Category Archives: Project Management

Don’t make new tools fit the same hole as the old tools

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I forgot what prompted me to have this thought three and a half years ago, but it seems fitting for the moment.

One of the worst things you can do when replacing a tool is to try to make it work just like the old one. If the old and new tools were meant to be exactly the same, they wouldn’t be different tools.

Change is hard but necessary. You know what else is hard? Trying to contort your old workflow to work with the new tool. Replacing the tool is an opportunity to improve your processes. If nothing else, it prevents you from fighting the tool.

This holds true even if you’re writing the tool yourself. If you’re doing the work to write a new tool (or rewrite an old one), take the opportunity to re-think how you work. What assumptions have you carried forward that are no longer valid? What new ways of working have you learned since you first adopted the old tool?

I’m seeing this play out on Mastodon as people used to Twitter try to adjust. They expect certain things based on their use of Twitter. And while Mastodon has a lot in common with Twitter, they’re not the same. Some things may change as Mastodon grows. And some of the Mastodon experience probably should be more like Twitter, even if it isn’t. But if you make the switch, think about why you think it should work the way you want.

Balancing advancement and legacy

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Later today, I’ll submit a contentious Change proposal to the Fedora Engineering Steering Committee. Several contributors proposed deprecating support for legacy BIOS starting in Fedora Linux 37. The feedback on the mailing list thread and in social media is…let’s call it “mixed”.

The bulk of the objections distill down to: I have old hardware and it should still work. Indeed, when proprietary operating systems vendors (both in the PC and mobile spaces) embrace varying forms of planned obsolescence, open source operating systems can allow users to continue using the hardware they own. Why shouldn’t it continue to be supported?

Nothing comes for free. Maintaining legacy support requires work. Bugs need fixes. Existing code can hamper the addition of new features. Even in a community-driven project, time is not unlimited. It’s hard to ask people to keep supporting software that they’re no longer interested in.

I think some distros should strive to provide indefinite support for older hardware. I don’t think all distros need to. In particular, Fedora does not need to. That’s not what Fedora is. “First” is one of our Four Foundations for a reason. Other distros focus on long-term support and less on integrating the latest from upstreams. That’s good. We want different distros to focus on different benefits.

That’s not to say that we should abandon old hardware willy-nilly. It’s a balance between legacy support and advancing innovation. The balance isn’t always easy to find, but it’s there somewhere. There are always tradeoffs.

I don’t have a strong opinion on this specific case because I don’t know enough about it. We have to make this decision at some point. Is that now? Maybe, or maybe not.

Sidebar: it’s hard to know

One of the benefits of (most) open source operating systems also makes these kinds of decisions harder. We don’t collect detailed data about installations. This is a boon for user privacy, but it means we’re generally left guessing about the hardware that runs Fedora Linux. Some educated guesses can be made from the architecture of bug reports or from opt-in hardware surveys. But they’re not necessarily representative. So we’re largely left with hunches and anecdata.

My 2021 Todoist year in review

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I use Todoist to manage my to-do lists. I was surprised to receive a “2021 year in review” email from the service the other day, so I thought I’d share some thoughts on it. I’m not what I’d call a productivity whiz, or even a particularly productive person. But the data provide some interesting insights.

2021 status

First, I apparently completed 2900 tasks in 2021. That’s an interestingly-round number. The completed the most tasks in November, which was a little surprising. I don’t feel like November was a particularly busy month for me. However, I’m not surprised that May had my lowest number. I was pretty burnt out, had just handed off a major project at work, and took over e-learning for my kids. May was unpleasant.

MonthTasks
January201
Feburary205
March254
April261
May196
June260
July201
August227
September251
October280
November296
December268

Looking at the days of the week, Thursday had the most completed tasks. Saturday had the fewest (yay! I’m doing an okayish job of weekending.)

Zooming in to the time of day, the 10 AM–12 PM window was my most productive. That makes sense, since it’s after I’ve had a chance to sort through email and have my early meetings. I definitely tend to feel most productive during that time. Perhaps I should start blocking that out for focus work. Similarly, I was most likely to postpone tasks at 3pm. This is generally the time that I either recognize that I’m not going to get something done that day or that I decide I just don’t want to do that thing.

Making sense of it all

Todoist says I’m in the top 2% of users in 2021. Perhaps that argues against my “I’m not particularly productive” assertion. It’s more likely that I just outsource my task management more than the average person. I put a lot of trivial tasks in so that I can get that sweet dopamine hit, but also that I just don’t have to think about them.

