

When something happens, you assume positive intent. Give someone a chance, or the benefit of the doubt, before launching into anger.

Braving the wilderness 🔗

What is the wilderness? It is those times when we stand alone, the times when we go out on a limb, the times we walk away from what we know in our ideological bunkers and beliefs.

“BRAVING” is a tool to help us manage the wilderness. There will be times when standing alone feels too hard, too scary, and we’ll doubt our ability to make our way through the uncertainty. Someone, somewhere, will say, “Don’t do it. You don’t have what it takes to survive the wilderness.” This is when you reach deep into your wild heart and remind yourself, “I am the wilderness.”

Photo by Artem Sapegin on Unsplash. Modified by Justin Wheeler.

My brief readout is a guided reflection using questions shared by Matt Germonprez. This reflects my review of our work as a team to date and also shares some of my hopeful outlooks for what our amazing team can accomplish together. This readout will cover (1) our accomplishments as a team, (2) what was expected and surprising, and (3) what we could change in the next year.

CHAOSS accomplishments & learnings 🔗

Three achievements and aspirations stand out over the past year:

1. Established process management and a team workflow.
2. Created a small but active Community of Practice (CoP).
3. Sharing our results with CHAOSS and the Open ecosystem.

Processes & workflow 🔗

For direct participants of the team, the Ford Foundation funding did not come with strict requirements or success metrics. As we assembled our team, we were given the discretion of how to conduct a D.E.I. review for the project and determine the best course of doing that. This allowed for creative freedom to figure out what would work best for CHAOSS. Additionally, I could not identify a straightforward way to discover other Open communities and projects doing our kind of work. Since there were also not many other known successful models to follow, we combined our shared experiences across multiple Open communities to build our team, identify main areas of focus, and engage the community around our efforts.

This is an achievement because we collectively created an active group that makes incremental, positive changes to CHAOSS. This is a model we could share with other projects so that others can learn from our experiences.

Community of Practice 🔗

Our team is a small but engaged group of D.E.I. practitioners. We share a connection through our ongoing review of the CHAOSS Project, but we also give and take from our own personal experiences outside of CHAOSS. Our group regularly meets and discusses complex, difficult issues that are both (a) not easy to discuss openly and (b) applicable to many communities beyond only CHAOSS. Our team meetings are a safe space that promotes honest and constructive discussion centered on diversity, equity, and inclusion. In addition to our recommendations and direct efforts with CHAOSS, I often reflect on our conversations as a team when working with other Open communities. An example of this is how we built a list of questions to get a “pulse” from the community on their feelings about CHAOSS.

Sharing results with CHAOSS and beyond 🔗

This is aspirational and not yet fully realized. Our team has collected a solid portfolio of stories and experiences that other communities would stand to benefit learning from. I consider this a current achievement because while our work does specifically look at CHAOSS, we also often reflect from a general perspective and how a topic of interest might look in other communities. When the time comes to package our findings, I believe we are setting ourselves up for easier messaging and outreach opportunities in the future.

According to expectations 🔗

While I have worked in Open Source D.E.I. communities since 2015, I have never conducted an applied research review for community D.E.I. before. I did not come into this with strong immediate expectations because it would inevitably reflect the backgrounds and strengths of the team we would assemble. However, I did have specific hopes or things I hoped would be realized by this work.

As expected 🔗

• Data-driven approach: We began this work without a strong representation of the state of CHAOSS. What do contributors think about the project? While data is not a universal panacea, we gravitated to a community survey early on because we needed to understand the community experience better first before making serious suggestions.
• Time zones are hard: Our team was spread out across North America, Africa, LATAM, and Europe. Additionally, the work with CHAOSS was also a part-time venture for most of us, in addition to primary employment. Calendars and schedules are hard to get right. Since our team’s organization was ad-hoc, momentum would occasionally slow for some periods.
• We have an amazing team! I expected great things once we identified our roster. We have also had more amazing people join us over time and add new passion and insight to our focus as a group.

Surprises 🔗

• Documenting our impact is not always intuitive: While we have done internal storytelling work within the CHAOSS Project, we do not have a good record of our achievements to date. Our linear progression does not lend itself easily to self-reflection and recalibration. Although much of our focus is on the CHAOSS community survey and CHAOSS Africa, we also facilitated several other notable achievements in the project in the last year. See the following examples:
  • Supporting the establishment of a Code of Conduct Committee.
  • Community office hours for newcomers.
  • Improved, peer-to-peer onboarding experience in CHAOSS.
  • Increased efforts in CHAOSS mentored projects (e.g. Outreachy and GSoC).
  • Recommending changes to the project and community, like broader localization to Chinese & Spanish and establishing a D.E.I. council.
• Losing and regaining steam on the survey: Although the community pulse survey was one of the earliest tasks identified in our work, launching a first survey proved to take a lot of resources from the team. We briefly stalled out on the survey effort while focused on other areas (like listed above). While our team was able to achieve many smaller victories for CHAOSS with low-hanging fruits, it took a sustained focus and slowdown on new topics to achieve larger contributions like the community pulse survey.

Changes for the CHAOSS team next year 🔗

Looking ahead to 2023, I hope to strengthen our efforts as a team in these areas:

1. Packaging our work
2. Dissemination of our work

Packaging 🔗

Our work stream was linearly ordered and we took a forward-looking approach. Now is a good time to look back and reflect on our results to date. What are our key findings and observations? What suggestions will we make to CHAOSS? How could other communities learn from our experience running this review? One task for us as a team is to identify key messages and themes so that dissemination into broader domains is possible.

Dissemination 🔗

Once we package our work, notes, and reflections, we should take an active approach to disseminating and sharing our work. This includes both the CHAOSS Project and a more general audience. For the CHAOSS Project, this could be a written report, presentations to the CHAOSS board, speaking at CHAOSScon, and outreach to the multiple Working Groups. For a general audience, this could include speaking at industry conferences, sharing our work with other Communities of Practice, social media, or other ways of promoting our deliverables.

This year, the UNICEF Venture Fund celebrates five graduating companies from a recent investment round. For the first time, many of these companies are exiting from the Venture Fund having already earned recognition as Digital Public Goods (DPGs). With the support of a cross-sectional team of mentors, these graduating companies worked to achieve compliance with the DPG Standard.

The Digital Public Good Standard offers a nine-point baseline for evaluation and recognition of Open Source software, content, data, and standards that adhere to privacy and other applicable laws and best practices, do no harm by design, and help attain the Sustainable Development Goals (SDGs). Once a solution is recognised as a digital public good it is discoverable on the DPG Registry.

This recognition acknowledges their use of vetted Open Source licenses, useful documentation, and adherence to relevant best practices and local data protection laws. What makes this achievement a first for the Venture Fund is that these recognitions were achieved by the companies during the investment round. Typically, companies that go on from the Venture Fund achieve recognition after a year or more of graduation. This new shift is made possible by the growing investment in Technical Assistance at the Venture Fund and the leadership of a robust team of mentors.

This article introduces the Technical Assistance mentoring programmes offered by the UNICEF Venture Fund, the addition of new mentors in the last year, the shift of mentor focus around the DPG Standard, and the results achieved to date from the latest graduating Venture Fund cohort.

