Foundation Structure Draft for Meetup Feb 15 2012


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Presentation reviewed at the February 15th, 2012 meetup in Santa Clara during Cloud Connect covering the proposed OpenStack Foundation structure.

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Foundation Structure Draft for Meetup Feb 15 2012

  1. 2. OpenStack Foundation
  2. 3. Agenda <ul><li>Foundation mission </li></ul><ul><li>OpenStack today, foundation planning goals </li></ul><ul><li>Proposed structure & funding model </li></ul><ul><li>Key open questions, next steps </li></ul>
  3. 4. Foundation Mission <ul><li>The OpenStack Foundation is an independent body providing shared resources to help achieve the OpenStack Mission by Protecting , Empowering , and Promoting OpenStack software and the community around it, including users, developers and the entire ecosystem. </li></ul>Latest:
  4. 5. OpenStack Today <ul><li>Today </li></ul><ul><li>Elected Project Technical Leads (PTLs) make project-level decisions. </li></ul><ul><li>Project Policy Board oversees entire set of OpenStack projects (PPB) </li></ul><ul><li>Rackspace “project manages” including community management, release management, marketing, PR, and event management.   Rackspace also owns the trademark , and is responsible for overall Governance policy. </li></ul><ul><li>Foundation Planning Goals </li></ul><ul><li>Preserve working processes & commitment to meritocracy </li></ul><ul><li>Create entity with responsibility for role Rackspace has played </li></ul>Technical governance Project management, legal oversight, etc
  5. 6. OpenStack in Foundation World <ul><li>Today </li></ul><ul><li>Elected Project Technical Leads (PTLs) make project-level decisions. </li></ul><ul><li>Project Policy Board oversees entire set of OpenStack projects (PPB) </li></ul><ul><li>Rackspace “project manages” including community management, release management, marketing, PR, and event management.   Rackspace also owns the trademark , and is responsible for overall Governance policy. </li></ul>Foundation World ✔ ✔ Transition responsibility from Rackspace to Foundation “ Technical Committee” name, minor changes to be discussed No Change <ul><li>Foundation Planning Goals </li></ul><ul><li>Preserve working processes & commitment to meritocracy </li></ul><ul><li>Create entity with responsibility for role Rackspace has played </li></ul>Technical governance 1 2 Project management, legal oversight, etc 2
  6. 7. Foundation Approach <ul><li>Provide a permanent legal home for OpenStack, with broad industry support and the resources to support OpenStack’s success </li></ul><ul><li>While preserving what’s working – a.k.a. “The OpenStack Way” </li></ul><ul><li>Technical people making technical decisions </li></ul><ul><li>Marketing people spreading the OpenStack word </li></ul><ul><li>A strong ecosystem of companies making money </li></ul><ul><li>Encouraging and rewarding contribution in all forms, such as testing, documenting, translating, integrating, extending, educating, financing, training, supporting, facilitating, evangelizing, designing, or art making. </li></ul><ul><li>Always maintaining the proper balance between the individuals who invest their time and effort, and the companies who build businesses. </li></ul>
  7. 8. Project Governance
  8. 9. Project Technical Leads <ul><li>Elected by core code contributors every 6 months prior to Design Summits </li></ul><ul><li>Set technical direction for the project they lead </li></ul><ul><li>Make tough calls when needed </li></ul><ul><li>Net: Most of the technical decisions made on a day-to-day basis are made by this person, who is elected by the technical community </li></ul><ul><li>Open Question: Should the terms be longer than 6 months? Is 1 year more suitable? </li></ul>Actual PTL
  9. 10. Technical Committee <ul><li>Responsibilities </li></ul><ul><li>Artist formerly known as the Project Policy Board (PPB) </li></ul><ul><li>Set technical policies that cross projects, work with PTLs </li></ul><ul><li>Determine which new projects are “incubated” </li></ul><ul><li>Membership – for discussion </li></ul><ul><li>X seats, 1 year terms, staggered elections around Summit, “Individual Members” of the community vote. </li></ul><ul><li>PTLs can run, but don’t get automatic seats (change from current process) to keep size manageable. </li></ul>Actual OpenStack developer
  10. 11. Corporate Governance
  11. 12. Board of Directors <ul><li>Responsibilities </li></ul><ul><li>Oversees Foundation operations </li></ul><ul><li>Sets overall budget, goals & Executive Director </li></ul><ul><li>Advocates for the Foundation and the entire OpenStack community </li></ul><ul><li>Hires (and fires) Executive Director </li></ul><ul><li>Membership </li></ul><ul><li>Each Strategic Member has the right to appoint one representative to a board seat. May change its representative at will. </li></ul><ul><li>For every two Strategic Member seats, Individual Members elect one individual to a board seat </li></ul><ul><li>Members must follow a code of conduct, committing to advancing OpenStack, staying active in the community, and performing their duties with integrity </li></ul>Not an actual Board Member
  12. 13. Structure Summary <ul><li>PPB transitions to Technical Committee and retains oversight over technical matters. It is independent , meritocratic , with the ability to change own structure and processes. PTLs continue to lead individual projects </li></ul><ul><li>Board of Directors and Executive Director provide legal management of organization, manage financial resources </li></ul><ul><li>User Committee to provide feedback and input on direction </li></ul><ul><li>Legal Affairs Committee to manage CLA, devise overall IP strategy </li></ul><ul><li>Two Classes of Members </li></ul><ul><ul><li>Strategic Members Small number of companies who make a strategic commitment in funding and resources </li></ul></ul><ul><ul><li>Individual Members who participate, free to join, sign code of conduct, vote, etc </li></ul></ul><ul><li>Key Policies require supermajority or unanimous approval to change for initial two-year period for continuity </li></ul>