I don’t remember if Todoist did a year in review last year, but if they did I spent no time thinking about it. But based on what I’ve learned about the past year, I’m going to guard my late-morning time a little more jealously. I’ll try to save the trivial tasks for the last hour of the work day. This may prove challenging for me. It’s basically a more boring version of the marshmallow test.

Using variables in Smartsheet task names

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I use Smartsheet to generate the Fedora Linux release schedules. I generally copy the previous release’s schedule forward and update target release date. But then I have to search for the release number (and the next release number, the previous release number, and the previous-previous release number) to update them. Find and replace is a thing, but I don’t want to do it blindly.

But last week, I figured out a trick to use variables in the task names. This way when I copy a new schedule, I just have to update the number once and all of the numbers are updated automatically.

First you have to create a field in the Sheet Summary view. I called it “Release” and set it to be of the Text/Number type. I put the release number in there.

Then in the task name, I can use that field. What tripped me up at first was that I was trying to do variable substitution like you might do in the Bash shell. But really, what you need to do is string concatenation. So I’d use

="Fedora Linux " + Release# + " release"

This results in “Fedora Linux 37 release” when release is set to 37. To get the next release, you do math on the variable:

="Fedora Linux " + (Release# + 1) + " release"

This results in “Fedora Linux 38 release” when release is set to 37. This might be obvious to people who use Smartsheet deeply, but for me, it was a fun discovery. It saves me literally minutes of work every three years.

What does it mean for a Linux distribution to be “fresh”?

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I recently had a discussion with Luboš Kocman of openSUSE about how distros can monitor their “freshness”. In other words: how close is a distro to upstream? From our perspectives, it’s helpful to know which packages are significantly behind their upstreams. These packages represent areas that might need attention, whether that be a gentle nudge to the maintainer or recruiting additional volunteers from the community.

The challenge is that freshness can mean different things. The Repology project monitors a large number of distributions and upstreams to report on the status. But simply comparing the upstream version number to the packaged version number ignores a lot of very important context.

Updating to the latest upstream version as soon as it comes out is the most obvious definition of “fresh”, but it’s not always the best. Rolling releases (and their users) probably want that. In Fedora, policy is to not do “major updates” within a release. Many other release-oriented distributions have a similar policy, with varying degrees of “major”. Enterprise distributions add another wrinkle: they’ll backport security fixes (and sometimes key features), so the difference in version number doesn’t necessarily tell you what’s missing.

Of course, the upstream’s version number doesn’t necessarily tell you much. Semantic versioning is great, but not everyone uses it. And not everyone that uses it uses it well. If a distribution has version 1.4 and upstream released 1.5, is that a lack of freshness or an intentional decision to avoid mid-release compatibility changes?

I don’t have a good answer. This is a hard problem to solve. Something like Repology may be the best we can do with reasonable effort. But I’d love to have a more accurate view of how fresh Fedora packages are within the bounds of policy.

How to document your job

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I was recently talking to a coworker who is in the middle of a large project to document her job. The goal is two-fold: to give teammates the ability to cover for her when she’s out of the office and to improve the onboarding experience for new team members. She has her manager’s support, but it’s a large project. She finds it difficult to make progress, in part because she doesn’t particularly like writing. As a result, the deadline keeps slipping further out.

I won’t claim to be the best documentarian, but I try to always leave my successor with better documentation than my predecessor left me. I’d like to think I’ve succeeded in that. In some cases, the bar was pretty low because there was no documentation at all. At any rate, this post is a collection of things I’ve learned over the years. This is an opinionated post and does not necessarily represent the One True Way to Document Your Job™.

