 Okay, I think we are at time so we should start so we can finish on time So this is open source project management in the Drupal community lessons from the multilingual team There used to be cats in the title. I removed them because that we don't have time to talk about cats. I am Gabber Hoichi and I led the multilingual initiative So I just looked up the date of the announcement and celebrations. It was exactly 1600 days ago That trees by tart announced me as the multilingual initiative lead So that's kind of a long time for a half years So that's when he announced that I will lead the multilingual initiative joining the configuration management initiative and web services initiatives And he also said in the post that I'm I already have 15 percent time From aquia to work on community project So I'm going to use that time as well as my personal time to contribute to that So the first time I presented this talk that I got feedback that oh you did all that stuff But you were paid to work on this thing. No So I had 15 percent community time from aquia and there were some lucky Periods when I could work on critical issues for the multilingual team and I'm very lucky that aquia Values me so much to send me to events so I can organize prints there, but other than that I used also a lot of my free time to work on things and I Learned a whole lot through these four and a half years I made a lot of mistakes and people on my team made a lot of mistakes And I think we learned a lot from them and the biggest mistake or the lowest point of my initiative was 2012 May 22nd Anybody has a guess on what happened on that day? One year into my initiative No views in core initiative was announced That was the lowest point of my initiative Because I was totally freaked out I was like Jesus Christ views it views in core They are like four times as big as any of the most popular multilingual module They're gonna crush Drupal. They're gonna steal resources from everyone It's gonna be the worst nightmare ever and I sent a very angry email to everyone in Drupal core leadership Including all the views in core people and that included the bold section that said in short I cannot really tell at this point if I should be extremely happy for views being funded or be totally Terrified that it makes it impossible for multilingual to reach its goals So why did I do this? Because I had a totally wrong mindset about how it's gonna play out because I had this idea that Drupal is this fixed and Very small pie that we all eat from and we use those same resources And if there's a bigger elephant in the room They're gonna steal all of that from me and I'm not gonna have any anything to deal with That's the wrong idea So if you think about Drupal as this fixed pie if you have a fixed mindset about how Drupal operates Then you're gonna fail and be freaked out or everything happening because then everybody's against you Then you are like I need to carve out this little section on the corner for myself and protect that with with my fiercest power That's not how you approach project management in a Drupal community Because there's always all kinds of things that you need to do that people are waiting in the wings to do with you Because they're interested in helping you out and there's always more apart Opportunities to grow the community that you can look for and attract more people to work with you in fact if you are not doing that then your initiative is going to die because People are gonna go away people gonna burn out people gonna have family problems Etc. So you need to have a growth mindset you need to think about your work in Drupal core as Something that you need to grow and you need to you need to nourish So that was a very bad idea to to do that and I learned a lot from that and I read a lot of books and a lot of literature and how to do this better and One of the things I figured out I'm not a project manager by training But I've been told that project managers look at this magic thing Where they see what's the cost of this project was the scope of this project And what's the time for this project and then figure out what's the possible quality for this project to deliver So you can increase the cost and then do something better Or you can decrease the scope and do something better or you can increase the time and do something better, etc So you can play with these variables and then see which is the ideal combination for your team And for cost I think for open source. I would replace that with people because money is a scarce resource and Open source projects are not made equal. So some of them have money. So if you look at Android, for example They are a group of companies working on the open source project And they have fun They have companies funding their people to work on Android and they make this big push release and then the whole world gets To see what's going on Drupal does not work like that. So we don't have these developers in this big open plan office Is working on Drupal core all day. We don't have that So we tried getting some money into the project and get people funded and that was to some degree successful like using core raised 12.5k from the community and some some money from companies and that helped fund people for a few months and The configuration management initiative raised also Money from different companies, but it's not scalable to the time required to work on Drupal 8 or To the time required to work on anything that that's spans a longer time It's also not scalable if that if that person burns out or if that person needs to