User:AKlapper (WMF)/Sandbox

TODO: Should use proper references to literature instead of inline. And all these topics are so mingled they are really hard to structure...

Influential factors
TODO: Split into: Contributor managing to create a patch (set up dev env, finding right place in code, docs and their size and findability, finding right feedback place); Factors for time to review and time to merge; Factors for likeliness to get the patch reviewed and merged

Factors: social, technical, organizational. Roles: contributor, reviewer. Aspects: Acceptance rate, number of revisions per patch before merge.


 * 1) Social: Time to review for first patch of a contributor is crucial
 * 2) Some patches need many iterations; takes time for everybody: Poor quality requires big effort and makes reviewers ignore instead of reviewing again and again with CR-1.
 * 3) Social: Prioritization / weak open source culture: more pressure to write new code than to review patches contributed?
 * 4) Social: Lack of sync between developer teams: team A stuck because team B doesn't review their patches?
 * 5) Organizational: Reviewer workload; too much on the plate already
 * 6) Organizational: Not enough reviewers in general?
 * 7) Organizational: Not enough people with CR+2 rights?
 * 8) Social/Organizational: Finding the right reviewer and making sure they are added; Unclear or no responsibilites: "Changes failing to capture a reviewer's interest remain unreviewed" due to self-selecting process of reviewers, or everybody expects another person in the team to review
 * 9) Organizational: Unclear responsibilites: Outdated documentation how to find maintainer to ping
 * 10) Technical: CR tool to allow a reviewer to notify them of patches in their areas of interest
 * 11) Social: Unmaintained repositories: Lack of owners / maintainers, or under-resourced
 * 12) Technical/Social: Unmaintained repositories: Lack of disclaimers for potential contributors
 * 13) Social: Time to review for first patch of a contributor is crucial

Potential actions

 * 1) CR tool to allow finding / explicitly marking first contributions. korma.wmflabs.org to list recent first contributions and their time to review
 * 2) Patches should be "small, independent, and complete". Stakeholders with different expertise areas to review aspects need to split reviewing parts of a larger patch.
 * 3) Introduce and foster routine / habit across developers to spend a certain amount of time each day for reviewing patches (or part of standup), and team peer review on complex / controversial patches
 * 4) Blocked-on-* projects in Phabricator?
 * 5) Tool support to propose reviewers or display on how many unreviewed patches a reviewer is already added so the author can choose other reviewers. Proposal to add reviewers to patches but needs good knowledge of community members as otherwise creating noise; "two reviewers find an optimal number of defects - the cost of adding more reviewers isn't justified [...]"
 * 6) Capacity building: Recognize contributors (supported by korma stats?) and "somehow" encourage them to become habitual and trusted reviewers; actively nominate to become maintainers
 * 7) Review current CR+2 handout practice (cf. changes in numbers), total number of volunteers and staff plus ratio. Consider handing out code review rights to more volunteers? Recognize people not executing their CR+2 rights anymore. Related: Trust levels.
 * 8) Need for better tools to identify such areas within a codebase. Then clarify within teams. "Assign reviews that nobody selects." Share knowledge: There might be (old) code areas that only one or zero developers understand.
 * 9) Automate updating the outdated and manual Developers/Maintainers; publically documented (and findable) Team/Maintainer <-> Codebase/Repository relations.
 * 10) Existing via https://www.mediawiki.org/wiki/Gerrit/watched_projects but limited
 * 11) Need for better technical implementation to display information; allow contributor to act
 * 12) Structured patch review process: Three steps proposed by Sarah Sharp for maintainers / reviewers, quoting:
 * 13) Is the idea behind the contribution sound? / Do we want this? Yes, no. If the contribution isn’t useful or it’s a bad idea, it isn’t worth reviewing further. Or “Thanks for this contribution!  I like the concept of this patch, but I don’t have time to thoroughly review it right now.  Ping me if I haven’t reviewed it in a week.” The absolute worst thing you can do during phase one is be completely silent.
 * 14) Is the contribution architected correctly? Squash the nit-picky, perfectionist part of yourself that wants to comment on every single grammar mistake or code style issue.  Instead, only include a sentence or two with a pointer to coding style documentation, or any tools they will need to run their contribution through.
 * 15) Is the contribution polished? Get to comment on the meta (non-code) parts of the contribution.  Correct any spelling or grammar mistakes, suggest clearer wording for comments, and ask for any updated documentation for the code
 * 1) Is the contribution polished? Get to comment on the meta (non-code) parts of the contribution.  Correct any spelling or grammar mistakes, suggest clearer wording for comments, and ask for any updated documentation for the code