Origins of Technical Assistance at the Venture Fund 🔗

The Venture Fund offers different areas of Technical Assistance to start-up companies who apply and are selected to receive early-stage seed investment by UNICEF. Originally starting in 2018, the Technical Assistance programmes only included Business Development and Open Source. Over the years, we have piloted and pivoted mentorship models with input from our portfolio of startups. Today, the Technical Assistance programmes cover a range of topics across an experienced team of mentors, depending on the relevance to the start-up companies:

• Blockchain with Arun Maharajan and Alex Sherbuck (former)
• Business Development with Jamil Wyne and Philippa Martinelli (former)
• Evidence of Impact with Milena Bacalja Perianes and Jennifer Sawyer
• Data Privacy & Security with Lydia Kwong
• Data Science & A.I. with Daniel Alvarez
• Open Source with Justin Wheeler, Abigail Cabunoc Mayes (former), and Vipul Siddharth
• Software Development with Iván Perdomo

The mentors work closely with the experienced team of portfolio managers (Meghan Warner, Kennedy Kitheka, and Madison Marks) to guide and coach Venture Fund companies to achieve their targets and success indicators during the investment round.

Starting in 2021, the Venture Fund broadened the Technical Assistance programmes to include Software Development, Data Science & A.I., Data Privacy & Security, and Evidence of Impact. This was a marked change in growing the support and expertise made available to start-up companies during their investment round. However, as the team of mentors and Technical Assistance offerings expanded, there was a growing need to bring a common rallying point across all programmes. How could the mentors ensure their Technical Assistance programmes complemented one another without duplicating topics or repeating conversations?

Further complementing the core Technical Assistance programme, specialized workshops were held by like-minded institutions outside the Venture Fund’s core team of mentors , along with personalized mentorship sessions. The recent Blockchain Cohort, for example, benefitted from targeted mentorship from AW3L, a blockchain consulting firm that share many of UNICEF’s values around leveraging blockchain for social impact.

“Blockchain has immense potential, but it remains just a tool and its impact is dependent on what we do with it. That’s why it is crucial to have local entrepreneurs on the ground building use-cases that solve real problems unique to their geography. We are therefore extremely happy and proud to support UNICEF and its portfolio companies to tackle real-world problems in emerging markets by utilizing blockchain technology.”

Martijn van de Weerdt, Founder, AW3L

How the DPG Standard unified the mentoring streams 🔗

The DPG Standard became a common rallying point for the UNICEF Technical Assistance programmes. As our mentoring programmes increased and topic areas broadened, we needed coordination and a synchronized stream of Technical Assistance programmes. In the last year, the Venture Fund reviewed its workplan development and strategy to enable more solutions to achieve recognition as a digital public good at or near the graduation point for a Venture Fund portfolio. The most recent graduating cohort, the 2021 Blockchain cohort, represents this improved alignment, with 4 of 5 companies receiving recognition of their products as digital public goods by their graduation this year.

How does recognition of an open solution as a Digital Public Good help Venture Fund startups? It is an acknowledgment by the Digital Public Goods Alliance of a commitment and adherence to best practices and steps taken to protect data privacy and do no harm. Additionally, recognition as a DPG unlocks stronger potential for adoption and deployment of the solution by global stakeholders by providing greater visibility in a public roster of open solutions that adhere to best practices and standards. The recognition of 80% of an off-boarding Venture Fund portfolio speaks to both the intrinsic capabilities of the companies and the value of the Technical Assistance programmes and mentorship provided to them by the Venture Fund.

While past Venture Fund companies have received recognition as digital public goods before, this is the first time that a company achieved the recognition at the time of their graduation from the Venture Fund. Aligning the Technical Assistance programmes around the DPG Standard provided common frameworks and mental models for the diverse team of mentors to support the companies and help them achieve the Standard as an important part of their product development lifecycle.

“As an early-stage startup, we struggled with a clear business model. Especially in the last six months of the investment, support from the mentor network helped in building clear business growth and impact metric plans. Also a year ago, we were very heavy on the tech side but lacked considerable planning on network and visibility growth. We have developed a customer persona and a pricing model, and now have a clearer vision of our Total Available Market, Serviceable Available Market, and Serviceable Obtainable Market (TAM, SAM, and SOM) models.”

Rumee Singh, Co-Founder, Rumsan

Further, farther, together 🔗

What comes next? The Technical Assistance programmes at the UNICEF Venture Fund are gearing up for additional cohorts benefiting from our seed-stage investment: a Data Science & A.I. cohort and an upcoming Blockchain cohort. These early-stage companies undergo a technical assistance programme involving a technical and strategic workshop series and monthly mentorship meetings. Graduates of our seed-stage investment that  have received additional capital through our Growth Funding to take their solution to the next level of impact also benefit from customized mentorship to support their evolution from good prototype developments to solutions that can be implemented and scaled, with sustainable business models and proven pilots.

Additionally, mentors are developing digital toolkits to enable Venture Fund companies and anyone to read up and study best practices for building and sustaining digital public goods. Most of these toolkits will be released digitally online under Open Source licenses. You can find three of these toolkits below:

• Data Science & A.I.
• Drones
• Open Source

Since the first Technical Assistance programmes were launched in 2018, the Venture Fund has seen improved results that correlate with the Technical Assistance programmes. In the most recent Blockchain 2021 cohort, across 500+ hours of mentoring, the cohort collectively reached over 700,000 beneficiaries, raised $4M in follow-on funding, and 4 of 5 graduating companies were recognized as a digital public good before graduation. This also marked a new record of external contributors, with a total of 39 people who contributed to repositories across all portfolio companies. The expert guidance and coaching provided by the team of UNICEF mentors aids the start-ups in achieving new record heights.

“UNICEF’s support helped Xcapit build value, with a premium put on discovery, iteration, survey, and experimentation with the end user. The guidance at the right time is priceless. It prevented us from facing a major problem in the future when our blockchain UNICEF mentor guided us when we were deciding the technology to create our wallet. Changing our mindset to become a fully open source company was also challenging. We had the best guidance we could ask, and we successfully overcame the difficulties and doubts, understanding the benefits of open collaboration.”

Antonella Perrone, COO, Xcapit

Contribute to Technical Assistance knowledge and mentoring 🔗

The UNICEF mentor toolkits are open source and you can also participate. The toolkits are currently accepting contributions for UI/UX and front-end development, as well as content curation and authorship. Get involved with the toolkits by participating via GitHub:

• UNICEF Inventory theme (see “good first issues”)
• UNICEF Open Source Inventory
• UNICEF Data Science & A.I. toolkit

With the Digital Public Goods Alliance, we built upon our learnings and successes from portfolio companies and created the DPG Accelerator Guide as a collection of resources for accelerators to also support local ventures in developing digital public goods, setting them up for scale and impact.

Many have started on this same path before. Several communities form a committee as a governance model for important decision-making. Usually committee membership is chosen through an election process. Paid employees, or sometimes, members of the community comprise the elected committee membership. This meritocratic approach is believed to bring in diverse representation and participation of highly-engaged people. After all, who better to represent contributors of a project than a committee of folks elected by their own peers?

Sometimes, committees do accomplish this lofty goal. My argument is that sometimes they don’t – especially if your committees are designed in a way to disable participation.

Context brief: what is a committee? 🔗

Frequently in this post, I refer to committees. But what are committees? I see a committee as a I see a committee as holding the following characteristics:

• Fixed group of individuals charged with important decision-making privileges
• Appointed or elected members with fixed term periods (i.e. an end date)
• May perform their work in a public and transparent way

Challenges of a committee 🔗

If designing a community for participation and engagement, a committee can do the opposite by pushing people away. It can be difficult for non-members to participate in important decisions. When building the foundation of a community on volunteerism, expecting others to give time in huge quantities is a false expectation. An active, long-term commitment as a committee member may be a big ask. Yet even if an individual wants to contribute, their company may not support such policy. So, this person is unable to contribute fully in the committee. Therefore, the opportunity is lost to include their voice as a representative of a larger community.

