May 31, 2011
community, freesoftware, General, gimp, gnome
18 Comments
I’ve been thinking a lot recently about mentoring programs, what works, what doesn’t, and what the minimum amount of effort needed to bootstrap a program might be.
With the advent of Google Summer of Code and Google Code-In, more and more projects are formalising mentoring and thinking about what newcomers to the project might be able to do to learn the ropes and integrate themselves into the community. These programs led to other organised programs like GNOME’s Women Summer Outreach Program. Of course, these initiatives weren’t the first to encourage good mentoring, but they have helped make the idea of mentors taking new developers under their wing much more widespread.
In addition to these scheduled and time-constrained programs, many projects have more informal “always-on” mentoring programs – Drupal Dojo and GNOME Love come to mind. Others save smaller easier tasks for newcomers to cut their teeth on, like the “easy hacks” in LibreOffice. Esther Schindler wrote a fantastic article a few years ago documenting best and worst practices in mentoring among different projects.
Most mentoring programs I have seen and participated in don’t have a very good success rate, though. In this article, I look at why that is the case, and what can be put in place to increase the success rate when recruiting new developers.
Why most mentoring fails
Graham Percival, a GNU/LilyPond developer, decided in 2008 to run an experiment. At one point, Graham decided that he would quit the project, but felt guilty about doing so in one go. So he started the “Great Documentation Project” to recruit a replacement documentation team to follow on after his departure. He then spent 12 months doing nothing but mentoring newcomers to get them involved in the project, and documented his results. Over the course of a year, he estimates that he spent around 800 hours mentoring newcomers to the project.
His conclusions? The net result for the project was somewhere between 600-900 hours of productivity, and at the end of the year, 0 new documentation team members. In other words, Graham would have been better off doing everything himself.
Graham found that “Only 1 in 4 developers was a net gain for the project” – that is, for every 4 apprentices that Graham spent time mentoring, only 1 hung around long enough for the project to recoup the time investment he put into mentoring. A further 1 in 4 were neither gain or loss – their contribution roughly equalled the mentor time that they took up. And the remainder were a net loss for the project, with much more time spent mentoring than the results could justify.
The GNOME Women’s Summer Outreach Program in 2006 had 6 participants. In 2009, the GNOME Journal ran a “Where are they now?” follow-up article. Of the 6 original participants, only one is still involved in free software, and none are involved in GNOME. Murray Stokely did a follow-up in 2008 to track the 57 alumni of Summer of Code who had worked on FreeBSD. Of these, 10 students went on to get full commit access, and a further 4 students were still contributing to FreeBSD or OpenBSD after the project. Obey Arthur Liu also did a review of Debian participants in 2008. Of 11 students from 2008 who had no previous Debian developer experience, he found that 4 remained active in the project one year later.
From my own experience as a replacement mentor and administrator in the Summer of Code for the GIMP in 2006, we had 6 projects, most of which were considered a success by the end of the summer, yet of the participating students, none have made any meaningful contribution to the GIMP since.
I feel safe in saying that the majority of mentoring projects fail – and Graham’s 1 in 4 sounds about right as an overall average success/failure rate. This begs the question: why?
Most mentored projects take too long
What might take a mentor a couple of hours working on his own could well take an apprentice several days or weeks. All of the experience that allows you to hit the ground running isn’t there. The most important part of the mentoring experience is getting the student to the point where he can start working on the problem. To help address this point, many projects now require Summer of Code applicants to compile the project and propose a trivial patch before they are accepted for the program, but understanding the architecture of a project and reading enough code to get a handle on coding conventions will take time. It will also take mentor time. It takes longer to teach a newcomer to your project than to do the work yourself, as anyone who has ever had a Summer intern will attest.
When you set a trainee task which you estimate to be about 4 hours work, that will end up costing a few weeks of volunteer effort for your apprentice, and 8 to 10 hours mentoring time for you during that time. Obviously, this is a big investment on both sides, and can lead to the apprentice giving up, or the mentor running out of patience. I remember in the first year of Summer of Code, projects were taking features off their wishlists that had not been touched for years, and expecting students new to the project to come in and work full time implementing them perfectly over the course of 12 weeks. The reality that first year was that most of the time was spent getting a working environment set up, and getting started on their task.