Writing

  • Separate the why and the how. You have two separate audiences: someone filling in for a day or two and someone taking over the role. The information they need is very different. A person covering short-term probably doesn’t need or want to know the whole history of a process. They just want to know the steps they need to take. On the other hand, your replacement will benefit from a greater level of explanation. They’ll want to know why the steps are they way they are. In particular, knowing what didn’t work well in the past is a good reference to help them avoid re-learning that lesson later.
  • Start at a high level. If you cover the broad stuff first, that gives your reader something to work with, even if they need to ask you or someone else to help fill in the details. On the other hand, a detailed list for process A does nothing to help with process B. Starting at a high level also allows you to…
  • Write small chunks. You don’t need to write everything in a day. Starting with higher level concepts allows you to break the role into a few key areas. From there, you can break it down further and further.
  • Limit the work in progress. Similarly, you don’t need to write everything at the same time. if you work one one or two concepts at a time, you can get those sufficiently done and move on to the next. Yes, it’s a bummer if the one of the incomplete concepts is what your coworker needs to cover a sick day, but some fully-complete documentation is generally better than a lot of woefully incomplete documentation.
  • Avoid duplication. The more places the same information is recorded, the more likely it will become out of date. If documentation for something already exists, link to the authoritative source. You can provide some basic context around the link, but minimize the amount of copy/paste you do.
  • Write as you learn. If you’re just getting started, try to write as much as you can as you learn it. That way, you don’t end up assuming knowledge that your reader won’t have. If you’re learning from someone else, this also gives you the opportunity to let them verify it.

Verifying

The first time you write documentation, it will almost always be incomplete. You’ll want to get feedback to help improve it. This turns out to be another benefit of small chunks with limited work in progress. It’s almost like Agile was on to something here!

  • Trade places with a coworker. If you can (this requires management support for sure), swapping jobs with a coworker for a few hours gives you the opportunity to see how the documentation performs in real life. Doing it while you’re still around means that the documentation has been tested before you have a sick day or vacation. If there are problems, you can answer them without being inconvenienced.
  • Get feedback quicky. Even if you don’t swap roles, at least let someone look at it as soon as you’re done writing. This way everything is fresh in your mind as the questions come up.

The mechanics

You may have noticed that I cleverly avoided discussing the technical aspects. Do you write a wiki page? A word processor document? A standalone note taking app (like CherryTree)? Rendered HTML on a docs site? I leave this as an exercise for the reader. They all have benefits and drawbacks, so whatever works best for your team is the right answer. If people can’t find or update the documentation, then why did you bother writing it?

A survey of the kanban tools I use

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In a previous post about distinguishing between tasks and projects, I made a brief mention of the different kanban tools I use with a promise to go into further depth. Here is the depth. This post is more about the tools I use and the context in which I use them as opposed to the specific design of the boards themselves.

Trello

Trello is the gold standard when it comes to kanban. It’s free to use (although I’ve paid for a business subscription in the past), has a useful mobile app, and focuses on being good at being a kanban board. Trello was the first kanban board I used and it became my default. I use it to track article ideas for this blog, plan meals, and track online orders.

I wouldn’t mind switching to another tool, just to have one less place to track work, but there are a few things that keep me around. The mobile app is the biggest. Trello’s mobile app works really well. It doesn’t have the full feature set of the web app, but it’s enough to be productive. I’m also a big fan of the calendar view. This helps me plan time-based work like blog posts and dinners. Combined with labels, the calendar view makes it really easy to see if I’m being too repetitive. I also like that Trello makes a visual distinction between complete and incomplete when displaying dates. Relatedly, the package tracking plugin is really nice, too. Plug in a tracking number and the estimated delivery date displays on the card as if it were a due date. The last feature that I love is the automation. I only use it on my writing board, but it comes in handy. I have a rule that when I set a due date on a card, it gets moved from “Ideas” to “Planned”. There’s another one that will mark a card as done when I move it to the “Scheduled” column.

Trello also has a good blog if you’re into that sort of thing.

Todoist

I switched to Todoist when I couldn’t put off migrating away from Wunderlist any longer. As the name implies, it’s primarily a todo list manager (and a darn good one at that), but it recently added support for kanban boards. To try it out, I converted my “laundry” category to a board. It works okay for that purpose.

The mobile app is great for the todo side, but the boards are a little buggy (although the same is true for the web app). Cards don’t always want to move to the column you’re trying to drag them to. But my biggest gripe is that there’s currently no way to cleanly handle recurring tasks. For example, my laundry board is broken out by load (e.g. whites, pants, towels), with tasks scheduled to recur every two weeks. When I mark a task done, I’d like the new incarnation to start in the “dirty” column. Ideally, moving a task to the “folded” column would automatically mark it done.

I’ve found myself using the board feature less and less with my laundry. The issues above combined with the fact that the state is readily apparent means it doesn’t have a lot of value. I like Todoist overall, so I wish I had more reason to use the board feature.

Taiga

I actually use two different Taiga instances: Fedora’s and the public instance. In the Fedora instance, I have a board where I track all of my work as Fedora Program Manager, as well as using it collaboratively with other teams. On the public instance, I’m currently only using it to track progress on my book.