Furthermore, a committee depends on the engagement of its members to be effective. Committees are limited by the amount of time individual members actively contribute. Committees lose their effectiveness when:

1. Individual committee members practice poor time management, or are simply overloaded with too many responsibilities
2. Inclusion of others with valuable perspectives have no pathway to being heard or represented, unless they are on the committee

Committee members participate for a fixed amount of time as regular participants. This can be good for a healthy turnover rate, but it becomes bad when the same people are running over and over again. Often described as burnout!

What is a better design for community engagement? 🔗

A fatal flaw in community management is being too hands-off or too hands-on from a corporate context. I look back at 2018 in the difference of roles in Fedora Mindshare vs. Fedora CommOps. Red Hat strives for participation beyond paid Red Hat employees, yet the volunteer-driven community struggles at times for participation of any Red Hat employee.

The Mindshare Committee is the community body that leverages power in the community. These are tasks that could have been designed by CommOps too. I think the format and spirit of CommOps encourages collaboration and invitation to contribute. On the other hand, if you are not an elected or appointed member of the Mindshare Committee, there is not much in the ways of contributing. Even if that is more a belief than a fixed rule.

2020 saw the launch of a formalized Open Source Mentorship programme for the UNICEF Innovation Fund, built up on two years of work from RIT LibreCorps expertise and consulting.

The Open Source Mentorship programme includes five modules about Open Source intellectual property and communities delivered across twelve months. UNICEF grantees are matched with an experienced Open Source Mentor to guide them through the modules. The mentorship takes an interactive, guided approach to understanding the unique context that each team and product exist within. The assigned Open Source Mentor provides specialized advice and training:

• Tailored feedback based on business models
• Existing local user communities
• Best practices for collaborating together with others on similar challenges.

The geographic diversity in the UNICEF Open Source Mentorship programme is unusual for technology incubators or accelerator programs. All funded projects come from UNICEF programme countries. The UNICEF Innovation Fund provides equity-free funding for Open Source solutions from local innovators and entrepreneurs solving local problems. To date, the Innovation Fund has invested in teams from over 57 countries. Argentina, India, Iran, Kenya, Mexico, Nepal, and Rwanda represent the most recent incoming cohort in July 2021.

But why does this kind of work matter to UNICEF or the United Nations?

UN Roadmap for Digital Cooperation 🔗

In June 2020, the United Nations Secretary-General released the UN Roadmap for Digital Cooperation, a call for action and a vision with several key considerations:

• An Inclusive Digital Economy and Society
• Human and Institutional Capacity
• Human Rights and Human Agency
• Trust, Security and Stability
• Global Digital Cooperation

The report explores the impact technology has in each key area:

“Digital technology does not exist in a vacuum – it has enormous potential for positive change, but can also reinforce and magnify existing fault lines and worsen economic and other inequalities. In 2019, close to 87 per cent of individuals in developed countries used the Internet, compared with only 19 per cent in the least developed countries.”

UN Roadmap for Digital Cooperation, June 2020

Open Source Mentorship enables digital cooperation. 🔗

Therefore, the conception and development of Open Source Mentorship is inspired by the Roadmap, in four key aspects:

1. Digital Public Goods: To encourage knowledge transfer and collaboration on practical, everyday advice on building technology projects in line with the Digital Public Good Standard.
2. Digital Capacity-Building: Empowering others with the skills and information they need to be bringers of Open Source change and innovation in a disruptive and competitive Venture Capital ecosystem.
3. Digital Trust and Security: Providing a holistic view of Open Source intellectual property that is influenced by, but not bound by, quarterly earnings reports and share prices. Understanding the commitments of Open Source licenses and technology, and how trust is earned and lost in Open Source products and communities.
4. Global Digital Cooperation: Designing and structuring communities to be healthy and collaborative in nature, united in resolving common challenges and problems.

This blog post is a story roughly covering 2010 to 2014 on the meaning, values, and promise of open source. This story impacted a community of hundreds of thousands of people, mostly adolescent children, teenagers, and young adults. It is a tale about the simultaneous success and failure of the GNU Public License (GPL).

From the beginning: Bukkit, Minecraft, and the GPL 🔗

In the beginning, in December 2010, there was Bukkit.

Bukkit is an up-and-coming Minecraft Server mod that will completely change how running and modifying a Minecraft server is done - making managing and creating servers easier and providing more flexibility. Learning from the mistakes made by other mods, Bukkit aims to be different and fill the void left by them: built from the ground up we’ve focused on performance, ease-of-use, extreme customisability and better communication between the Team and, you, our users. The overall design of Bukkit has been inspired by other mods and our experience as Minecraft players just like yourselves, giving us a unique perspective and advantage going into the creation of the Bukkit Project.

About Us, Bukkit.org

Bukkit was an open source server for Minecraft. It provided an API for developers to create plugins that extended Minecraft in unique and fun ways. While Bukkit was not the first open source Minecraft server, it was the first organized project. Bukkit launched with the GNU Public License (GPL) v3 license.

From 2011 to 2014, Bukkit was the de-facto standard for running a Minecraft multiplayer game server. Over time, more Bukkit servers (and derivatives) were used than the official server software distributed by Mojang. Mojang is the company responsible for Minecraft development.

Hard work on Bukkit recognized 🔗

The project’s success was also recognized by Mojang too. At the first-ever Minecraft convention in 2011, MINECON, four Bukkit lead developers were hired by Mojang to work on Minecraft. All but one of the hired employees then departed from Bukkit. That one developer who remained active in Bukkit would depart from Mojang mysteriously in 2013.

Had a great time working for Mojang but it's time for me to pursue other interests. As of yesterday, I am no longer working for Mojang.

— EvilSeph (@EvilSeph) October 2, 2013

However, there was always one caveat. Bukkit was an open source project licensed under the GPLv3. However, it also reverse-engineered some parts of the Minecraft game code to build its server code and API. This was never a problem for Bukkit or Mojang:

“When we started up Bukkit in December of 2010, we decided we wanted to do things right. Right from the beginning we wanted to be sure we were bringing about a positive change to Minecraft, one that Mojang themselves would approve of. To that end, we set up a meeting with Mojang to get a feel for their opinions on our project and make sure we weren’t doing anything they didn’t like. The gist of the meeting was that Mojang “liked what we were doing” but not how we had to go about doing things. Unfortunately, we both knew that we had no alternatives, so we continued along - albeit now with the reassurance that our project would most likely not be shut down any time in the future.”

EvilSeph (Warren Loo), “Bukkit: The Next Chapter”

Nobody ever raised a copyright issue over the reverse-engineered code from Minecraft in Bukkit. Yet, for years, the GPL code released by Bukkit included bits from official Minecraft code.

Act 1: The Minecraft EULA 🔗

An alternative perspective on the Minecraft EULA is in this Guardian article. “Minecraft: how a change to the rules is tearing the community apart.”

All was fine for a number of years. Bukkit was a volunteer-led project even after some of its core developers were hired to work at Mojang. However, in 2014, unrelated tension started to grow in the Minecraft community.

The tension was about the language used in Minecraft’s End User License Agreement (EULA). The EULA used ambiguous language over the monetization of Minecraft multiplayer servers:

“The one major rule is that you must not distribute anything we‘ve made. By “distribute anything we‘ve made” what we mean is “give copies of the game away, make commercial use of, try to make money from, or let other people get access to our game and its parts in a way that is unfair or unreasonable”."