Mentoring demands a lot of mentors
As a free software developer, you might not have a lot of time to work on your project. Josh Berkus, quoted in Schindler’s article, says “being a good mentor requires a lot of time, frequently more time than it would take you to do the development yourself”. According to the Google Summer of Code FAQ, “5 hours a week is a reasonable estimate” for the amount of time you would need to dedicate to mentoring. Federico Mena Quintero suggests that you will need to set aside “between 30 and 60 minutes a day“.
When you only have 10 hours a week to contribute to a project, giving up half of it to help someone else is a lot. It is easy to see how working on code can get a higher priority than checking in with your apprentice to make sure everything is on track.
Communication issues
More mentoring projects fail for lack of communication than for any other reason.
Apprentices may expect their mentors to check in on them, while mentors expect apprentices to ask questions if they have any. Perhaps newcomers to the project are not used to working on mailing lists, or are afraid of asking stupid questions, preferring to read lots of documentation or search Google for answers. In the absence of clear guidelines on when and how parties will talk to each other, communication will tend towards “not enough” rather than “too much”.
No follow through
Many mentoring programs stop when your first task is complete. The relationship between the mentor and the apprentice lasts until the end of the task, and then either the apprentice goes off and starts a new task, with a new mentor, or that is the end of their relationship with the project. I would be really interested to hear how many Summer of Code mentors maintained a relationship with their students after the end of the Summer, and helped them out with further projects. I suspect that many mentors invest a lot of time during the program, and then spend most of their time catching up with what they wanted to do.
Project culture
In her OSCON keynote in 2009, Skud talked about the creation of a welcoming and diverse community as a prerequisite for recruiting new developers. Sometimes, your project culture just doesn’t match newcomers to the project. If this happens regularly, then perhaps the project’s leaders need to work on changing the culture, but this is easier said than done. As Chris di Bona says in this video, “the brutality of open source is such that people will learn to work with others, or they will fail”. While many think that this kind of trial-by-fire is fine, the will not be the environment for everyone. It is really up to each project and its leaders to decide how “brutal” or forgiving they want to be. There is a trade-off: investing time in apprentices who will contribute little is a waste of time, but being too dismissive of a potential new developer could cost your project in the long run.
Mentoring best practices
Is all the effort worth it? If mentoring programs are so much hassle, why go to the bother?
Mentoring programs are needed to ensure that your project is long-term sustainable. As Graham says in his presentation: “Core developers do most of the work. Losing core developers is bad. Projects will lose core developers.” Do you need any other reason to start actively recruiting new blood?
There are a few simple things that you can put in place to give your mentoring program a better chance of success.
Small tasks
Mentored tasks should be small, bite-sized, and allow the apprentice to succeed or fail fast. This has a number of advantages: The apprentice who won’t stick around, or who will accomplish nothing, has not wasted a lot of your mentor’s time. The apprentice who will stay around gets a quick win, gets his name in the ChangeLog, and gains assurance in his ability to contribute. And the quick feedback loop is incredibly rewarding for the mentor, who sees his apprentice attack new tasks and increase his productivity in short order. Graham implies that a 10 minute task is the right size, with the expectation that the apprentice might take 1 hour to accomplish the task.
A ten minute task might even take longer to identify and list than it would to do. You can consider this cost the boot-strapping cost of the mentoring program. Some tasks that are well suited to this might include:
- Write user documentation for 1 feature
- Get the source code, compile it, remove a compiler warning, and submit a patch
- Critique 1 unreviewed patch in Bugzilla
- Fix a trivial bug (a one line/local change)
Of course, the types of tasks on your list will change from one project to the next.
Mentoring is management
Just as not everyone is suited to being a manager, not everyone is suited to being a mentor. The skills needed to be a good mentor are also those of a good manager – keeping track of someone else’s activity while making them feel responsible for what they’re working on, communicating well and frequently, and reading between the lines to diagnose problems before it’s too late to do anything about them.
When you think of it in this way, there is an opportunity for developers who would like to gain management experience to do so as a mentor in a free software project. Continually recruiting mentors is just as important as recruiting developers. Since mentoring takes a lot of time, it’s important that mentors get time off and new mentors are coming in in their place.