go away Or if that person has family issues, which happens regardless of money So you always need to care for Care for people who would not be paid for or try to attract those people who you cannot pay So you need to figure out what makes people happy to work with you What kind of value you can provide people so they work with you And if you can provide value to people to work with you and they're and it's interesting for them They are going to work with you So I have this talk about Drupal initiatives, but I think a lot of the principles I'm talking about will be applicable inside your business or inside your church group or whatever you have locally a local community if You do fishing whatever it doesn't matter. I think it's it's going to be Applicable to that as well. There's been a lot of research in that and one of the interesting books I read was a drive from then pink And he's and he sets up a three three pronged System for this and he says people need autonomy mastery and purpose to be motivated To work on something if they don't get money or even if they get money They would be more motivated to work on something if they have these three things in their work So Let's start with purpose so purpose means that you work on something and it makes a bigger contribution than you are then You contribute to something bigger than yourself And I think in a lot of ways that's evident in Drupal But in a lot of ways we need to repeat that message so that people understand that so one of the things that Dries said on Tuesday, I stole this slide from Dries is that there are three point one one billion people online and Since one in 40 sites are Drupal if one person visits 40 different sites, it's very likely that they use Drupal somewhere That's pretty powerful if you think about it that your work that you do is probably there somewhere and somebody used it as for me before I joined aquia I worked in Google Summer of Code and And I worked on localization tools for Drupal and before that I did my master's thesis at the university and worked on localization tools for Drupal 6 and when I Defended my thesis. I got booed out of the room because I used php and my sequel Not good at the master's thesis topic. It's technology php and my sequel not dot net or Java beans or what no so I got almost literally booed out of the room by the people I was defending with and then Three years later my university websites, which to using multilingual Drupal And they still use multilingual Drupal so I'm like, oh, that's nice so So it so it gives you a sense of purpose that the work you're doing is making things better And I collected a lot of sites that use multilingual Drupal I make a difference and presented this list of sites at several events. So for example the World Health Organization uses Drupal Multilingual Drupal, of course, these are all multilingual examples UNESCO uses Drupal the world food program uses Drupal and That's the international uses Drupal multilingual. In fact, if you are following Natalie Nahai our keynote speaker yesterday, you may have seen this tweet from Natalie Nahai yesterday night She tweeted just supported this campaign by MNC international to help Syrian refugees if you'd like to help, too You can do so here. So we helped Natalie support Syrian refugees in and To to make their life better. That's kind of nice. I think it's kind of nice If you think about science, there's the CERN is using multilingual Drupal to present their findings And if these are like two big examples for you, you are not so big of an organization as CERN Or MNC international whatever you don't get that kind of donation that kind of money There's a lot of smaller organizations using Drupal as well. So this is a small program at Stanford for high school students to get them to work on interesting engineering projects and They use multilingual Drupal as well So I think the work that we do in the multilingual initiative as much as it makes it better for for the MNC Internationals and the CERNs it makes it so much better for the small sites Because it's all built in it's much easier to click together. You don't need to understand all those modules You can do it very fast that I think it enables Drupal to reach even more people. So I think the the The purpose of the multilingual initiative is to make Drupal more accessible to people around the globe and bring Drupal to more people around the globe and I think if people understand this goal then Then it helps them have some feel they have a huge impact whatever they do in a multilingual initiative I think whatever we do with images or videos or layouts if people don't understand the text on the page They can't use the tool that it doesn't matter for them So I think our work brings all of the rest of the features to the world because we make them appear in their own language that they understand and then of course people have their own own Own Motivations as well. They have their own projects. They have their own clients. They have their own pains in Drupal 7. They want to resolve Those those also drive them to get in but I think this this bigger purpose helps a lot as well. So that's purpose Let's talk about autonomy autonomy is controversial in Drupal because you go start on start work on something and then nobody cares about it Nobody then you post it and then it sits there for years and then you forget about it And then you don't even look at Drupal anymore and go elsewhere So some people Think that if we have a road map a very detailed road map and a master plan And then we tell people what to do