2014: account.mojang.com/documents/minecraft_eula

While many open source projects flourished around Minecraft, a huge game server industry also co-existed in this ecosystem. Multiplayer server owners running Bukkit (or derivative projects, like Spigot) created web stores for their servers. Players paid real money to buy in-game perks for a specific multiplayer server. Using open source plugins, players paid for things like item packages with diamond swords or virtual currency to spend in-game.

This behavior was allowed to flourish for years. However, the EULA was discreetly edited in December 2013. In mid-2014, someone in the community noticed the changed language. They tweeted and tagged a Mojang employee asking if this meant multiplayer servers had to stop selling in-game items for real money. In as much detail that a 2014 tweet with a 140-character limit allowed, the Mojang employee confirmed the EULA language did technically forbid that.

Panic! In The Bukkit Server 🔗

“Then, everything changed when the Fire Nation attacked.”

The community erupted into chaos. Suddenly, a community that had mostly co-existed peacefully was at a virtual war with each other. The situation was understandable from both ends, if for different reasons.

Anyone could start their own multiplayer server. So it was possible for malicious servers to scam players (usually young children) of money. Usually this happened by failing to deliver on the purchases or closing down after a period. Frequently, Mojang was contacted for help (usually by angry parents) about game servers Mojang did not control.

At the same time, many good people built (probably unwise) business models around the permissive nature of Minecraft intellectual property. The open source software made it easy to extend Minecraft in ways Mojang did not intend.

Act 2: The Bukkit cards are revealed 🔗

Tension was already high between the the trinity of business owners, open source developers, and Mojang. By 2014, Mojang was a multi-million dollar company (even before their multi-billion Microsoft buyout). The EULA tension placed a heavy burden on the open source developers, who received pressure from both ends.

Then, the unexpected happened on August 21st, 2014. The Bukkit project lead, Warren Loo (EvilSeph), announced the end of development on the Bukkit project:

.@CraftBukkit: It's time to say goodbye - http://t.co/LRG2uiMbDe

— EvilSeph (@EvilSeph) August 21, 2014

Read the full announcement from Bukkit team

Bukkit gets “owned” 🔗

This was sad news. But the real shock came an hour later when the lead developer of Minecraft at Mojang shot back on Twitter:

Warren over at bukkit seems to have forgotten that the project was bought by Mojang over two years ago, and isn't his to discontinue.

— Jens Bergensten (@jeb_) August 21, 2014

Two other former Bukkit developers working at Mojang chimed in too:

We took ownership of the Bukkit github repos & project. We'll see what happens from here.

— Erik Broes (@_grum) August 21, 2014

To make this clear: Mojang owns Bukkit. I'm personally going to update Bukkit to 1.8 myself. Bukkit IS NOT and WILL NOT BE the official API.

— Nathan Adams (@Dinnerbone) August 21, 2014

It was now revealed that the Bukkit open source developers hired by Mojang in 2011 had given up their personal copyright and rights to their open source contributions as part of their employment contracts. The open source developer and business owner communities both learned this abruptly over a 140-character tweet.

The community was confused, upset, and angry.

“The decision to keep the acquisition of the Bukkit codebase a secret was made between Mojang and Curse, which only recently came to light. I was completely unaware that I had spent the last two years of my life as a Bukkit Administrator, and successor to the project lead, under the illusion that the project was independently ran. Had I known back then perhaps my choice would have been different, perhaps not. It’s easy to speculate on what might have been, but unless faced head on with the choice, the decision is not always clear.”

TnT, “So long, and thanks for all the fish”

What is known now was that for about three years, the volunteer-driven open source project was “owned” by company valued for millions of dollars that did little to support the open source project that helped build a community around the game. The only visible contribution made by Mojang to Bukkit was the explicit permission to continue their endeavor in the legal gray area.

Act 3: DMCA take-down of Bukkit 🔗

On September 5th, 2014, a lead developer not hired by Mojang, who had contributed over 15,000 lines of code to the project, invoked a Digital Millennium Copyright Act (DMCA) take-down on all of his personal contributions to the project (and all derivative projects). In a day, all the source code for a project used ~3x more than Mojang’s official server software disappeared from the Internet.

It is easy to understand why this lead developer did what he did. To find out the last few years of your life spent volunteering on a game project that was secretly owned by a multi-million dollar company is a shattering experience. It’s essentially free labor. But at the same time, this was a project used by hundreds of thousands of people around the world. It was more than a project; it was also a community.

One of the lead developers of Bukkit said this of the project in their resignation letter to the community:

“The Bukkit Project is so much more than CraftBukkit, getting updates out and providing API. It’s about giving the community a place where they feel welcomed and can program to their hearts’ content with the use of our product. The Bukkit API gave people the ability to change the behavior of Minecraft, but it would have meant nothing without the contributions from the plugin developers in the community.”

feildmaster

The DMCA take-down wasn’t just a take-down of the software; it also was a take-down of a community. The overnight disappearance of Bukkit left a huge power vacuum full of bitterness, personal harassment, and doxing. (Don’t forget this was also the era of #GamerGate.)

Who was this community? 🔗

The project I participated with, Spigot, was a fork of Bukkit created in 2012. Like Bukkit, Spigot was also hit by the DMCA take-down, although the Spigot team worked out a clever legal workaround to continue development.

A huge plugin community and third-party software around Bukkit’s API grew around both Bukkit and Spigot. The unusual thing was, with few exceptions, most of the leaders of these communities were young adults in their 20s, teenagers, or even 11 year old kids. Open source wasn’t a strongly understood concept in this community. It was just what everyone did. The messaging around licensing was not always great, but working in the open was the nature of how this gaming community operated.

The spirit of open source died 🔗

For this community, the promise and glory of open source died. For years, the Bukkit developer team shared their belief in open source with the community:

“Bukkit chose to go the open source route with our API for several reasons. Not only is open source awesome, but we knew that there were many talented individuals within the Minecraft community that could help us evolve, mature and grow our project much faster than we could have ever dreamed on our own.”

EvilSeph (Warren Loo), “Bukkit Project Changes and Improvements”

But with the complications of a project doomed to failure under the GPL that never should have been, combined with the hidden secret of ownership and DMCA take-down of open source code, the promise of open source both helped and failed this community.

Who was right? Who was wrong? 🔗

On one hand, the lead developer who issued the DMCA take-down was able to vent the frustration faced by those who discovered their secret “free labor” agreement with Mojang (at a great personal cost, as he was harassed, stalked, and received death threats). On the other hand, the collective community faced the end of an era brought about extraordinary circumstances that actually voided the GPL as a valid license:

“A license is a contract. There are many reasons why a contract would be void, and many conditions that make a contract invalid from the get-go. One such condition is being “tricked” into the agreement, which would include agreeing to work on a project under false pretenses. As stated above, an open source project being secretly purchased by a company, in hopes to have that company’s game be improved through it, is as close to a loophole for free labor as you will find. Free labor was outlawed in this country a while ago. We had a whole war about it.”

/u/VideoGameAttorney, “My Response to Vubui, Mojang, and the hundreds (yes, hundreds) of you who asked me to weigh in on this.”

The only conclusion I can muster on this saga is from that same Reddit thread: “But at the end of the day, don’t just believe one side is “good” and the other “bad” here. These things are rarely so simple.”

Why did I write this? 🔗

Because I keep coming back to this story, across my life. I was writing an event report about a copyleft licensing conference I went to in February 2020, when I recapped this same story to someone there in-person. It wasn’t the first time I told this story at a conference though. It’s such an interesting case study of copyleft licensing.

Because it is in the open source gaming world and the largest demographic of this particular gaming community is under 30 years old, many folks who have been “around the block” in open source are unaware of this story.

