InnerSourceCommons · gruetter · Sep 8, 2017 · Mar 10, 2017 · May 9, 2017 · Sep 8, 2017
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+## Title
+
+_Contracted Contributor_ 
+
+## Context
+
+A large corporation has started an InnerSource initiative. Major goals for the
+initiative are to increase the efficiency of distributed software develoment
+and to foster innovation by allowing every associate to voluntarily
+contribute to InnerSource projects, regardless of topic and business unit.
+
+Top level management is on board and supporting the InnerSource initiative. For
+them, the InnerSource initiative is just one of many initiatives to foster
+innovation and efficiency, though. They are funding InnerSource with money and
+capacity for community leaders and are largely giving autonomy as for how the
+budget is spent. They are also limiting the breadth and duration of the
+initiative and partake in periodic reviews until there is proof that it yields
+the expected results (see [Review Committee](review-commitee.md)).  Top level
+management has announced their support for InnerSource on various company
+internal meetings.
+
+However, top level management has not yet empowered or incentivised mid-level
+managers to allow or even motivate their employees to participate in
+cross-divisional InnerSource activities. In addition to that, the capacity of
+every associate is usually allocated to non InnerSource projects for 100 % of
+their working time. Cross organizational collaboration is not yet the norm and
+line managers usually do not have targets outside of their own organisation.
+Contributions to InnerSource projects are expected to be made during working
+hours, not during free time.
+
+## Problem
+
+Without support by middle management, the total number of contributors and, as
+a result, the amount of contributions made and value generated by the
+InnerSource initiative will likely fall below expectation of top level
+management. This will likely be ampflified if there is no adequate funding for
+and empowerment of [Dedicated Community Leaders](dedicated-community-leader.md).
+This runs the risk of top level management abandoning the InnerSource idea.
+
+## Forces
+
+- Managers are held responsible for the results of their business units.
+  Letting their staff participate in InnerSource activities which might spend
+  time making contributions outside of their business unit effectively reduces
+  the capacity of his or her unit. This will likely make it harder for the
+  managers to reach or exceed their goals.
+- Line managers and HR will, by default, judge the performance of their
+  subordinates against their business units goals, which might not be aligned
+  with the goals of the InnerSource community. 
+- The less executive air cover a line manager perceives he has, the less likely
+  is he or she to have his or her staff participate in InnerSource activities
+  which contribute to another business unit.
+- The less transparency and control a line manager has of work done by one of
+  her subordinates, the less likely is she to allow her to contribute. 
+- The less formally work in InnerSource is managed and organised, the less
+  likely a line manager who is accustomed to formal processes is to sign off on
+  one of her employees contributing to InnerSource.
+- The more time an associate spends on contributions to an InnerSource project
+  which does not benefit his day-to-day work, the more will the workload for
+  his teammates in his business unit increase.
+- Individual contributors will likely consider participating in InnerSource
+  as an opportunity to enhance their professional netowrk within the company 
+  and to gain knowledege and experience in the technical area of her 
+  contributions.
+
+## Solution
+
+Set up a formal contracting between the contributor, her line manager and a
+centrally funded and steered InnerSource governance office (ISGO). Have the
+ISGO reimburse business units who contracted contributors for the contracted
+time. 
+
+- The contracting specifies a maximum percentage of the associates work time in
+  InnerSource. 
+- The contracting clearly states that work in the contributor's business unit
+  takes precendence over work in InnerSource.
+- The contracting states that it is not required to work in InnerSource for the
+  maximum percentage specified in the contract.
+- The contracting is signed by the contributor, the contributor's line manager,
+  the governance office and the [Dedicated Community
+  Leader](dedicated-community-leader.md) of the community the contributor will
+  be contributing to.
+- The governance office offers to mediate between the contributor and her line
+  manager in case of conflict regarding the time for contributions.
+- The [Dedicated Community Leader](dedicated-community-leader.md) participates
+  in or provides input for performance reviews of contributors contracted for
+  more than 20 %.
+
+<img alt="Contracted Contributor" src="/assets/img/contracted-contributor.png" width="70%">
+
+## Resulting Context
+
+A formal contracting and centrally funded reimbursements convincingly
+communicating the organizations support for the InnerSource initiative, thus 
+empowering middle management to sign off on it:
+
+- Allocation of corporate funds to business units for reimbursement of
+  development capacity signals to line managers that InnerSource is deemed
+  valuable by the organization, that it has executive air cover and that they
+  are expected to support it, too.
+- A formal contracting signals that work in InnerSource is managed 
+  professionally and inspires trust.
+- A formal contracting increases transparency and provides a better overview
+  about the associate's available capacity for his business unit and
+  InnerSource projects, thus reducing the risk of "over-booked/planned
+  capacity".
+
+A formal contracting is also beneficial for contributors and communities:
+
+- With a stable group of contributors, it is more likely that some of them will
+  eventually achieve trusted committer status.
+- A formal contracting provides a basis for resolving conflict related to
+  participation in InnerSource activities. Note that mediate will likely be
+  successful only for a few companies with a culture condusive to that.
+
+## Known Instances
+
+- _BIOS at Robert Bosch GmbH_. 
+
+## Status
+
+_Proven Pattern_
+
+## Author
+
+- Georg Grütter (Robert Bosch GmbH)
+
+## Acknowledgements
+
+- Diogo Fregonese (Robert Bosch GmbH)
+- Robert Hansel (Robert Bosch GmbH)
+- Jim Jagielski
+- Tim Yao
+- Cedric Williams
+- Klaas-Jan Stol
+- Padma Sudarsan
+- Nick Stahl
+- Ofer Hermoni
+- Robert C. Hanmer
+
+## Changelog
+
+- **2016-10-25** - first review
+- **2017-05-09** - rework
+- **2017-09-08** - second review, final rework and merged