then it will be great because they will be able to know What's going to be accepted and then they will be able to work on those things and they get accepted and everybody's happy That's not really how it works because that's how it works in your day job You have a boss they tell you what to do you do that you get money and then you go home If you have a free time job, you kind of want to do your own thing you want to experiment with things You want to learn new things People don't really like being told exactly what to do People don't bother if you have a framework for what a bigger framework of things But for specifically telling them what to do is not so good And I have a great example from a totally different field for you for that. So this is David Marquet He graduated in 1981 top of his class from the US Naval Academy an Institute we now for developing leaders to serve the US nation and Therefore he joined the submarine force and along his journey one thing buttered him is this leader follower model in the Navy that leaders leaders Have commands and then followers need to follow the commands and that's it and that they didn't like that So he tried changing that introducing a model of That's different So that he can have thinking people on the ship and he tried that as an engineering officer on the USS Will Rogers And then he totally failed It didn't work So he fall back and the leader follower model that was good that everybody knew that he gave he gave our commands They were executed. That's fine. And then he was selected to captain the USS Olympia a nuclear powered attack submarine And then he was learning for a year to learn all the features of the ship So he knows what to do on the ship and then two weeks before he started serving on the USS Olympia He was diverted to a totally different ship the USS Santa Fe because the captain quit And he had no idea about the features of the USS Santa Fe. It was a different build. He had no idea so he had two weeks to prepare so he went there and then Then he needed to lead the ship now less than a month after he was there on the ship There was a drill to simulate a fault with the reactor on the ship And then he was supposed to provide the commands of what to do So he was shouting commands that he believed to be right and then the second officer repeated those commands But nothing happened on the ship and he was like what the hell is going on? We're gonna blow up and nothing happened because the comments the commands he shouted did not apply to this ship They didn't make sense He was trained for a different ship and he didn't know this one So that's kind of a bad thing to but bad situation to be in if you are on a nuclear submarine And that that can cause problems. So he decided to try something else So the leader follower model works like this. The captain says submersion ship The subordinate says submersion ship IA and that and then it's done So he tried to push control down and say, okay, what do you think we should do? Ask an open-ended question and then the subordinate says I think we should submerge the ship So then he tries to teach this intention-based System to the subordinate so he asks tell me you intend to do that and then they say captain I intend to submerge the ship and then all he needs to say is very well So the problem with that that said that sounds nice So he can push control down the problem with that is he cannot really know if the subordinate understands if if it's if If it's the right thing to do if he's competent to do if it's competent to decide if it's the right thing to do so He decided to move this forward and build an assurance of competence into the system So now the subordinate comes in and says captain I intend to submerge the ship and then the captain says what do you think I'm concerned about? See he has no idea of the ship so he cannot ask questions because he has no idea what he should be concerned about right? What may be problem with submerging the ship and then the subordinate says you're probably concerned about whether it's safe to do So it's like okay then convince me it's safe and then the subordinate says okay I intend to submerge the ship all crew are below decks all hatches are shut The ship is rigged for dive and we've checked the bottom depth then you can see very well and then it can happen So the previous one pushed down Control which makes him be able to go eat dinner do something else He does not need to be the one to make the decision this one ensures that the person understand that it's possible to do and Then the final thing that's important to inch to ensure is that it matches the mission that you are on right? So it fits into the mission. It's not doing something else He has one final suggestion for us So when the subordinate says captain I intend to submerge the ship all crew are below decks They hatches are shut the ship is rigged for dive and we've checked the bottom depth He asks is it the right thing to do does it match our mission and then the subordinate says yes sir Our mission requires that we submerge now in order to something something So this ensures that they that They tell you what they want to do They understand that the requirements are met for what's to be done and they understand it matches the mission Okay, so those three and if you have a broad definition of the mission Then you don't need to make up all the details yourself You can empower all the people that you work with because they can make these checks And in fact, this is what we do now in the Drupal core issue Q We have the beta evaluation