Related pages

 * https://www.mediawiki.org/wiki/Manual:Coding_conventions
 * https://www.mediawiki.org/wiki/Gerrit/Code_review for reviewers
 * https://www.mediawiki.org/wiki/Gerrit/Code_review/Getting_reviews for authors (too long?)

T115852, T1287 - Unclear maintenance responsibilities for some parts of MediaWiki core repository

 * Related: Automate updating the outdated and manual Developers/Maintainers; publically documented (and findable) Team/Maintainer <-> Codebase/Repository relations.

Influential factors

 * 1) Social: Unclear responsibilites: everybody expecting another person to review
 * 2) Organizational: The last developer with knowledge of a code area has been moved to a different code area

Potential actions

 * 1) Need for better tools to identify such areas within a codebase. Then clarify within teams.

T113707 - SLA on time to review for CR

 * TODO: Nothing found in literature. Andre to blog.
 * Requires clear responsibilities who owns what.

T113706 - Cut-off date to abandon patches in CR

 * TODO: Nothing found in literature. Andre to blog.

Volunteer onboarding

 * "If a project does not make a good first impression, newcomers may wait a long time before giving it a second chance."
 * 3 different profiles of newcomers: "Newcomers can be novice developers who are starting their career, people who are experienced developers from industry but are not used to OSS projects, or people who are migrating from other OSS projects."
 * Entry barriers are not always bad: Some lead to improved contributions in the long run.
 * "Successful FOSS projects grow their communities outward to drive contribution to the core project. To build that community, a project needs to develop three onramps for software users, developers, and contributors, and ultimately commercial contributors."
 * "Sometimes, a contribution barrier cannot be lowered, but instead, the FLOSS project may shift the contribution barrier to the inside of the community's onion model."
 * "Make it easy to contribute by making the software easy to configure, build, and test to a known state. The more time you save outside developers that might be interested in contributing, the more time they have to work on the contribution they want to make, rather than losing time and possibly interest in trying to get past building the software."
 * Dialogs shown to first time contributors trigger additional contributions.
 * AFAIK no study exists to compare successful and unsuccessful contributors specifically.

Barriers faced by FOSS newcomers
Steinmacher et al. went through 291 studies and considered 20 relevant. The majority relies on quantitative past data instead of qualitative studies. Via grounded evidence they analyzed 15 newcomer contribution barriers in 5 categories with 3 origins (Newcomers, Community, Product). The following items and quotes are from Steinmacher et al. if not noted differently.