Pair apprentices with mentors, not tasks
An apprentice should have the same mentor from the day he enters the mentoring program until he no longer needs or wants the help. The relationship will ideally continue until the apprentice has himself become a mentor. Free software communities are built on relationships, and the key point to a mentoring program is to help the creation of a new relationship. Mentoring relationships can be limited in time also, 6 months or a year seem like good time limits. The time needed to mentor will, hopefully, go down over this period.
Regular meeting times
Mentors and apprentices should ensure that there is a time on their calendar for a “one on one” at regular times. How regularly will depend on the tasks, and the amount of time you can spend on it. Weekly, fortnightly or monthly are all reasonable in different situations. This meeting should be independent of any other communication you have with the person – it is too easy for the general business of a project to swallow up a newbie and prevent their voice from being heard. Rands said it well when he said “this chatter will bury the individual voice unless someone pays attention.”
Convert apprentices into mentors
Never do you understand the pain of the initial learning curve better than when you have just gone through it. The people best suited to helping out newcomers to the project are those who have just come through the mentoring program themselves.
This is a phenomenon that I have seen in the Summer of Code. Those students who succeed and stay with the project are often eager to become mentors the following year. And they will, in general, be among the best mentors in the project.
Keep track
For all involved, it’s useful to have some idea of the issues newcomers have – ensure that documenting solutions is part of what you ask. It’s also useful to know how successful your mentoring program is. Can you do better than the 1 in 4 success rate of LilyPond? Keeping track of successes and failures encourages new mentors, and gives you data to address any problems you run into.
Manage the mentors
All of this work has overhead. In a small project with 1 or 2 core developers, it’s easy enough to have each core developer take an apprentice under their wing, and co-ordinate on the mailing list. In bigger projects, keeping track of who is a mentor, and who is mentoring who, and inviting new mentors, and ensuring that no-one falls through the cracks when a mentor gets too busy, is a job of itself. If your mentoring program goes beyond more than ~5 mentors or so, you might want to consider nominating someone to lead the program (or see who steps up to do the job). This is the idea behind the Summer of Code administrator, and it’s a good one.
Go forth and multiply
Developer attrition is a problem in open source, and recruitment and training of new developers is the only solution. Any project which is not bringing new developers up to positions where they can take over maintainership is doomed to failure. A good mentoring program, however, with a retention rate around 25%, organised continuously, should ensure that your project continues to grow and attract new developers.
Replenishing your stock of mentor tasks and recruiting new mentors will take effort, and continual maintenance of someone putting in a few hours a week. If you execute well, then you will have helped contribute to the long term diversity and health of your project.
May 20, 2011
community, freesoftware
13 Comments
During UDS recently, Mark Shuttleworth talked about contributor agreements during his keynote. Mark compared contributing a patch to a project while refusing to sign a CLA, to giving someone a plant for their garden, while attaching the condition that they couldn’t sell the house without your permission.
This got me thinking. Is a patch really like a gift?
If you’re contributing a one line patch to a big corpus of code, there’s a good argument that this is insufficient to grant you any kind of authority in the project.
But how about if you’re contributing a major feature? Surely you get some say in how your code evolves over time? And if you’re a company, contributing thousands of man-hours and dozens of features to the project, isn’t it reasonable that you get a say in all the decisions related to the project, including licensing decisions?
Let’s take the analogy of the gift of the plant & run with it.
If I offer you a potted plant, I have no reasonable expectations of you. I can’t even tell you where to plant it. It’s yours, the house is yours, my involvement is finished.
But let’s say we start a relationship, and it starts to get serious. I start to sleep over some nights, maybe leave a toothbrush in your bathroom. Do I now have some say about what happens in the house? Probably not about anything important, but you might solicit my opinion for any furniture purchases, it might be OK for me to tidy up once in a while.
Now, things get really serious, and I move in. It’s still your house, but surely I get a say now in everything. Of course, everything that was there before I arrived is yours, maybe you keep the game room just the way you want it. But we discuss and reach an agreement for everything from decorating decisions to which cable supplier we’re going to get. We’re building something shared. Sure, I moved into your house, but now it’s our home. If you decide to sell it, there’s not much I can do, but if you did it without talking to me, I’d be really pissed off. It would signal the end of our relationship, probably.