forms Which have a criteria you need to answer these questions. Is it the right thing to do now? Does it match the mission that we are in now? This is the kind of change we are in now So this is the pattern that you can apply to all kinds of other things as well To push down control and ensure that it still matches the big plan and the result is Basically that when inspection came in next year, they found they gave this Submarine the highest grade ever seen in the US military Because it was not a captain directing 134 puppets on the ship But it was 135 thinking acting Taking initiative people who wanted to do the right thing So it was a totally different setup because now you have a set of rules that people can work with and now you give them enough Autonomy to work within those rules then they can use that autonomy and do fun things So I think you need to agree on those goals and then leave room for autonomy And then of course there's a lot of checks and balances in Drupal that you need to match so for those things We now documented the stakeholders the main stakeholders in Drupal course So who to talk to if you have this kind of change or that kind of change What's the responsibility of maintainers etc. So you can go there and talk to them We have a system of cross-tagging issues So you get feedback from the views team or the configuration team these tags are pretty obscure So you probably need someone to know those tags or look at the common tags page on Drupal.org that has some of them What we did in the multi thing initiative as well is we use the sprint tag to keep track of current focus Which means that we can regularly review those issues and help people who pick whatever they wanted and Help them evaluate if it fits the mission or if they're doing the right thing But still keep them working on those things and just empower them to work on the things that they wanted to work on because it's Their own own initiative. They wanted to do those things and for that We've been holding public meetings to discuss these issues and we chose a very accessible tax format IRC maybe not very accessible in terms of technology But very accessible in terms of tax format because for a multilingual team people would not be able to be on the phone Or on video because they need to time to understand language they often don't speak English that well and they need to time to write Language they often don't write English as well either and The meeting is also good to attract new people. So we often have new people come in they see what we are doing They see the activity going on. They are open meetings So they see what's going on and what kind of things we are working on and it's also good to reintegrate all people people who've Been there before but needed to go away So they come in and they see that things are still going on that We took care of their things while they were away and they are welcome as well So I think that it's important that you have a format that's accessible and it's also important to have regularity to these meetings because then people have a fixed time and as And as we heard in the keynote yesterday, they have a sense of belonging and a sense of Stability is the same time same place that they can go there and meet the people that they work with And then there's of always people working on things that do not fit the mission So you need to recognize if an issue is going off-scope or towards a cliff and it's it's one of the first signs of burnout if somebody goes off and works on something for months and Without trying to consult people so you need to recognize that and act on it as soon as possible Keeping things on a sprint helps with that because you see what's going on. You see the updates to them because you can look at the issues on the sprint as the filtered list and Then go and ask the people do you ask some some of the other stakeholders if this direction is good Or if it fits their mission of what they are working on in their initiative, etc So that really helps get them people back from bad situations It also helps that that they feel like you care for all those things that they are working on even if they didn't ask you specifically to look at it and Then you need to recognize when somebody becomes unavailable for whatever reason Maybe they burnt out or they have a family problem or they not even a problem. They're gonna have a kid One of the things that's going to happen in the multi-lingual initiatives I just had a kid born five months ago and I learned this week that Three key members of the multi-lingual initiative going to have a newborn in the next six months three key members so they will become unavailable so you need to recognize that and Have people to have people can take that take that work over if at all possible and One more thing about that is you need to praise people for working hard and you need to praise people for taking time off They should take time off. They should not work all the time It's good for them to take time off if you have a system of this print system where you review issues And you can have other people on those issues then it's totally fine for them to take time off They are not single responsibility for anything. They can just go and do whatever they want If you don't have that system and they go off and do whatever they want you cannot do anything against it anyway So you much better accept it that they need to go off You need to be okay with that and when they come back you need to you need to be open to that thing It's like yeah, they went off people have all kinds of