 I will introduce myself in a bit more detail shortly, but I just wanted to give some context to the presentation today, and the title.because I know the title, the description, and what we're talking about today might all be a little bit askew. So we're talking about communities here as value drivers for business and the talk is going to be a bit consultancy of a high level, the stuff you might agree with, the stuff you might not agree with but it's certainly something that is working for us here in Ichanulwe. we wanted to share that with you.That's why this whole deep-dive hands-on approach. Everything we talk about today is derived from individual level as well. Everything that we're talking about is concerned with a single individual then how that builds up into the organisation. For the purpose of this presentation, we're treating OSPOs as entities in their own right. This idea that a single contributor drives a community and that community drives a business value. Dwi gofio'r gynhyrch a ddim yn gwneud o'r gwerthoedd, a'r ddweud o'r ddweud o'r unrhyw o Ospo ynglynfa yma, sy'n yn gwybod i gyd yn ddweud, a'i o'r ddweud o'r cyfnodau arall, gyda'r cyfligol o'r syniad ymweld ymlaen sy'n gweld, a'r ddweud o'r ddweud o'r ddweud o'r ddweud o'r ddweud o'r ddweud o'r Ospo, a'r ddweud o'r ddweud o'r ddweud o'r ddweud, Ond oeddwn ni'n gweld i'w ddweud, rydyn ni'n gydag i'w ddweud, felly rydyn ni'n gweithio. Rydyn ni'n Chris Howard, y Llywodraeth Fynghor ym Mhreifredig Ym Ysgol, ac rydyn ni'n gweithio ar y dyfodol yma. Rydyn ni'n gweithio i'r Twitter ac LinkedIn. Rydyn ni'n gweithio i'r LinkedIn. Ond rydyn ni'n gweithio i'r ysgol ar y bwysig, Great. Yep, so. So, you've seen how we're really putting data at the center of our operations. And we've heard a lot of talks this week around various platforms and metrics and open source solutions. We want to be transparent here. We built our own solution, we're an engineering company, this is our own internal tool, it's got a really awful name which we're not going to repeat, but we're looking, we are ultimately going to productise this and probably push it out to the market that, and that's putting our hands in the air and saying this was probably something we're excited about and we'll do. So, the next few slides we're actually going to show you three scenarios of how we're using this system internally to really tell these stories. We wanted to think back to that diagram of the three kind of flows around collecting and preparing, so why do we need the data, analysing it, how are we presenting that data to business leaders, really important, everything's got to be super clear and digestible, no kind of OSPO specific terms, and then thirdly, how can we then apply what we're learning from that data to then help us shape both our operations, so increase revenue, reduce costs or strategy, so achieving our ROKRs. First thing first, this is going to be a bit of a two person show now, and especially it's going to tell us about what we're seeing on the data, and then I'm going to talk about the exciting kind of business value. Yeah, this is the real example of the project maintained by E-Pump, so on the first graph we can see the velocity, so how many contributions our team does per month, we can predict here the next months we can see also the average, can see the gaps in the data, and for example if we want to look specifically in a specific months to see what's the difference there, why do we see a drop for example in August comparing to July, we can go deeper to the project activity graph showing us the actually the pulse of the project, so for example from the 20th of August we see the decrease in the number of contributions, and here where we actually can start our gap analysis to identify the reasons behind our ROKRs analysis really. Definitely what we're trying to say here is if we swap push events for story points and we think about all of these enterprise project management tools that we've all got in our organisation, so we've got GERA, we've got the Microsoft project, we've got all of these beautiful systems we're using, and we're asking our project managers, our delivery managers every day to provide status updates, rag updates, et cetera, but we're just not doing that for open source, so how are we reporting on our open source activity, how are we reporting that similar question we're asking all of our business leaders, how to qualify what they're delivering, the value, why are we not doing that for open source, so this is one view is exactly how we're delivering that quality, we're giving our project maintainers, our product owners, et cetera, who are in the open source space exactly the same tools because we want to be part of that conversation, we want to be delivering against OKRs so that when that quarterly business review comes along and we say to people, okay give me your project statuses, the open source team aren't there in the corner going oh well I don't really have the mechanism to present that to you, well now you do, we're expecting exactly the same thing from you, but similarly we're also going to come down hard if we're not seeing kind of the right level of velocity or we're not seeing the right kind of governance in place et cetera, and what this also does is it provides early indications around issues such as dropping cadence, now yes there's some conflicting ideas around there around community led kind of initiatives et cetera, but we're operating some of our open source projects as real kind of enterprise level programs and we want to be seeing kind of a real sustained development, so if we're starting to see drops in velocity and we're starting to see really interestingly that no one contributes on Wednesdays for example very, very peculiar then why, what are we identifying, what's the reasons behind this, so this is the kind of tool that's enabling our maintainers, our product owners to be able to pick up this kind of conversation that our delivery manager is having and we'd love to in the future start to integrate this into our other project management platform so it always comes into one, but at the moment this is the kind of visual, so to go back to that idea of delivering business value this is enabling us to kind of deliver quality products and solutions on time and on budget which is after all for an enterprise one of the most important things. Second example, yes contribution data also provides visibility of new languages being used within the organisation