 * 1) Social interaction.
 * 2) Lack of social interaction with project members. Newcomer's social network; social status and need to build an identity. All 7 studies "show a correlation between the centrality of necomers' social relationships and newcomers' successful permanence of a contributor. However, there is no clear evidence of the causal relationship between social network centrality and newcomer success."
 * 3) Receiving an improper answer. "Three studies brought evidence of the negative impact of the content of answers received by newcomers" when it comes to answering "politely or positively". "[N]ewcomers demand attention and firendly hands to start contributing".
 * 4) Not receiving a (timely) answer. Feeling demotivated or unimportant. (Studies with contradictory results, however:) "absence of responses, improper answers, and not receiving recognition [...] can lead to newcomer dropout." "[...] coudl nominate people with social skills to receive newcomers in the communication channels.", "avoiding the use of project specific terms and jargons", "need to receive proper directions in a positive way". Potentially "make newcomers aware of the average time to receive answers [...] to help manage their expectations."
 * 5) Newcomers' previous knowledge
 * 6) Lack of domain expertise. Not indicative. People who contribute are nearly always users. No specific study exists about domain expertise though!
 * 7) Lack of technical expertise. Practical hands-on experience strongly associated with continued contribution; knowledge received via academic education not significant for successful contributing. A contributor can benefit from presenting skills and demonstrating expertise by sending mail or patches to influence the perception of the community. "[B]efore contributing to a project, newcomers must, for example, verify whether their skills math wtih skills needed". "Newcomers that showed proactivity [...] were better received by the community" and "the content of a message influences the reception of a newcomer". "[S]ocial and political behavior was important for newcomers to become long-term contributors or to be accepted [...] as members."
 * 8) Lack of knowledge of project practices. Not indicative, but "making it clear what is expected from them and what the process and practices are that must be followed to contribute" by having a "more informative and less technical initial environment" which looks "less geeky/daunting for newcomers".
 * 9) Finding a way to start
 * 10) Difficulty to find an appropriate first task. "the community wants the newcomers to pick the task themselves; however, newcomers have no clue of how to do this." Capiluppi and Michlmayr report that it is easier for new contributors to work on newer codebases than on older codebases.
 * 11) Difficulty to find a mentor. Not indicative for FOSS projects as no specific studies. Not common in FOSS to offer formal mentorship.
 * 12) Documentation
 * 13) Outdated docs. Not indicative for FOSS projects as no specific studies. Creates uncertainty whether docs can be trusted. Potential waste of time on already existing features. TODO: "make newcomers aware of the status of the documents".
 * 14) Too much docs. Supported by two experimental studies. Overwhelming information overload. "The projects need to provide easy ways to find and navigate the information provided by the projects, linking different sources of information and enabling the recommendation of relevant parts of the group memory" for the newcomer's task.
 * 15) Unclear code comments. Rather irrelevant.
 * 16) Technical hurdles (in general rather poorly studied)
 * 17) Setting up a local development environment. Getting stuck setting it up due to disproportionate configuration effort, reuse which creates dependencies and complicates building, platform diversity due to build configurations, constant changes in the build process requiring the developer who once mastered has to constantly keep up, prior experience, (not applicable:) interpreted languages, nobody in charge to simplify the build configuration. Hence provide a VM like Vagrant.
 * 18) Code complexity. Too hard to fix in this scope. "code complexity negatively influenced newcomers' decision to contribute". Hence "directing newcomers to peripheral modules" is better: TODO: e.g. do not list MediaWiki core as first item on Annoying little bugs? Furthermore, fear of introducing new issues and feeling embarrassed, introducing platform specific bugs (e.g. different database backends), only superficially testing and creating unpredictable side effects can be reduced by providing easy access to unit tests via CI (Jenkins).


 * 1) Software Architecture complexity. Providing visual information (e.g. class diagrams) reduces newcomers' challenges. Too hard to fix in this scope.