things in your life so just accept that as a normal thing and And even encourage that when you see that people need to do that so to Have multiple people work on something one of the great tools is to delegate responsibility So the first thing I did I have on the initiative was to delegate responsibility because I figured it's it's two huge Attacks to do myself and I thought it's going to Going to scale to more people But in fact what turned out is not the scalability to more people But that those people can take ownership of those work and they feel better about that Because now they have ownership of that work and it's not me telling them what to do, but I'm delegating them that work So initially I thought I'm gonna have three Subinitially so to speak Eric Stilstra, Jose Rihara and Francesco Placela Eric was working on localization updates Jose Rihara was working on IETN in Drupal 7 and he was working on config translation config schema in Drupal 8 and Francesco Placela was working on entity translation in 7 so was working on content translation 8 and Also the language subsystem so that was my initial thinking But then of course they are the same they are people too So they have their own life they go away so you always need to think about even more people that you can work with and all of them had their Had their events in their life when they need to go away sometimes for months and then we needed to replace them so the next important thing is to plan for successors and The easiest to do that is if you cultivate small teams working around things So if you pair people up at sprints if you get people review each other's code if you Try to encourage further delegation from those people that you delegated to Etc. So that helps that somebody will be able to step in your place Otherwise you need to make all the decisions and otherwise you'll never go and eat dinner So for me one of the extreme examples of the delegation was Drupal Khan Austin Um So my wife had a severe health issue. She had internal bleeding and She lost 2.5 litters of blood in one day and If you are not in health matters, that's half of your blood So She was in very bad condition and that was at the time of Austin and I wasn't traveling to Austin at all because I was taking care of my wife and You would think that nothing multi-lingual happened in Austin because that was not there, but that's not the case because We share a lot of responsibility presenting about things we share a lot of responsibility leading sprints We share a lot of responsibility leading the meetings online So I I can always have people to lean on when these things happen. Hopefully not going to happen anytime soon again So I can ask people to step in my place as well So I can deal with my own things and what happened in Austin is people came together and sent us this photograph With hugs with which who hugs when we had this difficult situation and did the multi-lingual sessions and the sprints and all those things So if you if you are not required Then people will be able to step in your place. I think that's the that's a very key lesson So as I've said Pairing people in issues help develop expertise Because they will know the same they will know similar things. They may have different viewpoints They help each other moving things forward. One can review others work, etc and As I've just said if you're not required to make decisions then replacing you is easy because the others can do things Like you don't need to be there and things will go on and What helps getting all those people in that you didn't think will be there What helps growing the pie is if you recognize the wide variety of areas you need help in So as Dries said in the keynote if we do usability testing sooner Then we can do more things sooner if we do fixing help text sooner then we can involve people sooner, etc so that's one thing we did because in Because I don't have the date, but I think it was almost two years ago We decided to do usability testing on the things we did because we did a lot of cool changes And we wanted to see how people work with that So we got a lot of help from boy and summers Darmash mystery from aquia and Lisa rex and those people like Darmash and Lisa did not Participate in the initiative before or after we asked them help with the usability testing and they helped them They put in a lot of effort into helping us write the usability testing scripts Suggested us techniques for testing etc. And then we got people like ishtra and polo's or young or Yobot Bobita in Serbia I believe who tested with the script people at their Drupal camps and they never contributed to the initiative before or after either So you can involve people who otherwise would not come Much earlier and get very good feedback and now we and after this we've had like four pages of feedback from usability Testing and then we know where to put how we change the default language or what to change in the UI Where you set up default languages? So if you do that early you can involve people early and And get valuable feedback and grow your team Then another thing we did is we really take it seriously to provide edit value with a radical transparency so one of the things is We do a lot of presentations like this one and We really like sharing them between each other and even more so we like sharing them widely so one of the things we did is Amy and myself in Amsterdam did a workshop a Drupal 8 multilingual workshop and we planned out a demo site with simple content and menus and views and stuff and We decided to make this wholly open