or in our case by open source enthusiasts at IPAM and on the pie chart we see here that this small piece of data showing that for example 0.1% of contributions made to a specific language so we can identify this, this is like a lighthouse for us right, but then we can go deeper and see what repos people contribute to and actually who are these people who are these individuals we can even compare their activity to each other this way we can identify early adopters of the language in this case we use for example rabbi but this can be really any language once we identify these adopters we compare them somehow we can actually this people can fit in particular area for every project not necessary open source one or they can even start building community within the organisation which is which they actually do. This is one I get really excited about obviously you can tell I get excited about a lot of things but um this one is really excited because how many of you I'm sure are familiar with the idea of your pre-sales teams your account are just coming to you and saying we've got a client inquiry and they want to know what competency we've got around X language or X technology this is live so we can log on to our system right now and we can see that these two people are contributing to this brand new dependency library language that's just come out we can immediately go to them and say look we've just had a query coming from a client we can react immediately to industry and we can say look we've got some response we've got these people working on this project etc otherwise what's the alternative well we're relying upon people to update their internal skills profile or we'll look at their LinkedIn etc in a 60 000 head count organisation can we really have can we really count on that reaction around people saying oh I've just contributed to this new language etc or I must go and update my internal profile etc yes they probably will but it's not that kind of immediate kind of responsive quick time and if we think back to that slide at the beginning one of the key values for kind of business leaders is around responsiveness that ability to flex to what the industry is looking that ability to demonstrate the latest capabilities and kind of technology adoption so for us this is really really important this idea that we can go right down as I said on slide one to the individual to Michael and Paul here and say look we've got this RFP that's come in this request for a quote or context around the specific language we can see you're working in this space can you jump on a call it and tell us everything you know and then the exciting thing as Anastasia says is that people then get really excited about it that we're recognising them then they say well how can you help us build a community and it's that whole cyclical thing it's that idea of like bringing people in we're showing we're excited and engaged with what you're doing they're excited that we're engaged and then we help them to nurture this and then thinking about that okay are around building a a rust centre of excellence well we've started the ball rolling now so we are we are moving that kind of thing forward we're getting excited about it we're showing our employees that we count and we value them and this is something that I'm in this system gosh every day the amount of requests that come in I'm always checking who who who isn't isn't and really important to say these repos I don't know they're real are they are they are real so do check them out here but Michael and Paul are not real and unfortunately and then our third scenario our third or final scenario yeah this is about the people who actually joined our community from the beginning of this year and who left it so come gun and in the like in the middle you can see the net change that allows us to like see see the exact picture visualise it and see how many actually people joined us and left the company we see for example the drop in starting from February and continuing in March and it reflects actually the the whole situation happens with our offices closures in Eastern Europe so which also reflects on the data but starting from June we see the increasing number of contributors joining the team and this is the right time when we started our education program for the developers and starting from started promoting our open source office for newcomers so this is actually how we qualify our value and what we are doing it at EPUM. So this is these numbers are quite small in a 60 60 000 people company so this is just specifically hires of open source engaged individuals that we know via a github ID so it's still quite niche we could expand it but we thought that might be a bit too a bit too transparent for for something that's been recorded so absolutely what's exciting here is it's just to dwell on what Anastasia's saying is that this this ever so slight peak here is what we're saying is that we can we know that this isn't fact we know there's other influences but what we're saying here is that this is a measure of our value we're able to say that things like our education program things like our rewards and recognition initiatives etc are retaining open source engaged engineers and that's the most important we're speaking at Finos a few months ago around talent acquisition and retention and one of the most important is around providing training and job security enrichment opportunities and what we're demonstrating here what we're seeing is despite all of those challenges around the invasion and the loss of employees etc we are we're confident that the initiatives that we're putting in place and the things that we're doing to retain employees particularly open source engaged as of course enterprise adoption of open source is growing we also want to be an organization that's retaining those people we don't want to be losing our talent to other organizations who are there for a few steps ahead of us so this metric is a really exciting one for me and i know that you know i'm logged logged in every month to look at this one and share this with the leadership because this is exactly the leadership language we're talking about this doesn't necessarily get as excited in the room as i suppose maybe it does does for me but it absolutely makes sense to our people functions it absolutely makes sense to our HR teams so when i'm going back to our leaders and saying we need some more money to get some more marketing out to to the github