Hospitality and tone

 * cf. https://en.wikisource.org/wiki/Hospitality,_Jerks,_and_What_I_Learned
 * "the level of politeness in the communication process among developers does have an effect on the time required to fix issues and, in the majority of the analysed projects, it has a positive correlation with attractiveness of the project to both active and potential developers. The more polite developers were, the less time it took to fix an issue, and, in the majority of the analysed cases, the more the developers wanted to be part of project, the more they were willing to continue working on the project over time."; "Issue fixing time for polite issues is faster than issue fixing time for impolite issues for 10 out of 14 analysed projects."; "Findings. In the majority of projects Magnet and Sticky are positively correlated with Politeness."; ”Politeness is the practical application of good manners or etiquette. It is a culturally defined phenomenon and therefore what is considered polite in one culture can sometimes be quite rude or simply eccentric in another cultural context. The goal of politeness is to make all of the parties relaxed and comfortable with one another.”
 * "Would you be interested in contributing a fix and a test case for this as well?" style instead of "this isn't the forum to clarify support requests"?; "The latest changeset isn't applying cleanly to git master anymore - could you resubmit it please?"
 * Cultural differences: Gupta et al tested four strategies (Brown and Levinson's theory): Direct ("Do X", "You could do X"), Approval ("Would it be possible/Could you do X"), Autonomy ("I'm wondering whether it would be possible if"/"Could you possibly do X"), Indirect ("X is not done yet", "Someone should do X") on 26 people (11 british, 15 indian, mixed gender, 20-30y) asked to rate on a scale between overpolite to excessively rude. While Brown and Levinson posit that the indirect strategy should be the politest form, to Indian people it sometimes sounds "like a complaint or sarcasm" as "English and Indian native speakers of English have different perceptions of politeness". Still "utterances to strangers need to be much more polite than those to friends".

T78639 - Addressing the long tail of low priority tasks in active projects
Saha et al. looked at 7 FOSS projects using Bugzilla and tried to find out why 125 manually analyzed bug reports open for more than a year take so long to get fixed. (Andre challenges some smaller assumptions but in general the authors have a clue, e.g. that triaging does not always and immediately take place, that severity and priority fields often keep their default values etc). Reasons are diverse:
 * Hard to understand and to find the right place where to fix in the code
 * Uncertain how to fix due to missing the bigger picture or related technical debt
 * Hard to fix due to required complex solution or architecture
 * Risky to fix with regard to release schedule
 * Incomplete fix due to missing corner cases
 * Importance not realized until duplicates were reported or someone comments, then activity follows
 * Hard to reproduce, e.g. steps to reproduce missing
 * Scheduling: Developer's workload and personal to-do lists
 * Unaware of corresponding task for a code change fix, hence not closed
 * Infrequent use case: Destructive bug but in a not very common area
 * Others, e.g. blocked by other tasks; developer vacations etc
 * No specific reasons / as-usual delay: limited resources etc, "there are many bug-fixes that got delayed without any specific reason".
 * Added by Andre: Misclassification in wrong basket/project hence not on the screen of devs?
 * Solution for more important tasks: Careful prioritization, predicting severity, change effort, and change impact. Added by Andre: Also by just saying "No until you do it yourself?" TODO: Expectation setting, again - maybe "The developers have a lot to do but if you feel strongly about this particular issue, please consider a code contribution which the developers would be happy to review."
 * Misc: "40% of long-lived bug fixes involved only a few changes in only one file."

Bounties / Crowdfunding

 * TODO
 * cf. T88265

Other related tasks

 * T114320, T114311 - CR migration to Differential
 * T114419 - Make CR not suck, especially for volunteers
 * T89907 - MW developer community governance model
 * T102920 - Unmaintained/inactive repos
 * T115659 - Collaboration on prioritization

Misc

 * Large single vendor governed FOSS projects tend to be controversial; non-profit foundations seem to be successful
 * "Solid Engineering Practices + Strong Community Governance + Clear IP Management enables Growth."
 * Magnetism and Stickiness: A project is Magnetic (magnetism) if it attracts new developers over time. A project is Sticky (stickiness) if it keeps its developers over time.
 * Magnetism is the portion of new active developers during the observed time interval, in our example 2/10 (dev 6 + dev 7 were active in 2011 but not in 2010).
 * Stickiness is the portion of active developers that were also active during next time interval, in our example 3/7 (dev 1, dev 2, dev 3 were active in 2011 and in 2012).
 * Covered by korma's Demographics page
 * Time to merge
 * OpenStack: Number of active core reviewers growing, 0% of the changesets that landed into master were merged in less than 3 days since the review process was opened.
 * Linux Kernel: 33% of the patches make it into the Linux kernel within 3-6 months; Factors are submission time, affected subsystems, number of requested reviewers