Let’s go one step further. We get married. We commit to sharing our lives. Surely I get a say in whether you sell the house now?
Unless…
Unless when I offered you that plant on our first date, you asked me to sign an agreement, saying that what was yours was yours, and any future improvements we might make to the house together would be yours too, and of course I could not exercise a claim of ownership over the house.
You never know, I might sign it. I might even offer you a second plant for the house. If you date a lot, you might get a lot of plants. I don’t know if I’d spend money to help you renovate the kitchen, though.
May 12, 2011
freesoftware, gnome, guadec
1 Comment
The closing date for the Desktop Summit t-shirt design contest is coming up fast!
I have not heard much about it, so it seems like we need to get the word out about it. You can submit a t-shirt design by email to ds-team@desktopsummit.orgin SVG format, and the winner will get printed on the official conference t-shirt this year. It’s a great honour and ego boost to see your design up there on the conference t-shirt, and as this year is a joint conference with KDE targeting the free software desktop as a whole, there will be added significance.
If you know of any artists & designers who might be interested in submitting a design, please pass this news along – they have only a few days left to make a submission.
May 9, 2011
community, freesoftware, gimp, gnome, guadec, libre graphics meeting, maemo, openwengo
3 Comments
One of the most important things you can do in a free software project, besides writing code, is to get your key contributors together as often as possible.
I’ve been fortunate to be able to organise a number of events in the past 10 years, and also to observe others and learn from them over that time. Here are some of the lessons I’ve learned over the years from that experience:
Venue
The starting point for most meetings or conferences is the venue. If you’re getting a small group (under 10 people) together, then it is usually OK just to pick a city, and ask a friend who runs a business or is a college professor to book a room for you. Or use a co-working space. Or hang out in someone’s house, and camp in the garden. Once you get bigger, you may need to go through a more formal process.
If you’re not careful, the venue will be a huge expense, and you’ll have to find that money somewhere. But if you are smart, you can manage a free venue quite easily.
Here are a few strategies you might want to try:
- Piggy-back on another event – the Linux Foundation Collaboration Summit, OSCON, LinuxTag, GUADEC and many other conferences are happy to host workshops or meet-ups for smaller groups. The GIMP Developers Conference in 2004 was the first meet-up that I organised, and to avoid the hassle of dealing with a venue, finding a time that suited everyone, and so on, I asked the GNOME Foundation if they wouldn’t mind setting aside some space for us at GUADEC – and they said yes.Take advantage of the bigger conference’s organisation, and you get the added benefit of attending the bigger conference at the same time!
- Ask local universities for free rooms – This won’t work once you go over a certain size, but especially for universities which have academics who are members of the local LUG, they can talk their department head into booking a lecture theatre & a few classrooms for a weekend. Many universities will ask to do a press release and get credit on the conference web-site, and this is a completely fair deal.The first Libre Graphics Meeting was hosted free in CPE Lyon, and the GNOME Boston Summit has been hosted free for a number of years in MIT.
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If the venue can’t be free, see if you can get someone else to pay for it – Once your conference is bigger than about 200 people, most venues will require payment. Hosting a conference will cost them a lot, and it’s a big part of the business model of universities to host conferences when the students are gone. But just because the university or conference center won’t host you for free doesn’t mean that you have to be the one paying.
Local regional governments like to be involved with big events in their region. GUADEC in Stuttgart, the Gran Canaria Desktop Summit, and this year’s Desktop Summit in Berlin have all had the cost of the venue covered by the host region. An additional benefit of partnering with the region is that they will often have links to local industry and press – resources you can use to get publicity and perhaps even sponsorship for your conference.
- Run a bidding process – by encouraging groups wishing to host the conference to put in bids, you are also encouraging them to source a venue and talk to local partners before you decide where to go. You are also putting cities in competition with each other, and like olympic bids, cities don’t like to lose competitions they’re in!
Budget
Conferences cost money. Major costs for a small meet-up might be
covering the travel costs of attendees. For a larger conference, the
major costs will be equipment, staff and venue.