  13. 14. Role of the Individual Member <ul><li>Individual contribution to OpenStack in a variety of ways </li></ul><ul><li>Code, documentation, translations, bug reports </li></ul><ul><li>Testing, project infrastructure </li></ul><ul><li>Advocacy, marketing, community management, legal guidance </li></ul><ul><li>Be constructive & courteous </li></ul><ul><li>Know when to wear your OpenStack hat. Integrity matters. </li></ul><ul><li>Elect representatives to Board </li></ul><ul><li>During foundation formation phase (Now!): </li></ul><ul><li>Participate in foundation discussions </li></ul>
  14. 15. Role of the Strategic Member <ul><li>High level of commitment to OpenStack, in strategy & resources: </li></ul><ul><li>Corporate strategy aligned with OpenStack Mission </li></ul><ul><li>Provide dedicated resources (e.g. developers, legal resources) </li></ul><ul><li>Appoint member to the Board of Directors </li></ul><ul><li>Provide substantial funding for ongoing foundation operations </li></ul><ul><ul><li>Fees likely based on company size to make it accessible to different companies </li></ul></ul><ul><ul><li>Goal is 6-8 strategic members to keep overall board size effective </li></ul></ul><ul><li>During foundation formation phase (Now!): </li></ul><ul><li>Commitment to become a Strategic Member, outlining strategic alignment & contributions to OpenStack. </li></ul><ul><li>Dedicated person to join drafting committee to create legal documents </li></ul><ul><li>Goal: Finalize initial list of Strategic Members early March to kick off drafting committee. </li></ul>
  15. 16. Group interaction <ul><li>Board should feel invested in committee output while empowering them to do the job based on their domain expertise </li></ul><ul><li>Committee Chairs attend Board meetings and provide updates both directions </li></ul><ul><li>Committees should be empowered to set their own processes </li></ul><ul><li>User Committee is harder to define—need to give them a voice that the technical community can hear to influence decisions </li></ul><ul><li>Ask a leading user in the community today to define this committee’s goals and processes </li></ul>
  16. 17. Foundation Groups <ul><li>Board of Directors </li></ul><ul><li>Legally responsible </li></ul><ul><li>Strategic Direction </li></ul><ul><li>Approves budget </li></ul><ul><li>Hire Executive Director </li></ul><ul><li>Executive Director </li></ul><ul><li>Hire, Manage Staff </li></ul><ul><li>Daily Operations </li></ul>Committees <ul><li>Technical </li></ul><ul><li>Assume role of “PPB” </li></ul><ul><li>Set technical policies that cross projects </li></ul><ul><li>Determine if new projects are incubated </li></ul><ul><li>Project Technical Leads (PTL) </li></ul><ul><li>Make technical decisions on the project they lead </li></ul><ul><li>User </li></ul><ul><li>Feedback, input on direction </li></ul><ul><li>Legal </li></ul><ul><li>CLA process </li></ul><ul><li>IP Strategy </li></ul>PTL PTL PTL PTL feedback
  17. 18. Operations
  18. 19. Foundation Roles <ul><li>Executive Director hires & manages staff, reports to Board </li></ul><ul><li>Small, focused team </li></ul><ul><li>Employed and non-employed resources </li></ul><ul><li>Most important employed positions are focused on coordinating the larger community in an independent way (e.g. community management, release management, marketing/event management, certification). Report to Executive Director. </li></ul><ul><li>Non-employees may still occupy official offices without being on payroll. </li></ul><ul><li>Legal affairs will likely require an independent attorney; possibly outside counsel on retainer. </li></ul>
  19. 20. Foundation Planning Goals – next steps <ul><li>1. Preserve working processes & commitment to meritocracy </li></ul><ul><li>Ask PPB to lead a process to propose Technical Committee details, potential changes to PTL election cycle (6 month vs. 1 year) </li></ul><ul><li>2. Create new entity with resources for role Rackspace has played </li></ul><ul><li>Identify potential Strategic Members and finalize fees </li></ul><ul><li>Form “Drafting Committee” with representatives of each Strategic Member, start drafting legal documents for broad community review </li></ul><ul><li>3. Once legal documents are ready, final ratification will be based on membership triggers </li></ul><ul><ul><li>200 Individual Members have joined </li></ul></ul><ul><ul><li>Base level funding commitment from Strategic Members </li></ul></ul>
  20. 21. Backup
  21. 22. 2.15.2012 Cloud Connect Meetup Rackspace Plans Transition with Board 1.23.2012 Begin Meetings on Structure with potential “Strategic Members” 2.10.2012 Publish Draft Structure 1.29.2012 Publish Mission Statemen t April & May 2012 Drafting Committee Publishes Drafts Goal: June 2012 Publish Final Structure* Bylaws Articles Membership Agreements Milestones Ongoing: mailing list, webinars, in-person meetings X + 60 Days Operations Begin Transition of responsibilities (Rackspace & PPB) *Rackspace Board Approval Required Feedback Feb 2012 Webinar re: Structure Draft X.2012 Membership Target Met Board Elections Checks Written Membership Levels Trigger Ratification of Plan: Funding & Individual Members April 2012 Webinar re: Structure Draft Drafting Committee Meets regularly March 2012 Finalize Initial “Strategic Members” Drafting Committee Formed Drafting Committee Meets regularly Other webinars & meetups as needed
  22. 23. Next Steps <ul><li>Publish Draft Structure & Funding Model 2/10/2012 </li></ul><ul><li>Finalize initial “Strategic Members” by March 2012 </li></ul><ul><li>Kick off drafting committee with representative from each Strategic Member </li></ul><ul><li>Drafting committee to publish regular updates with time for community wide review of each draft </li></ul>