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WMF should focus on the technical issues it is uniquely positioned to handle, and let the volunteers have the fun stuff. When we think about what technical work the WMF is engaging in, I don't believe enough time is spent considering volunteer motivation, and the great potential we are systematically choosing to ignore, or end up devaluing entirely due to the inherent unpredictability of volunteer work. I do believe that there is a long enough history of deeply understaffed WMF engineering teams getting set up to tackle fancy front-facing projects, only to have those teams simultaneously struggle to deliver, and deter everyone else from getting too near decision-making in their territory. It is time to change our approach. I would like to talk about what it would take, to refocus the majority of WMF's technical work away from taking full ownership of all the "important" new ideas, and toward making it as easy as possible for momentarily highly motivated outside parties to make meaningful contributions to new features. I imagine many new tools would be required to scale release engineering, security, and the technical community in general. We would have to take a greater role in mentoring interested parties. There are also known big hairy unsolved problems in the way we currently think of maintainership. Major changes would have to be made in our current approach to product timelines and product/project management. Of course, there will always be things that do require a high level of predictability in the outcomes. Donor money can and should be spent on ensuring predictability around the things we absolutely cannot function without. However, there is a whole world of ideas that absolutely do not have to be accomplished on a strict "shipping" timeline, and it seems that the WMF will always hold the keys to that door. I would like to figure out how the WMF could start embracing that unpredictability at every level, and move much more deliberately from "bottleneck" to "enabler".
We need to re-evaluate scaling, on both the technical community side and the content side. On the technical side, too often we think as if we were an isolated organization, rather than a respected leader that many wish to collaborate with. This causes us to ask ourselves the wrong questions and get the wrong answers. For example, we asked ourselves whether we should limit ourselves to existing open source translation tools, or use proprietary translation services to fill in the gaps. Instead, we should have stayed committed to open source, and asked how we can use our engineering and financial resources to advance open source translation. This is a major problem that no organization can solve on its own. However, we have both the motivation and resources to be a major contributor to the solution. We also asked whether we should support the proprietary MP4 format, or limit ourselves to weak device support for open formats. Instead, we should be staying committed to open standards, and working to support their uptake among software developers and device manufacturers. We already have significant relationships with wireless carriers that give us a foot in the door with such manufacturers. By seeking important partnerships, where we are prepared to put in significant effort, we can greatly scale both our own efforts and those of the broader movement. On the content side, to achieve sustained long-term growth, we need to grow every type of user activity, including writing, editing, discussion, organization, curation, maintenance, workflows, and moderation. We have historically provided good (and improving) support for writing, editing, discussion, and moderation. However, we have neglected the related processes of organization (e.g. categorization, tagging), maintenance (e.g. tracking articles that need fixes, updating them as they become out of date), curation (e.g. quality images, featured articles), and workflows (used in multiple areas, but particularly supporting organization, maintenance, curation, and moderation). It is vital that we improve discussion, curation, workflows, and moderation tools. Otherwise, we will be unable to keep up with increasing content and activity as our improvements to writing and editing succeed. We should look at past successes (e.g. the Teahouse) and failures (e.g. Article Feedback) and learn lessons. In both cases, we made a very specific product, which then succeeded or failed. This is not scalable to hundreds of wikis, and it is hard to iterate in response to lessons learned. Instead, we should focus on platforms, such as workflow systems. In order to keep up with the community, we need to give them the flexibility to constantly use the software according to their needs.
All of the Wikimedia projects have, in technical terms, MediaWiki - the software - at its core. Thanks to this fact, MediaWiki has become a widely-deployed system, drawing many volunteer developers. Alas, there is a disparity in scale between the WMF-run install and other, external set-ups, which hinders the speed with which the platform supporting the Wikimedia projects. On the other hand, architecting microservices has proven as a good way of achieving scalability, increasing developer productivity, improving maintenance and reducing technical debt. Gradually moving towards 'de-monolithising' our core infrastructure will enable developers (both WMF staff as well as volunteers) to start working on all sorts of interesting features, ranging from simple add-ons to full-blown companion sub-systems. While this transition is (arguably) already happening, everything still gravitates around MediaWiki - the software. Instead of focusing our efforts on compatibility in scale (e.g. one JobQueue system for WMF, another for external installs), we should focus on the products and features that allow the projects to grow, both in terms of number of projects and features they offer, as well as in the number (and diversity) of their users. Microservices can greatly help in achieving this goal, since all installs can select the components they want to run based on the available resources at their disposal and their potential reach or scale. Much like the advent of extensions enabled various parties to complete their systems with sought functionality, microservices can refocus our technical community to think about features and components without worrying about scaling them (up and/or down). If we want our developers to assist the Wikimedia projects and their communities, we need to bring our core infrastructure to the 21st century. Let's not leave the technology behind - it is central to the success of the communities we are trying to enable.
A key question for me is how we can maximise the richness of our feature offering despite having entered a period of slow growth in revenue and staff numbers. Wikimedia serves a very large number of users, with a diverse set of needs -- nobody can say that the site as it stands is sufficient to satisfy all of them. There are two main threats to our goal of providing a rich feature set. One is maintenance burden. We are faced with the prospect of sunsetting features because we find the maintenance burden to be too great. But there is no incontrovertible rule in software engineering which says that code, once written, must constantly be rewritten. Maintenance burden most commonly arises from changes in the platform on which the code is implemented. Minimising maintenance burden for a given feature set thus necessitates choosing a stable platform. We need to consider the programming languages we use, and the libraries we require, through this lens. The second threat is needless complexity. Concepts which are hard to understand, and which thus restrict related development to highly skilled developers, are appropriate only if hidden behind a module boundary. In order to enable contributions from developers less skilled than ourselves, and to minimise the time required for learning and familiarisation, the bulk of our code should be simple. Complexity is alluring because it provides developers the opportunity to take pride in their work. But for the benefit of the organisation as whole, its efficiency, and thus the richness of its product offering, we should introduce complexity only with due caution. Code which is complex but stable can be valuable, presenting no great risks. For example, the diff algorithm we currently use in wikidiff2 has its origin in Perl code written in approximately 1998. Only in the last year have we considered adding substantial features to it. We have a PHP port and a C++ port, and neither requires significant maintenance. This is because the requirements are stable and the two respective platforms (C++ and PHP) are stable. Contrast this to OCG, which is at risk of sunsetting only three years after its original deployment. The reason is that its input and output formats are constantly changing, that is, it has changing requirements; and it was written on a modern and rapidly changing platform. Its main developer wrote "the architecture which was state-of-the-art in 2014 is already looking a little dated in 2016". My goals for the developer summit are to encourage people to think carefully about writing code on top of a conceptually complex, rapidly changing platform. I want WMF and the MediaWiki community to write code which is stable and long-lasting, and can thus support a richly featured website into the future. 2ff7e9595c
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