On 22/08/14 08:33, Thierry Carrez wrote:
We all know being a project PTL is an extremely busy job. That's because
in our structure the PTL is responsible for almost everything in a project:
- Release management contact
- Work prioritization
- Keeping bugs under control
- Communicate about work being planned or done
- Make sure the gate is not broken
- Team logistics (run meetings, organize sprints)
They end up being completely drowned in those day-to-day operational
duties, miss the big picture, can't help in development that much
anymore, get burnt out. Since you're either "the PTL" or "not the PTL",
you're very alone and succession planning is not working that great either.
Succession planning works as well as you want it to IMO. In Kilo, Heat
will have its 5th PTL in 5 release cycles, and all of those successions
except the first were planned. We have multiple potential candidates for
the next election whom I think would be more than capable of doing a
great job; the harder thing is finding people who are able to commit the
There have been a number of experiments to solve that problem. John
Garbutt has done an incredible job at helping successive Nova PTLs
handling the release management aspect. Tracy Jones took over Nova bug
management. Doug Hellmann successfully introduced the concept of Oslo
liaisons to get clear point of contacts for Oslo library adoption in
projects. It may be time to generalize that solution.
My goal as the Heat PTL has been to try to identify all of the places
where the PTL can be a single point of failure and work toward
eliminating them, as a first step toward eliminating PTLs altogether.
BTW the big two remaining are scheduling sessions for the design summit
and approving/targeting blueprints in Launchpad - the specs repos helped
somewhat with the latter, but it won't be completely fixed until
Launchpad goes away.
The issue is one of responsibility: the PTL is ultimately responsible
for everything in a project. If we can more formally delegate that
responsibility, we can avoid getting up to the PTL for everything, we
can rely on a team of people rather than just one person.
First off, the PTL is not responsible for everything in a project.
*Everyone* is responsible for everything in a project.
The PTL is *accountable* for everything in a project. PTLs are the
mechanism the TC uses to ensure that programs remain accountable to the
Enter the Czar system: each project should have a number of liaisons /
official contacts / delegates that are fully responsible to cover one
aspect of the project. We need to have Bugs czars, which are responsible
for getting bugs under control. We need to have Oslo czars, which serve
as liaisons for the Oslo program but also as active project-local oslo
advocates. We need Security czars, which the VMT can go to to progress
quickly on plugging vulnerabilities. We need release management czars,
to handle the communication and process with that painful OpenStack
release manager. We need Gate czars to serve as first-line-of-contact
getting gate issues fixed... You get the idea.
Rather than putting it all on one person, we should enumerate the ways
in which we want projects to be accountable to the wider community, and
allow the projects themselves to determine who is accountable for each
particular function. Furthermore, we should allow them to do so on their
own cadence, rather than only at 6-month intervals.
Some people can be czars of multiple areas. PTLs can retain some czar
activity if they wish. Czars can collaborate with their equivalents in
other projects to share best practices. We just need a clear list of
areas/duties and make sure each project has a name assigned to each.
Exactly, maybe we'd have a wiki page or something listing the contact
person for each area in each project.
Now, why czars ? Why not rely on informal activity ? Well, for that
system to work we'll need a lot of people to step up and sign up for
more responsibility. Making them "czars" makes sure that effort is
recognized and gives them something back. Also if we don't formally
designate people, we can't really delegate and the PTL will still be
directly held responsible. The Release management czar should be able to
sign off release SHAs without asking the PTL. The czars and the PTL
should collectively be the new "project drivers".
At that point, why not also get rid of the PTL ?
And replace him with a
team of czars ? If the czar system is successful, the PTL should be
freed from the day-to-day operational duties and will be able to focus
on the project health again.
I don't see that as something the wider OpenStack community needs to
dictate. We have a heavyweight election process for PTLs once every
cycle because that used to be the process for electing the TC. Now that
it no longer serves this dual purpose, PTL elections have outlived their
If projects want to have a designated tech lead, let them. If they want
to have the lead elected in a form of representative democracy, let
them. But there's no need to impose that process on every project. If
they want to rotate the tech lead every week instead of every 6 months,
why not let them? We'll soon see from experimentation which models work.
Let a thousand flowers bloom, &c.
We see all these articles in the trade press about how OpenStack needs a
single dictator, and we rightly call them out as the BS that they are.
Any yet we impose that model from above on the individual projects in
Think of the core teams as the "technical committees" of individual
projects. We trust the OpenStack TC (once elected) to spontaneously
self-organise and build consensus. Why do we believe that the core teams
are incapable of doing the same?
We still need someone to keep an eye on the
project-wide picture and coordinate the work of the czars.
someone to pick czars, in the event multiple candidates sign up.
I don't think this is anywhere _near_ as big a problem as you think.
Honestly, if there are people who can't find a way to share some work
even in a situation where alternating every week is a completely valid
option, we should probably send them back to kindergarten until they
figure it out.
(The bigger problem is actually when _no_ candidates sign up, but I
think we can rely on a sense of 'noblesse oblige' amongst core team
members to pressure them into it.)
still need someone to have the final say in case of deadlocked issues.
-1 we really don't.
People say we don't have that many deadlocks in OpenStack for which the
PTL ultimate power is needed, so we could get rid of them. I'd argue
that the main reason we don't have that many deadlocks in OpenStack is
precisely *because* we have a system to break them if they arise.
s/that many/any/ IME and I think that threatening to break a deadlock by
fiat is just as bad as actually doing it. And by 'bad' I mean
community-poisoningly, trust-destroyingly bad.
encourages everyone to find a lazy consensus. That part of the PTL job
works. Let's fix the part that doesn't work (scaling/burnout).
Let's allow projects to decide for themselves what works. Not every
project is the same.
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