Taiga is designed to be a full-featured project management tool, which gives it a leg up in some ways. User stories on the kanban board can have child tasks with their own state, which is helpful when i need to decompose work. It also has a module for epics, which is useful for aggregating larger work. As an example, I have a card for each chapter on my book board. When my editor gives me things to fix, I add those as tasks. Each of the milestones that the publisher has in their process is an epic.

There are two missing features that keep from moving to Taiga as my main kanban tool. The first is the lack of a calendar view. This would be particularly for the Fedora Magazine editorial board. The second is a sub-optimal (read: basically unusable) mobile experience. I don’t manipulate my boards on my phone a ton, but I do enough that it would be hellish. There are some third-party apps, but they can’t connect via Fedora’s authentication system, so they don’t help me.

I’d also like the ability to mark specific user stories as private, although I concede that doesn’t make a ton of sense in the context of what it’s intended for.

GitHub, GitLab, and Pagure

I combined these three because they’re basically the same to me: nice additions to issue tracking tools. I wouldn’t use either of them primarily as a kanban tool, but it comes in handy as a layer on the primary purpose. GitHub allows you to add both issues and non-issue cards to a board, which has resulted in a very confused me on several occasions. Pagure does not appear to have this problem. I’ve used GitLab’s board feature a little bit, but I don’t feel I’m familiar enough to comment on it.

Setting boundaries when working in communities

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Kat Cosgrove recently had a tweet that hit home:

I haven’t taken any meaningful time off of work in the last 14 months because it feels kinda pointless. I’m just going to be sitting at home thinking about work so I might as well be doing work. Invariably, what I fear is happening while I’m not at work is much worse than what is actually happening. Yay, anxiety!

But also, there’s some guilt when you’re paid to work in a community where a lot of people are volunteering. I don’t feel like I can say “hey, it’s after my work hours” because many in my community only participate outside of their work hours. Add to that the global nature of open source communities and that means that there’s always something to devote my time to.

I think it would be easier to come in as an outsider who is just doing the job for a paycheck. But working in a community where you previously volunteered makes the urge to be around all the time so much stronger. It can be really hard to set boundaries because it feels like you’re devaluing the donated time of others.

It’s a blessing and a curse. I happen to think I’m pretty good at my job (and the fact that I’m anything other than a failure should tell you something) and I know that’s because it’s more than a paycheck to me. But that’s also what makes it so hard to draw boundaries.

My manager (who is very good at reminding me to take care of myself) recently compared it to working for a startup. Everyone pitches in wherever they can, even when it’s not on the job description. That’s incredibly true in open source projects, except there’s no exit. It’s not like you’re working hard now so you’ll get a stupid-large pile of cash when a big company acquires you or you have an IPO. If the project is successful it…keeps being a startup forever.

For now, I’m holding up pretty well. I’m balancing working too much with non-work interests (even if a lot of them look like work to the outside observer). But I wonder how long that can hold. And I wonder how others in a similar position make it work over the long term.

Balancing incoming tasks in volunteer projects

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Open source (and other volunteer-driven) communities are often made up of a “team of equals.” Each member of the group is equally empowered to act on incoming tasks. But balancing the load is not easy. One of two things happens: everyone is busy with other work and assumes someone else will handle it, or a small number of people immediately jump on every task that comes in. Both of these present challenges for the long-term health of the team.

Bystander effect

The first situation is known as the “bystander effect.” Because every member of the team bears an equal responsibility, each member of the team assumes that someone else will take an incoming task. The sociological research is apparently mixed, but I’ve observed this enough to know that it’s at least possible in some teams. You’ve likely heard the saying “if everyone is responsible then no one is.”

The Bystander effect has two outcomes. The first is that the team drops the task. No one acts on it. If the task happens to be an introduction from a new member or the submission of content, this demoralizes the newcomer. If the team drops enough tasks, the new tasks stop coming.

The other possibility is that someone eventually notices that no one else is taking the task, so they take it. In my experience, it’s generally the same person who does this every time. Eventually, they begin to resent the other members of the team. They may burn out and leave.

Oxygen theft

Sometimes one or two team members jump on new tasks before anyone else does. Like the delayed version in the bystander effect scenario, this can lead to burn out. But worse, it can drive away team members who want to take tasks. If they’re constantly missing work because they weren’t able to immediately jump on it, they’ll go find other places to contribute. I call this “oxygen theft” because it’s like sucking all of the oxygen out of the room: it puts out the flames.