But as my first open source community and also something I invested nearly a whole decade of my life into (as have countless others), this experience shaped my outlook on open source and community in an unusual way. It’s an experience I can’t forget. Even if I only have an abrupt ending to this story, it’s a story that I think deserves to be told, in respect to those who invested far more time, energy, money, and tears in this than I ever have.

DevConf.CZ 2020 is the 12th annual, free, Red Hat sponsored community conference for developers, admins, DevOps engineers, testers, documentation writers and other contributors to open source technologies. The conference includes topics on Linux, Middleware, Virtualization, Storage, Cloud and mobile. At DevConf.CZ, FLOSS communities sync, share, and hack on upstream projects together in the beautiful city of Brno, Czech Republic.

devconf.info/cz/

This is my third time attending DevConf CZ. I attended on behalf of RIT LibreCorps for professional development, before a week of work-related travel. DevConf CZ is also a great opportunity to meet friends and colleagues from across time zones. This year, I arrived hoping to better understand the future of Red Hat’s technology, see how others are approaching complex problems in emerging technology and open source, and of course, to have yummy candy.

Sessions: Play-by-play 🔗

Event reports take many forms. My form is an expanded version of my session notes along with key takeaways. Said another way, my event report is biased towards what is interesting to me. You can also skim the headings to find what interests you.

Diversity and inclusion meet-up 🔗

Would you like to meet other attendees who stand under the umbrella of “Diversity and Inclusion” or would you like a introduction into what Diversity and inclusion is and why it’s a good thing? this is the session for you! All are welcome!

Imo Flood-Murphy

This was a short, informal session ran by Imo to network and get a high-level introduction to diversity and inclusion in open source. Everyone in the room introduced themselves and gave a short explanation of who they were or what projects they represent. I appreciated the opportunity to meet others and better understand how Red Hat approaches diversity and inclusion.

A suggestion for next time is to allow more unstructured time for conversations. I think fun icebreakers get folks comfortable in a short amount of time to help make connections for the rest of the weekend.

Lessons learned from testing over 200,000 lines of Infrastructure Code 🔗

If we are talking that infrastructure is code, then we should reuse practices from development for infrastructure, i.e.

1. S.O.L.I.D. for Ansible.

2.Pair devops-ing as part of XP practices.

3. Infrastructure Testing Pyramid: static/unit/integration/e2e tests.

Lev Goncharov

Lev shared best practices on building sustainable, tested infrastructure. Infrastructure-as-Code (IaC) was important to how T-Systems scaled their infrastructure over time.

My key takeaways:

1. Smaller components:
   1. More sustainable
   2. Easier to maintain
   3. Easier to test
2. Ansible Roles encourage best use practices for Ansible
3. Spreading knowledge is essential (if nobody understands it, the code is broken)
4. Code review creates accountability
5. Use static analysis tools (Shellcheck, Pylint, Ansible Lint)
6. Write unit tests (shUnit2, Rspec, Pytest, Testinfra, Ansible Molecule)

Content as code, technical writers as developers 🔗

In the open-source project Kyma, documentation is an integral part of code delivery. We, the project’s Information Developers, believe that using the same tools and methodology as your good old code developers, we can create comprehensive and accurate documentation. During our talk, we’ll share the whys and hows of our approach, showing you that the “developer” in “Information Developer” isn’t there just because it sounds cool. We’ll prove that creating documentation goes beyond linguistic shenanigans and salvaging whatever information there is from a trainwreck that is the developer’s notes. Testing solutions, finding our way around Kubernetes, tweaking the website, engaging with the community are just a few examples of what keeps us busy every day.

Barbara Czyz, Tomasz Papiernik

“Information Developers” is a cool phrase I learned. Barbara and Tomasz explained the value of technical writing and asserted documentation should live close to project code.

My key takeaways:

1. Documenting processes like release notes enables others to join with less barriers
2. Docs-as-Code (DaC): Visibility of docs across development process is important
   1. Placing docs with code encourages feedback loops and avoids silos
3. Put links to docs in visible places (e.g. API messages, console messages)
4. Management aside: Emphasize/incentivize value of technical writing in your team
5. Remember bridges across skill areas is possible (technical writers can also be community-oriented people too)

Uncharted waters: Documenting emerging technology 🔗

We can’t help but feel the lure towards the hot new thing, especially when it comes to technology. Part of that lure is the breaking of ground, venturing into the unknown, and working on solutions to new problems. But a lot of the same things that make emerging technology fun and exciting to work on are exactly why it can be difficult to document. These challenges are quite different to those associated with mature products.

This talk is for anyone working on new products and emerging technology, or just interested in learning about fast-moving documentation. It is for the developer as much as it is for the writer, since it usually falls to them to write the early docs before a writer is added to the team.

Andrew Burden

This was the talk I didn’t know I needed to go to.

Lately I work with “emerging technology,” which means different things to different people. Regardless of what emerging tech means to you, Andrew focused on how to write documentation in a fast-paced environment with “pre-release” technology, where things change fast and suddenly. Normally this is an excuse to not write docs, but Andrew showed, yes! It is possible to write good docs, even when context changes fast and often.

Key considerations of fast-paced technical writers 🔗

An even balance of these considerations helps get into a user’s mindset:

1. Scope / scale of release
2. Release schedule
3. Developer meetings / face-time
4. Exposure with $TECHNOLOGY
5. Deployment experience with $TECHNOLOGY

Surviving the information wall 🔗

The “information wall” is the endless wall of information and things to know about a project. If information is endless, how do technical writers survive?

• Take notes: Be like a scientist
• Take notes about your notes
• Be organized with your notes

Obviously Andrew was getting at the value of note-taking. Practicing note-taking skills is critical to keep up with the pace of change.

“Multi-Version Syndrome” 🔗

Sometimes you are writing features for things that will not be released in the next release. There is a risk of losing information across multiple releases (e.g. publishing the wrong thing too soon, or the right thing too late). Clarify the release schedule as you go. A good safeguard against losing information is to rigorously understand release cycle cadence and priority.

If your product isn’t mature yet, anticipate change instead of avoiding it.

Access to technology is critical 🔗

Technical writers are often User 0. To understand the technology, you need access. There are interactive and non-interactive ways of getting access. Interactive ways are preferred because they are always reproducible.

• Interactive
  • Deploy your own
  • Get someone else to deploy it for you (but lose install context)
• Non-interactive
  • Live demos
  • Demo videos
  • Asciicinema (CLI-oriented)

Other takeaways 🔗

• Screenshots have high maintainability cost; avoid if possible
  • Sometimes good stop-gaps until something more maintainable
• Where to begin? Make a table-of-contents for the Minimum Viable Product
  • Never underestimate outlines (ahem, like how I wrote this blog post…)
• Avoid documentation scramble near release day:
  • Make lists / check-lists
  • Take more notes
  • Pre-release checklist
  • Think now, and for the future
• Audit your docs: On-boarding new people is a powerful opportunity to test out your docs

Thanks Andrew for a deep dive on this narrow but important topic.

Community management: not less than a curry 🔗

Every volunteer joins an Open Source community for a reason. The reasons could range from technical gains to finding his/her/their passion. This community of diverse volunteers require a leader who can not just mentor them with their interests but also a manager managing the community activities in terms of community engagement and planning. A community manager is not less than a candle of light and in this presentation, I would be highlighting my learnings and experiences about starting a community from scratch around a project and maintaining a healthy community management practices.

Prathamesh Chavan

Prathamesh designed an activity to help the audience understand community management. My key takeaway was community management is about connecting and understanding others as their authentic self.

