LinkeIn profiles or resumes that mention technology are the flip side of the previous point. Health Marker Activity This is more interesting for comparing the project with competing ones GitHub Forks. Using code in other projects. Questions in official community channels. Number of registrations and participants at key events. Health Marker Communication Indicators that indicate strengthening ties between people Highquality discussions of the product and its future fate in community channels. New and repeat participants in regular activities.
New and repeat contributors are
A sign of transitions between orbits. The activity of the core of the community we monitor whether its time to hunt for new people. Of course such a set is not suitable for everyone. Some markers may be in the area of responsibility of product marketing while others may not be suitable for completely new and still small projects Lets not forget about localization. Let this set be Japan Mobile Number Database an example and a reason to look for markers that suit a specific situation. conclusions Not everyone can become a technology fan. Even if the product is cool and free getting on the Dunbar Tshirt of developers is not so easy. This means that it is better to concentrate on those who are more likely to love the project.
It is important to have an idea
What a person knows and can do what problems and values he has and how he solves difficult situations. Then communication can be adjuste so that it works to select your people. By integrating into a developers workflow you increase your chances of becoming part Japan Email List of their toolkit. Even for already existing and successful projects it makes sense to periodically find out whats new in order to maintain popularity. Any model is better than none because a model is an opportunity to customize your plans and other peoples expectations. You can always find small discrepancies between the ideal path of a community member and reality correcting which can significantly improve the situation.