So you have this distribution on Drupal dot org multilingual demo and not just a distribution we made the slides available for presentations and Amy created the handout document. It's like 30 something pages It's a lot of a lot of text that is available for anyone to either walk through this workshop at home or Present this at your company to teach people at your company about Drupal 8 multilingual or present this at an event and again We got a lot of new contributors thanks to this because this was presented in Germany was presented in India Was presented in Spain it was translated to Spanish by people who never contributed otherwise to the initiative They translated the handout to the full handout to Spanish and the person translated it to for the Indian event as well so Again, we got people contributing and providing value for the initiative who would we never thought they would we don't we didn't even know them What helped in building the physical team is meeting and working in person that always helps So although this is a virtual team we meet every week we still get a lot of value from meeting and working in person and One of the things we did was at Drupal con Denver was quite a small conference What we decided is to do pre and post prints before and after Drupal con So we made we made some news about it and then the multilingual team got together got sponsors So we had a pre and post print and then we heard the views team did a pre pre-sprint as well But we didn't hear about that before And then later events we got together So the next big event was Drupal dev days bar Barcelona And we decided to get together and do a pre-sprint before Drupal dev days Barcelona as well So from a three day event it grew to a seven day event and now we did the sprint for four days And then there was the event so If the Drupal con grew too long, it's our fault So Drupal dev days organizers and proposing organizers complain that it now costs too much because we grew it from three days to seven days I'm sorry, but it provides really good opportunity for people to get together Because when you have this opportunity to this is from Drupal dev days. I get from last year You have this opportunity to sit together with the high-profile contributors like Alex Spott and Jesse Beach down here Then for four days you can sit down with them and work with them You can learn what debugger they use what kind of solutions they that how they search the issue queue Who they talk to when when you ask them a question all those things and you can learn all the things from from top minds in the community and they and they go to Drupal dev days and you have like four days of uninterrupted time with Them is pretty cool. Here you get here. There's sessions. They may or may not be available Tomorrow is gonna be a sprint Please come to the sprint It's a good thing But it's not enough to make big changes because it's one day So if you did not have time before the con or after the con to work on something if you sit down at the sprint You sit down there your dev environment is outdated. You know your update PHP. Oh now you update Apache now You update vagrant now you update on whatever so you need to update the whole stack And then you need to figure out now your Drupal checkout now Wi-Fi is down I cannot check out the Drupal version anymore and now I need to figure out what to work on and that issue was already taken But they did not take it and all those things and by the time in the afternoon You may not get to work on an issue if you go to the mentor sprint That's not what going to happen to you go there. They're gonna help you have a much better experience But it can happen to you So if if you are at a multi-day sprint You can have all those problems in the morning of the first day and for the rest of the event You can dive down and do all the all the crazy stuff. So I suggest you go to multi-day sprints There's now extended sprints around Drupal con. It's now or it's now paid for by sponsors at Drupal con It's a lot of fun. So now it's all built into it and the same for Drupal dev days Yeah, so that was Autonomy now let's do mastery so mastery is the kind of thing when you are learning an instrument on the weekends And you want to get better at it and one of the people Who wanted to get better at it was Kathy face? so she was playing an instrument again Drupal con Denver and always improving and playing great songs and this was her second Drupal con first one was Chicago and Chicago is her hometown. So she went back home every day, but in Denver. She decided to Go and contribute and she went to the sprint and she's drush didn't work So she gathered a group of people to fix drush and he set up a table Let's fix drush together, and she helped to resolve drush problems for everyone except herself Then she needed to patch drush to display our message differently So it's easier to figure out So she patched it and then she asked people at the sprint if she can present the patch and like present how it's done And then they allowed her to do that. So she basically became an immediate Success in mentoring in the Drupal community like in half a day And then we were very lucky in the multi-lingual initiative as I've said We've had the extended sprint and we did not have a venue for the extended sprint after the conference So we're sitting in a lobby of the hotel Working there and then she just came there and she's like oh you're working on stuff Yes, and then she joined the multi-lingual team and the rest is basically history at this point I think she instilled a lot of