communities around ePam and why you want to come and work here this is a story i'm telling we want open source engaged engineers to put us at the front foot forward in terms of open source enterprise and helping our clients and this is the metric that's telling us and supporting us on that journey so what does this all mean uh ROI uh very exciting you can probably tell i used to be a consultant um so everything we touched on is really about delivering value and presenting it and there's two examples here very stretched out um but yeah we we're still not quite sure how we build a framework around this but if you like this whole conversation we're talking about today it's around demonstrating kind of ROI on open source so something that we have recently been under pressure to demonstrate that we had a growing team and we've really expanded our footprint within ePam but the best way i think to explain this and i've written it down to to get it accurate is that this whole conversation is about seeing visible results from the operational strategic decisions made as a result of open source community measurement so everything we spoke about the idea of a single individual a single contributor measuring that applying it to business centric thinking that can influence strategic decisions and achieve okrs then enables us to deliver business value so this whole conversation yes it's one single contributor one single individual writing one line of code or documentation or translating an issue etc ultimately can help achieve some of those real high level okrs that i think i suppose we should be waving the flag at and we got two walkthrough examples so the first one is around this whole idea of recruiting talent still very high level i appreciate there's lots of other influences but one is around let's hire in the very best open source engage talent so however we do that let's do it once we do that let's listen to them so we brought them in what's the problem what are we doing wrong how can we change our policy how can we enhance our process open source engaged engineers know what they want so let's do it and change it once we've done that then we can build better products we can start to deliver better quality we can start to enable more faster progress and once we've done that we can celebrate it and then we can repeat it so we go back to that kind of three three tid and repeat bring in more talent grow etc etc the next one bit more abstract but i love this one and we're definitely going to do it and we're really excited about the green software foundation if any of you are familiar with that organisation let's build a culture of open source consumption and contribution so leveraging people like the to-do group once we've done that let's educate people internally on on open source so strive for the idea of reusing of code over bespoke which is very difficult for an organisation like epam that's where we make our money building kind of bespoke solutions for our clients but let's educate people on the benefits the esg the environmental social benefits of open source once we do that let's try and reduce our impact so let's let's try and measure one line of code and it's carbon footprint for example and and let's say that we used x lines of open source code last year so this equates to and no x carbon whatever it happens to be and green software foundation are trying to build a model around that and then once we've done that let's celebrate that and influence our strategy change our operations and repeat the process and all of this is about building business value so a lot of us are sitting here thinking yeah but Chris this is this is kind of a few steps away from what we're doing on a day today or or this is a bit outside of my remit it might be at the moment but this whole conversation is about actually making it part of our remit so we're saying we want to be part of this conversation we want to be delivering this value we want to be in that kind of that board meeting when we're talking about these okay ours so please bring us to the table and this is how we're going to start to to demonstrate and deliver that value so that brings us to the end at 30 minutes before we jump into questions I want to say thank you all for listening but I also just want to embarrass Anastasia and say this is her first conference that she's ever spoke at so congratulations to Anastasia for getting through this yeah it's a really good question so we I'm not going to say we practice in a source and I think Claire for example from the source comments will probably agree with me and I don't think we can say that we do practice in a source we do practice code collaboration and sharing of code and centralised repositories etc but I wouldn't say that we're mature and I'm going out on a whim here mature enough to say that we've practiced that but of course in a massive engineering company there are there is benefits of sharing code and reuse and all of this so we definitely have ways of working that would align with some of those kind of inner source principles and we certainly through things like our NJEC's consultancy offering that we provide to our clients around great engineering practice DevOps etc educate our clients on what that looks like but we haven't yet wrapped that up as a kind of in a source label and I think we're close to it but but we're not calling it in a source no yeah but this is not this is not a this is not a business development opportunity so yeah chat chat to me afterwards about that one sure go ahead UK and Serbia but we knew this question was going to come up 100% and and you might not like the answer so two years ago we had the exact thing because our system allows every single colleague in EPAM to log on to that system and look at open source contribution so you can drill down you can say Chris Howard contributed 300 push events to these repositories on these specific times a bit like your github dashboard but of course it's identified exactly who it is and I can look at your profile and our German colleagues were going crazy like crazy so we went back to the lawyers we went back to our HR team we checked our contract and by working at EPAM you've signed a contract to say that basically we have access to that data so so we do our struggle now is if we turn this into an enterprise product and we start offering this to the market the key thing for us and I'm going to I'm going to reference this because we haven't heard this at all this