In the activity, Prathamesh passed papers and pens to the audience. His session had three steps. Between each step, all attendees traded papers with another attendee:

1. Define a project idea (why, how, what)
2. Identify challenges to idea (i.e. questions)
3. Answer challenges

It reminded me of a similar workshop I attended before. This inspired me to work on my own workshop idea for a future conference.

Cognitive biases, blind spots, and inclusion 🔗

Open source thrives on diversity. The last couple of years has seen huge strides in that aspect with codes of conduct and initiatives like the Contributor Covenant. While these advancements are crucial, they are not enough. In order to truly be inclusive, it’s not enough for the community members to be welcoming and unbiased, the communities’ processes and procedures really support inclusiveness by not only making marginalized members welcome, but allowing them to fully participate.

Allon Mureinik

Allon recognizes the importance of diversity, but asking for improved diversity is one side of the coin. A friend recently shared a powerful quote with me: “If diversity is being invited to the party, inclusion is being invited to dance.” Allon’s message was to dig deeper on including marginalized people in our project communities.

He identified ways we accidentally make our communities less inclusive because of our cognitive/unconscious biases. Everyone has blind spots! Allon suggested ways to be more conscious about inclusion in open source:

• Knowledge barriers
  • Procedural knowledge, not just technical
    • How do you submit code? File a bug? Make meaningful contributions? These need to be documented
  • Documentation fosters inclusivity
• Language barriers
  • Working proficiency in English not universal
  • Conversations have extra barriers (e.g. communicating complex ideas, understanding advanced words)
• Time barriers
  • Work schedules no longer 9 to 5
  • Remember other folks in different time zones
  • On giving feedback: Fast is not a metric! Be smart
    • Merging PRs while others are away, or shortly after opening it
    • Allow time for input on non-trivial changes
• Transparency barriers
  • If not in the open, it didn’t open
  • Negative example: Contributor makes a PR, reviewer has face-to-face conversation with contributor, reviewer merges PR without public context
  • Default to open: in many ways
    • If you can’t be open, at least be transparent

Diversity in open source: show me the data! 🔗

How diverse is your work environment? Diverse communities are more effective, they allow us to share the strengths of the individuals who make up the community. Have you ever looked around and noticed that most of our Open Source communities are predominantly male? Why do you think that is? We’ll use gender diversity as a case study and share some intriguing data points. Let us convince you why it’s so important.

Regardless of your gender, we would love for you to join us! We will also give you some tips on how you can make a difference.

Serena Chechile Nichols, Denise Dumas

Serena and Denise divided the talk into two sections: metrics and action. The way they presented, they brought the audience on the same page by visiting a variety of metrics and then transitioned to an empowering discussion about changing trends we see.

Next time, I hope to see expanded messaging by defining diversity beyond only women. Diversity was frequently tied to gender participation metrics in open source. While women are underrepresented, there are additional aspects of identity that can compound discrimination. Race, socioeconomic status, nationality, sexual orientation, and more also play a part in understanding challenges collectively faced in inclusion work.

The data 🔗

• Gender differences by # of contributors:
  • GSoC 2018: 11.6% female-identifying contributors
  • OpenStack: 10.4% female-identifying contributors
  • Linux kernel: 9.9% female-identifying contributors
• U.S. Dept. of Labor: 22.2% of technical roles filled by women
  • 2014-2019: More women entering tech jobs at companies like Apple, Microsoft, Google, etc.
• Years of experience by gender (<9 years):
  • 66.2% female
  • 52.9% non-binary/queer
  • 50.1% male
• GitHub user and developer survey:
  • 95% male
  • 3% female
  • 1% non-binary

Let’s make things better 🔗

Serena and Denise asserted diversity creates change. All changes come with challenges. Diversity can increase the friction in the process, but that is okay. They emphasized the need for multiple perspectives see past our initial biases (conveniently covered by Allon in the previous talk).

This transitioned to questions, comments, and thoughts from the audience. One interesting point was using the phrase, “we don’t do that here” to create and set norms. I gave a suggestion to look at projects you already participate in and see if there is a diversity and inclusion effort there already. If there is, see if there are ways to help and get involved. If not, consider starting one (or network with the Open Source Diversity community).

To wrap up, one recurring theme of Serena and Denise’s talk is to make time to step back and evaluate the bigger picture. Questioning our biases is an important skill to practice. We need the space and time to recompute!

Candy Swap 🔗

Do you have a unique sweet dessert or candy from your country or hometown? Do you love to try new and exciting foods from around the world? Spend an hour with fellows as we share stories and candies from the world with each other. Participants are invited to bring a unique confectionary or candy from their country or city to share with multiple other people. Before going around to try yummy things, all participants explain what item they bring and any story about its origins or where it is normally used. After sharing, everyone who brought something rotates around to try candies brought by others. After all participants have had a chance to sample, the rest of the community is invited to come and try anything remaining.

Jona Azizaj, Justin Wheeler

I am biased when I say this is one of my favorite parts of conferences I go to. Jona originally proposed the candy swap for DevConf CZ. After unexpectedly adding DevConf CZ to my travel list for 2020, we teamed up to share the sweet tradition from Fedora Flock to DevConf CZ! This is one of my favorite conference traditions because I get to know other attendees in a context outside of technology. And food is always an easy way to win me over.

Instead of listening to me, see what other people have to say about it:

Time for the international candy swap! There are so many things to love about #DevConf_CZ but the geographic diversity of attendees might be my favorite part. Thank you for organizing, @jonatoni & @jflory7! pic.twitter.com/rU1ETp5aTa

— Mary Thengvall (she/her); mary-grace.bsky.social (@mary_grace) January 25, 2020

The "sweetest" activity of #devconf_cz: Today at 3 PM! 🍬🍫
Join Candy Swap, share candies, sweets and stories with others from around the world! https://t.co/OlfdmgGa3a pic.twitter.com/Jnlqi3lsaq

— DevConf.CZ (@devconf_cz) January 25, 2020

Candy Swap time at #DevConf_CZ 😍 pic.twitter.com/zFCNnXZoJf

— Jona Azizaj👩🏻‍💻 🥑 @jonatoni@mastodon.social (@jonatoni) January 25, 2020

Well I experienced this for the #Flock 2019. It's a great opportunity to know the tastebuds of diverse people and enjoy! :D

— Aal (Alisha)🌻 (@withloveaal) January 26, 2020

From Outreachy to cancer research 🔗

Outreachy program is helping women and other underrepresented people to make first steps in tech career. Picking a project, making first open source contributions, working on assigned project and learning from advanced people. But what happens when this three months are over? Can Outreachy be a lifechanging experience?

I will share my story of conversion from a chemist and full time parent into a Fedora Outreachy intern and how I found my place as a junior software developer in cancer genomics research at IRB Barcelona.

Lenka Segura

This was a favorite of the weekend. “Fedora Outreachy intern Lenka Segura on how Outreachy opened the door for her career to cancer research at IRB Barcelona!”

I put effort into live-tweeting a Twitter thread. Get the full scoop there!

Connect and grow your community through meetups 🔗

Open source communities collaborate in a multitude of ways - chatting on irc, submitting issues and contributing code on GitHub, discussing and sharing ideas on reddit and other social channels. Face to face gatherings add another dimension to that, where community members can learn and share their experiences. Local meetups provide a venue for people with similar interests to socialize and connect. However, organizing meetups is not trivial. How do we encourage and motivate the community to arrange meetups, and to keep the momentum? In my one year with the Ansible community, we have doubled the number of active meetups in Europe. These meetups are community driven, rather than Red Hat. Find out how we use metrics to analyze the situation and needs, and the steps we are taking to reach our goals of connecting with even more community members. Learn from our mistakes and challenges (100 RSVPs and only 20 turned up?), plus some tips to make your meetups more inclusive.