mentoring goodwill in the multi-lingual team So tomorrow if you come to the multi-lingual table It will be very very boring because there's gonna be maybe two people there Because all the multi-lingual people will be yellow shirts in the mentoring room because Because they are infected So what Kathy said is I remember Sunday sitting with you all thinking this is just freaking amazing So if you learn about these if you want to learn more about these things David L Marquet has turned the ship around published and Danny up pink has drive The book called drive published and I'm not done yet because there is still scope and time So this was all the people management, but they need to still Hopefully deliver things that are within the scope and within the time that you need and for that I got a lot of inspiration from Shannon vates Who at Drupal con London 2011 summer approached NG Byron? She had some great ideas on how to improve communication in the community and how to how to Get better at this and she Said that her employer will be able to donate a little time now She spent a lot more time on this than she originally expected I think and she Really inspired me in being a better communicator about the initiative So again the scope question can be resolved in part by agreeing on bigger goals and then leave room for autonomy Because then you can check if that's still in the boundaries of the bigger goals things that we did to Help us check that is we kept issues strictly on Drupal.org. So it's easier for us to communicate what's going on. What's What's happening? What are the issues that we are working on and Then we've been working on grooming this backlog so that we know what's in the issue queue We know that there's this matter issues that break down to those 10 issues and then they are those 30 novice issues that we can give to people when they come in because there's always people coming in with all kinds of crazy things like I'm a UX UX I have experience UX testing or I'm a UI developer or I can write documentation for you and if you know your backlog then what if it's not a high priority you can still give it to them and work on them and Get them work work on it and that would still be within your bounds and You get new contributors again so one thing we built to help solve this communication barrier and help show people what we are working on and Help us do timely reviews of things so we can do things. Hopefully faster is a rocket chip Which is a different display method for Drupal.org issues. There's a rocket ship project on Drupal.org So this gathers issues from Drupal.org and presents them in a much more visual way And we have this board for issues with the sprint tag that shows us what we are working on right now What's to be committed? What's to be viewed? What's to do and the priority of them is colored, etc So that we can't focus on things and we can do them in a more timely manner And all this data collection actually allowed us to have a lot more insight on who's working on the initiative And we are We are crediting everyone who posted comments on any issue on the initiative So this includes people who reviewed user interfaces wrote docs Provided testing feedback UI testing whatever had an idea and this is not really the complete picture the complete picture would be This one So it's over a thousand three hundred people who worked on the initiative And then there is the problem of trying to focus people on the things that are Actually at the time of the release cycle important to do because of course people want to work on their own things But you'd like to direct them and help them work on the right thing. So for that I Read this is the best book if the only thing you take away from this talk is you should read the book of these two nice people is Chip and then Heath and the title is switch how to make change when change is hard. I'm pimping this book wherever I go It's amazing book switch how to make change when change is hard and they have examples for how to save species how to get people with How to help kids with cancer take their medication all kinds of great examples now? I'm going to provide you with a pretty banal example not Not very nice, but it's very good to illustrate the point. I wanted to make so they have an example of car wash loyalty So let's say you want a car wash company You want people to come back you have a loyalty card and you're collecting loyalty stems on the card So a car wash company did an experiment and it to and did a be testing of two loyalty cards And they had a loyalty card that had eight slots on them and another one that had ten on them But two were already stemmed in So the ones where so the ones that had eight stems only 19% of people came back and got a free car wash at the end when they were complete So only 19% only one fifth and for those who had ten, but two were already completed 34% earned a free car wash and they earned it sooner than the other ones So that's the what you've heard yesterday in the keynote. They call Natalie called it the consistency principle That if you feel you're already on a way somewhere, then you'll have a consistent behavior continuing on the road So what I so this inspired me very much because I wanted to inform people about the work we do and At the same time get more contributors So first inform people about the work we do and and and show the people doing the work that this is all this great Stuff, but there's still more work to do. So that's the kind of the car wash Stamped car wash loyalty. So what I did is I wrote blog posts and