I have been an oxygen thief myself. Shortly after I started as the Fedora Program Manager, I became an editor on the Fedora Community Blog. I was publishing regular posts and I happen to be a decent editor, so it made sense to give me that privilege. But because Fedora was my day job, I was often the first to notice new submissions. Over time, I eventually became the only editor working on posts. By accident, the editorial team became a team of one. That’s on my list to fix in the near future.

Solving the problem

Letting either the bystander effect or oxygen theft cases go for too long harms the team. But with volunteers, it’s hard to balance the work. Team members may not have consistent availability. For example, if one of the team members dayjob schedule varies from week. They probably don’t have evenly distributed availability, either. Someone who is paid to be on a project will likely have a lot more time available than someone volunteering.

One way to solve the problem is to take turns being in charge of the incoming tasks for a period of time. This addresses “if everyone is responsible then no one is” by making a single person responsible. But by making it a rotating duty, you can spread the load.

After learning my lesson with the Fedora Community Blog, I was hesitant to be too aggressive with taking tasks as an editor of the Fedora Magazine. But the Magazine team was definitely suffering from the bystander effect.

To fix this, I proposed having an Editor of the Week. Each week, one person volunteers to be responsible for making sure new article pitches got timely responses and the comments were moderated. Any of the editors are free to help with those tasks, but the Editor of the Week is the one accountable for them.

It’s not a perfect system. The Editor of the Week role is taken on a volunteer basis, so some editors serve more frequently than others. Still, it seems to work well for us overall. Pitches get feedback more quickly than in the past, and we’re not putting all of the work on one person’s plate.

[If you are intrigued by this half-baked post, you’ll enjoy my book on program management for open source projects, coming from The Pragmatic Bookshelf in 2022.]

Distinguishing between tasks and projects

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I was talking to a colleague recently about leading a volunteer group at work. One of the issues she mentioned was that the group sometimes has a hard time separating tasks and projects. If you look around, you’ll find plenty of blog posts (mostly from software companies trying to sell you their tool). Many of them share a similar adherence to the Project Management Institute’s definition of a project. While that can be useful, it’s more formal than necessary.

In my mind, the distinguishing factor is the number of states.Tasks have two states: “not done” and “done”.Projects have multiple states.

For example, I treat doing the dishes as a task. There’s not really an in-between state. Okay, there could be. Scrubbing, rinsing, and drying could all be distinct states. In practice, a dish moves between the three so quickly that it’s of no benefit to track the state. Doing the dishes is a single act in terms of my time. I’m not going to start and then pause midway through (barring my kids doing something that requires immediate attention).

Laundry, on the other hand, I treat as a project. It has distinct states of sorting, washing, drying, and folding. Unlike the dishes example, they don’t happen all at once. I’ll load the washer and then I have to wait until I can put the clothes in the dryer.

To use work examples, writing an email is a task. Yes, there’s a state of “writing” and I may not compose it all at once, but it’s essentially a single thing. Writing a release announcement is a project. First I write it, then it gets reviewed, then it gets scheduled.

This brings up another point about the states. Tasks change state in one direction, but projects can move between states. Once they’re done, they’re done. After I send an email, it’s done. New tasks may come as a follow-up, but those are new tasks. The release announcement may go back and forth between “writing” and “review” several times before it’s done.

The astute reader will notice that the states sound a lot like tasks. You can look at the laundry project as a collection of four tasks: sort the laundry, load the washing machine, load the dryer, fold the laundry. That’s a valid approach. For me, it makes more sense to think about it in states instead of a collection of steps.

Part of this is probably due to the tools I use. For tasks, I use a todo list application (Todoist, specifically) to track and plan. For projects, I use a Kanban board (Trello, generally, but Taiga for a few things. And Todoist’s new board feature for my laundry. More on all of this in a future post). For particularly complex projects, I’ll add sub-projects or tasks to track them more granularly.

Sidebar: why PMI’s definition is too formal

The Project Management Institute defines a project as “It’s a temporary endeavor undertaken to create a unique product, service or result.” While this is not unreasonable in the context of my conversation, the page goes on to add a lot of extra baggage. In common usage, a project is something that takes multiple steps to accomplish. The structure, process, and documentation of a Project™ are entirely unnecessary for how most people use the word.