Carol Chen

Carol explained the role of local meet-ups around the world in building communities around software projects. She emphasized that single metrics are not always useful, so it is more helpful to evaluate on multiple areas. The most useful takeaway for me was the 5 W’s: why, who, what, when, where.

• Why? Common curiosity (noticing something new in your community)
• Who? Connections and networking
• What? Concise, compelling content
  • Consider venue travel (how to make it worth their while?)
  • Provide alternatives to git-based submissions
  • All talks don’t have to be technical! Diversify to appeal to wider audiences
    • Announcements for future events, work-life talks
    • We are more than just the technology we work with
• When? Consistency
  • Helps with venue scheduling
  • Helps retain attendee focus and build habits

Carol also gave suggestions for common points to think about for improved inclusion. All of these need active, not passive inclusion.

• Special needs / disabilities
• Food allergies
• Beverage preference (often alcohol/non-alcoholic)
• Language
• Traffic-light communication stickers
• Photography lanyards
• Gender pronouns

Beyond DevConf CZ 🔗

While the sessions are excellent and fulfilling (and sometimes frustrating when you miss a good talk with a full room), DevConf is also more than the sessions. It’s also the people and conversations that happen in the “hallway track.” It was nice to see many old friends and make new ones.

I spent a few extra days before and after DevConf CZ in Brno. In some of that time, my colleague Mike Nolan and I rehearsed in-person for our FOSDEM talk the following weekend (to come in a future blog post). I also enjoyed coffee and waffles with Marie, Sumantro, and Misc!

A few memories of a great week in Brno

Until next time! 🔗

I learn a lot and have a lot of fun at DevConf CZ. I’m happy to return for a third year. Hats-off to the organizers and volunteers who pulled it all off. Each year, DevConf gradually makes improvements. It’s nice to see inclusion prioritized across the board.

Thanks also goes out to RIT LibreCorps for sponsoring my trip. Extra thanks to Jona Azizaj!

The shared context is the most valuable piece of the conference. As a first-time attendee, I was blown away by the depth and range of topics covered by attendees. This blog post covers a narrow perspective of Sustain OSS through the sessions I participated and co-facilitated in.

Speed breakout groups 🔗

The morning started with speed breakout groups of between six to twelve people. Several attendees acted as facilitators for discussion on special topics. Every attendee could about half of all groups. I took extensive notes in the following groups:

• Charitable participation in open source
• Diversity and inclusion
• Turning open source projects into sustainable projects / companies
• Design in open source
• Open source financial sustainability models

Sustain OSS: High-level takeaways 🔗

To save you time, these are my high-level takeaways across all breakout groups I participated in:

• Open source isn’t something just done in people’s free time

• Complex systems can enable systemic bias in terms of what “open source” means

• Sustainability as topic of first priority / consideration, not an afterthought

• There is no “silver bullet” solution to any of these challenges; they all require adaption to work across communities, projects, and organizations

Charitable participation in open source 🔗

This breakout group focused on the connection between charitable organizations and free software projects. It was facilitated by the esteemed Karen Sandler of the Software Freedom Conservancy.

Overall, the conversation was split among creating ethical software, finding sustainable funding models, and balancing how much control to relinquish as a managing organization of an open source project. Some felt pride and ideology were strong drivers for contributors to ideological projects (which also mirrors my experience at UNICEF). These could be key motivations to understand for contributors. Additionally, the challenge around sustainable funding models was common across charitable foundations focused on free software. Grant funding is a common strategy employed by charitable organizations, but the short-term nature of grants puts additional strain on resources to continue searching for new funding. Lastly, for charitable organizations overseeing or supporting free software projects, there was uncertainty over how much control should be left to projects. Attendees generally expressed a desire to let projects do what they want, but it sometimes came at the risk of additional overhead for the organization when everyone does something of everything. The concern over toxic communities came up, and how some issues remain buried until farther along in a relationship with a project. One successful solution employed was to hold monthly meetings among all member projects of an organization to address difficulties.

One interesting detail that captured my attention: one attendee noted how extensive effort into fundraising campaigns targeted to members of a foundation actually increased member engagement with the foundation.

Diversity and inclusion 🔗

My biggest takeaway from this session was the danger in thinking of open source as something we do in our free time. This can be exclusive to different genders, races, and socioeconomic statuses. Some “free time” is more equal than others. The actionable piece for me is to be more conscious in building and growing communities to support different levels of contribution in a community.

The question I wanted to explore after reflecting is to ask of those who feel disadvantaged:

• What factors makes a project more or less inviting for you?
• What can we do better when designing for participation in our communities?

Turning open source projects into sustainable ones 🔗

My notes weren’t thorough on this session, but there was an interesting point on trademark that came up during discussion of the Commons Clause. One participant was pursuing trademark law to enforce commercial protections and sustainability. They gave an example of a large corporation advertising support with a major open source project (e.g. a major software/hardware vendor supporting a specific NodeJS version). They wanted to use this as a way to create a more financially sustainable model for some projects.

Design in open source 🔗

This breakout group focused on sustainable design and design practices in open source communities. The role of designers in technical projects was also discussed and how we can build technical communities to be more inclusive for designers. It was facilitated by Elio Qoshi.

My takeaways from this breakout were that established ways of working can be unfriendly to designers and there is a need to emphasize diversity across different roles in a project or organization. Certain tools, platforms, or other mechanisms for contributing have poor user interfaces. They can push people away because of barriers to contributing with a frustrating user experience. Next, the need for diversity in roles was noted, with an example of engineers leading project management. Sometimes bias or oversights afforded as an engineer accidentally excludes others like designers or writers from contributing to our project. We should endeavor for people to spend more time on their preferred and most effective methods of contribution.

Financial sustainability models 🔗

This breakout session focused on the traditional sense of sustainability: in finances and resources. Attendees discussed different models used to fund open source projects and foundations. The session was facilitated by the founder of the MusicBrainz project, Robert Kaye.

The model used by MetaBrainz essentially as a data broker was interesting and unique. MetaBrainz offers commercial data usage at a cost, and companies using their data have a strong need for the data and see value in it. Through other parts of their model since changing three years ago, they had significant gains in their revenue and were able to increase paid staff working on the projects.

The Amazon invoice cake is also an amusing story, but you should ask Robert directly about it.

Hour breakout sessions 🔗

After lunch, attendees participated in two hour-long breakout sessions to explore specific topics in greater detail.

Human aspect of governance 🔗

Longer form notes are available below. I won’t go into detail since it has its own document with notes and highlights.

Human aspects of open source governance - Sustain OSS London 2018Download

University engagement 🔗

Together with Josh Greenberg of the Alfred P. Sloan Foundation, we co-facilitated a spontaneous session on how universities can engage with open source communities and vice versa.

In our session, two major topics were discussed:

• Education (e.g. curriculum, institutions, programs, etc.)

• Research

We asked all participants why they decided to participate and what questions they had, even though we weren’t able to answer all of them:

1. How do we get the word out?
2. What research is most valuable for open source?
3. How to long-term sustain projects?
4. How to actually do and support research?
5. How to engage both students and faculty?
6. How to harness / enable institutions to make positive contributions to ecosystem?