the top part of the blog post is what you got is great New features duple eight. Hey, it works kind of nice And then the bottom part is issues to work on by the way, it doesn't actually work here are the issues to fix So you read all this stuff. Oh, that's pretty cool. That's pretty cool. Oh, it doesn't actually work yet Maybe I can help fix it. So Well, it does actually mostly work So I didn't cheat with it the most it actually mostly works. There are some small issues with it You can help with so I So I I tried inspiring people to get to know the new features and help fix them So people who never contributed to the initiative they wanted to learn what's going on They came in and they got a cue to out here contribute And then I did an inception of this Because I crossed out things that have already been done. So you already see oh, it's already done So those are issues that can be done I Only recognize this last month when I presented this talk first. It's kind of crazy that I that's an inception So that you can do when you are into your project You can say good things about a project and then you can point out things that are not already done and then Later on we needed people to actually use duple eight So my colleague XGM actually did this figure about the critical issues that we kept accumulating But we kept fixing them so we've been fixing them and finding new ones and we only find new issues if people use it We don't we don't find new issues if people don't use it So we need them to use it so we need to show them that it's actually useful So what I did is I set up a page with live multi-lingual sites and I made screenshots of them And I asked people to tweet me new links. So I'm adding new ones All the time so these are like actual live multi-lingual duple eight sites So this both shows that we are getting there It's a reinforcement for people on the initiative that they're there. They read they're reaching their purpose They make things happen and it also helps people actually use it and get us bugs because we are interested in the bugs So we can fix them So I'm actually showing these positive examples so we get the bugs and I made the front page of this is duple eight multi-lingual org a Video for the front page that very it's a two and a half minute video that summarizes the initiative So people understand what's going on and then they can dive in so it's a very short time commitment for you to understand What's going on and then you can dive in and this you see the sites under there and then the team Under there with photographs of actual humans that are working on the initiative and smiling while doing it So how when you do these things basically depends on the cycle of the release So this is a rough graph of an idea of how we did the cycle So we had feature development API completion and release and the further you get down The more you need people to use your stuff and the more you need to communicate all the things that are ready and all the things That you know are broken and you need to get people to work on them. So again, if you want to get a lot more Inspiring ideas you should definitely buy this book chip heath and then he switch I am in the middle of rereading it right now and and I'm blown away again So it's an amazing book. I think it's like the open source community management Bible because it sets out the The notion that you want to do you want to get changes done But you don't have you are not the boss You don't have any control over people and you want to do good things and how you do that so in summary my Initial problem was that I thought that there's a fixed pie in Drupal and I and if somebody else is working on something They will chip away at my pie and I will not be able to complete my mission and in fact I send the view steam and apology five or six months later and Thank them that it turned out to be totally opposite of what I thought they helped us resolve things They were in our issue Q resolving integration problems and I was in their issue Q resolving integration problems as well so we both helped each other make our result better and Through the learning process that I had in this release it made me better in learning what makes it possible to to inspire people and Work on things that make them a better people and working good things To get Drupal to more people in the globe So if you are interested in being part of this amazing thing then tomorrow will have a sprint If you never sprinted before there's mentors available and they will help you out If you have sprinted before then we'll try to set out as an area for multi-ingual and you'll be able to Join us there. That's it for my talk any questions or comments ideas concerns Okay, so if no one else is gonna say anything. I'll say anything So I was involved in Drupal 8 since the beginning of before there were initiatives, right? I worked at Acquia and G's was trying to figure out how to make all this work And I will say of all the initiatives and all the things that we try I just wanted to congratulate Gabor for being at the total standout initiative lead who managed to Not only foresee all the things that he would have to build around him to make this happen But you know to build the infrastructure in place to develop tools to think how to work Smarter than harder things like rocket ship things like the sprint tag things like this that I've seen other Initiatives be able to leverage to increase their efforts So I just want to give you personally a big round of applause for everything you've given to the community Thank you. That's it