week actually is that unlike some of the other metrics tools that we've demonstrated this week and we love those and we deterge your for example doing fantastic stuff chaos doing amazing stuff our key differentiators that we integrate with a HR platform so we're going to look to integrate with things like SAP work day our own HR platform and the onus then is on the employer to gather all of those IDs for github for bit bucket for et cetera so the onus is on the employer we're just providing the visualization the business value the the messaging around that so what how we feel we're escaping that is we're not we're not scraping from all of these websites and then aggregating it and saying oh here's here's Chris's profile Chris has actually shared his data with his employer all of his IDs and then we're mapping them across and saying oh well now we can do a one-to-one pairing you're going to answer the next question so the question was around are we doing kind of an end-to-end mapping of a talent acquisition so from the very first contact all the way through to now they've joined the company why did they join et cetera et cetera we do provide our talent acquisition team with like a one pager on why open source is important but what we're really excited about and we haven't yet explored it is this idea that I used it in the talk this kind of hiring for influence so like picking some really exciting maintenance in projects and bringing them into EPAM but maybe six months before we start to do that kind of get into their profile a little bit so the HR team put a little tag on to say oh we reached out to Mateus and we we spoke about this et cetera there's a little flag there and then we see what that journey looks like and then what happens is when they join the company we can then and that this is where this data point comes really contested actually is is then we can say did his contributions increase or did they decrease or him joining EPAM did that then limit his open source engagement or did it really rocket it forwards et cetera so of course that data wasn't ours pre-employment but it is in the public domain so how can we how can we answer your question how can we start to do that kind of whole long tail journey and even when they leave the company what happens let's say they go and join Red Hat for example and Red Hat's got all this a fantastic kind of collateral and ways of working in open source do they then get even better at their open source contribution okay what can EPAM be doing to learn and leverage that and retain our employees so I think we'd love to be able to build a model but there really is some data concerns around that one absolutely okay yeah I'll answer this question so for this presentation we used push event just like you know activity unit that we can actually present and since we talk with business people the most sense for them mean is actually make for them is the lines of code right push events as an entity because once you completed your let's say task you you pushed it this why we used push events but as for the rest like social engagement some social not for good network communication documentation and so on so forth yes it's also in our you know backlog for the implementation for EPAM especially but we just don't do it yet do you want to add something yeah yeah of course but you can always pick the you know activity unit that you are mostly interested in we just made the analysis and decided that this will make sense for EPAM because it does of course some of the contributors try to hack the system and you know just make one commit push it but we for example for our recognition campaign yes we we have say find this people who do this who violate the system and just not reward them that's it yeah even our own employees are trying to get a bit more money out of us yeah it does work and they and they actually the open source index the the public version which measures commercial organizations the same the same model works i'm not telling you all if you're going to have now and start doing kind of single commits give it after your ranking will climb it will but yeah it's based on we're not trying to cleanse the data we're trying to show a real kind of honest account of what activity looks like okay we've got I think we've got three minutes so one more question if there is one oh go ahead the real cost in terms of financial cost yeah yeah absolutely and and and we don't we're not we're not able to say okay well the Ospo cost a million pounds a year for example we're gonna we're gonna break even we can't we can't do that we we don't have a mechanism to do that explicit one-to-one so instead that's why we found ourselves in this situation of having to do that kind of long tail business value around one line of code can provide x strategic value towards achieving this okay are but that was never at the and hopefully it's brand new to some of you here that was never at the forefront of our leaders thinking so it was always around financial ROI it was around the bottom line of course that's a commercial organisation but actually for us what we're saying is a bit like some of your other non-revenue functions so perhaps your people team your legal compliance etc Ospo's can also be part of that in achieving these okay ars that yes in your annual report and your stakeholder reports etc contribute to that financial kind of prospect but they don't have a direct dollar for dollar mapping around you spent a million pounds here we've given you a million pounds back with we don't believe we're going to be in a situation and I find a point on that I think what we will be in a situation to do because I got one minute is I think we will be able to very soon get to a point and this is aspirational being able to say that one line of open source code equates to x in terms of different factors so it could be that carbon model it could be a carbon offset it could be a few cents of revenue it could be I don't know people hours or something and it would be great to come up with a model or a framework of what open source at EPAN means in terms of a line of code and how that applies to other kind of facets of our operating model but that's kind of for the future and once I get some more glossy slides to talk through that but it's been great to speak to you all today thanks so much and please do reach out to us on socials or come and find us before we'll fly back to our various destinations this afternoon thank you everyone