For education, we agreed that introducing and teaching open source in curriculum better serves students and the institution (both financially and in career satisfaction). Many technology companies today are participating in open source and it is an important skill to have for students entering the workforce. For research, students are already doing research and proposing topics, so better student engagement in open source is better for research.

Our takeaways were to better engage with existing organizations working on these problems for years already (e.g. POSSE), shifting the perspective of universities to be stewards of FOSS, and using collegiate hackathons as a way to better engage with undergraduate students.

One additional point that stood out to me was the emphasis across all breakout participants for a need of good communication skills to be successful. In many cases, the companies hiring top tech talent (from our breakout attendees) listed this as most desirable skill. Technology and new skills can be learned, but teaching good communication skills and how to work collaboratively are not easily learned.

Other takeaways 🔗

One takeaway I couldn’t fit elsewhere was my changed perspective on “technical” vs. “non-technical” work. The phrase “non-technical work” implies an “other space where development does not occur”. Does the phrase place unequal priority on technical work? One action item is to avoid using “non-technical work” as an umbrella term, and instead call these areas by what they are: design, documentation, writing, marketing, community building, etc.

For me, I still want an umbrella term for these things, but I’m open-minded for better alternatives to non-technical.

Skill share: conflict resolution 🔗

The last event of Sustain OSS was a 1x1 skill share. Roughly half of the attendees identified a “skill” they could teach someone else in the room. The other half of attendees paired with someone teaching a skill they wanted to learn more about. I paired with Jono Bacon on a short breakout on conflict resolution.

Jono detailed steps of working through and resolving conflict, including how to identify root problems, how to make steps to resolve them, and some personal philosophy of how we build and maintain relationships with others.

An important first step is to identify the critical point: this could be an ongoing crisis, dealing with interpersonal conflict, or dealing with burnout. When someone is explaining a problem, listen fully to them and understand what they are saying. Let them get it off their chest. Is there something else causing this behavior? Tap into the cloud of ranting and determine what the root cause is.

Once common ground is established, make a plan to resolve it. Jono’s advice was to create written next steps and be explicit about expectations. This way, everyone is on the same page of what the next steps are and everyone involved has signed off on these next steps (this creates a sense of commitment and the next steps become written as “law”). Encourage others to restate the goals of conflict resolution in their own words. Once you have written goals and expectations, the crucial next step is follow-up. Check in on a regular basis with the person or people involved. Try to be neutral and unbiased when listening to others in these conversations. Go in with an open mind.

Lastly, we contextualized conflict resolution in personal philosophy of how we build and maintain relationships with others – both in and out of our open source projects. Sometimes the best way to address difficult interpersonal problems is to stop avoiding them and simply address them. Much easier said than done, but otherwise there is no escaping the perpetuated cycle of conflict if someone doesn’t make a first step.

It’s not just about code.

Thank you 🔗

To wrap up this Sustain OSS report, a few obligatory thank-yous are needed:

• Sloan Foundation / Ford Foundation: For the financial support I needed to attend and participate in the event – this is never something I take for granted and I am happy to have received a scholarship to attend and participate

• Josh Greenberg @ Sloan Foundation: For helping me get over some imposter syndrome and co-facilitate the university engagement breakout session with me – thanks for the gentle push

• Robert Kaye @ MetaBrainz: For being generally awesome and finally giving me someone to nerd out about all these crazy ideas of how free culture and music can actually be related!

• Stephen Jacobs: For always being supportive for yet another trip abroad and helping me map a strategy to get the most out of Sustain OSS

Sustain OSS gave me a lot to think about and consider. I’m glad and fortunate to have attended. I hope this event report gives additional visibility to some of the conversations held in London this year.

Managing an open source project is challenging work. The challenge grows as a project grows. Eventually, a project may need to meet different requirements and span across multiple repositories. These problems aren’t technical, but are important to solve to scale a technical project. Business process management methodologies such as agile and kanban bring a method to the madness. Developers and managers can make realistic decisions for estimating deadlines and team bandwidth with organized development focus.

At the UNICEF Office of Innovation, we use GitHub projects boards to organize development on the MagicBox project. MagicBox is a full-stack application to serve and visualize data for decision-making in humanitarian crises and emergencies. The project spans multiple GitHub repositories and works with multiple developers. With GitHub project boards, we organized our work across multiple repositories to better understand development focus and team bandwidth.

Here’s three tips from the UNICEF Office of Innovation on how to organize your open source GitHub projects with the built-in project boards on GitHub.

Bring development discussion to issues and pull requests 🔗

Transparency is a critical part of an open source community. When mapping out new features or milestones for a project, the community needs to see and understand a decision or why a specific direction was chosen. Filing new GitHub issues for features and milestones is an easy way for someone to follow the project direction. GitHub issues and pull requests are the cards (or building blocks) of project boards. To be successful with GitHub project boards, you need to use issues and pull requests.

The UNICEF MagicBox team uses GitHub issues to track on-going development milestones and other tasks to revisit in the future. The team files new GitHub issues for development goals, feature requests, or bugs. These goals or features may come from external stakeholders or from the community. We use the issues as a place for discussion on those tasks too. This makes it easy to cross-reference in the future and visualize upcoming work on one of our projects.

Once you begin using GitHub issues and pull requests as a way of discussing and using your project, organizing with project boards becomes easier.

Set up kanban-style project boards 🔗

GitHub issues and pull requests are the first step. After you begin using them, it may become harder to visualize what work is in progress and what work is yet to begin. GitHub’s project boards give you a platform to visualize and organize cards into different columns.

There are two types of project boards available:

• Repository: Boards for use in a single repository
• Organization: Boards for use in a GitHub organization across multiple repositories (but private to organization members)

The choice you make depends on the structure and size of your projects. For the UNICEF MagicBox team, we use boards for development and documentation at the organization level, and then repository-specific boards for focused work (like our community management board).

Creating your first board 🔗

Project boards are found on your GitHub organization page or on a specific repository. You will see the Projects tab in the same row as Issues and Pull requests. From the page, you’ll see a green button to create a new project.

There, you can set a name and description for the project. You can also choose from templates to set up basic columns and sorting for your board. As of writing, the only options are for kanban-style boards.

After creating the project board, you can make adjustments to the project board as needed. You can create new columns, set up automation, and add pre-existing GitHub issues and pull requests to the project board.

Now, you may notice new options for the metadata in each GitHub issue and pull request. Inside of an issue or PR, you can add it to a project board. If you use automation, it will automatically enter a column you configured.

Build them into your workflow 🔗

After you set up a project board and populate them with issues and pull requests, you need to integrate them into your workflow. Project boards are effective only when actively used. With the UNICEF MagicBox team, we use the project boards as a way to track our progress as a team, update external stakeholders on development, and estimate team bandwidth for reaching our milestones.

If you are an open source project and community, consider using the project boards for development-focused meetings. Additionally, it helps to remind yourself and other core contributors to spend five minutes each day updating progress as needed. If you’re at a company using GitHub to do open source work, consider using project boards as a way to update other team members and encourage participation inside of GitHub issues and pull requests.

Once you begin using the project board, yours may look like this!

Open alternatives 🔗

GitHub project boards require your project to be on GitHub to take advantage of this functionality. However, there are other open source alternatives available. You can use tools to replicate the same workflow explained above. GitLab Issue Boards and Taiga are good alternatives that offer similar functionality.

Go forth and organize! 🔗

Now, you can bring a method to the madness for organizing your open source project. These three tips for using GitHub project boards encourage transparency in your open source project and make it easier to track progress and milestones in the open.

Do you use GitHub project boards for your open source project? Have any tips for success that aren’t mentioned in the article? Leave a comment below to share how you make sense of your open source projects.