Every time I have been raising the budget for a conference, my rule of
thumb has been simple:
- Decide how much money you need to put on the event
- Fundraise until you reach that amount
- Stop fundraising, and move on to other things.
Raising money is a tricky thing to do. You can literally spend all of
your time doing it. At the end of the day, you have a conference to put
on, and the amount of money in the budget is not the major concern of
your attendees.
Remember, your primary goal is to get project participants together to
advance the project. So getting the word out to prospective attendees,
organising accommodation, venue, talks, food and drinks, social
activities and everything else people expect at an event is more
important than raising money.
Of course, you need money to be able to do all the rest of that stuff,
so finding sponsors, fixing sponsorship levels, and selling your
conference is a necessary evil. But once you have reached the amount of
money you need for the conference, you really do have better things to
do with your time.
There are a few potential sources of funds to put on a conference – I
recommend a mix of all of these as the best way to raise your budget.
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Attendees – While this is a controversial topic among many communities, I think it is completely valid to ask attendees to contribute something to the costs of the conference. Attendees benefit from the facilities, the social events, and gain value from the conference.Some communities consider attendance at their annual event as a kind of reward for services rendered, or an incitement to do good work in the coming year, but I don’t think that’s a healthy way to look at it.
There are a few ways for conference attendees to fund the running of the conference:
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Registration fees – This is the most common way to get money from conference attendees. Most community conferences ask for a token amount of fees. I’ve seen conferences ask for an entrance fee of €20 to €50, and most people have not had a problem paying this.
A pre-paid fee also has an additional benefit of massively reducing no-shows among locals. People place more value on attending an event that costs them €10 than one where they can get in for free, even if the content is the same.
- Donations – very successfully employed by FOSDEM. Attendees are offered an array of goodies, provided by sponsors (books, magazine subscriptions, t-shirts) in return for a donation. But those who want can attend for free.
- Selling merchandising – Perhaps your community would be happier hosting a free conference, and selling plush toys, t-shirts, hoodies, mugs and other merchandising to make some money. Beware: in my experience you can expect less from profits from merchandising sales than you would get giving a free t-shirt to each attendee with a registration fee.
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Sponsors – Media publications will typically agree to “press sponsorship” – providing free ads for your conference in their print magazine or website. If your conference is a registered non-profit which can accept tax-deductible donations, offer press sponsors the chance to invoice you for the services and then make a separate sponsorship grant to cover the bill. The end result for you is identical, but it will allow the publication to write off the space they donate to you for tax.
What you really want, though, are cash sponsorships. As the number of free software projects and conferences has multiplied, the competition for sponsorship dollars has really heated up in recent years. To maximise your chances of making your budget target, there are a few things you can do.
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Conference brochure – Think of your conference as a product you’re selling. What does it stand for, how much attention does it get, how important is it to you, to your members, to the industry and beyond? What is the value proposition for the sponsor?
You can sell a sponsorship package on three or four different grounds: perhaps conference attendees are a high-value target audience for the sponsor, perhaps (especially for smaller conferences) the attendees aren’t what’s important, it’s the attention that the conference will get in the international press, or perhaps you are pitching to the company that the conference is improving a piece of software that they depend on.
Depending on the positioning of the conference, you can then make a list of potential sponsors. You should have a sponsorship brochure that you can send them, which will contain a description of the conference, a sales pitch explaining why it’s interesting for the company to sponsor it, potentially press clippings or quotes from past attendees saying how great the conference is, and finally the amount of money you’re looking for.
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Sponsorship levels – These should be fixed based on the amount of money you want to raise. You should figure on your biggest sponsor providing somewhere between 30% and 40% of your total conference budget for a smaller conference. If you’re lucky, and your conference gets a lot of sponsors, that might be as low as 20%. Figure on a third as a ball-park figure. That means if you’ve decided that you need €60,000 then you should set your cornerstone sponsor level at €20,000, and all the other levels in consequence (say, €12,000 for the second level and €6,000 for third level).
For smaller conferences and meet-ups, the fundraising process might be slightly more informal, but you should still think of the entire process as a sales pitch.
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Calendar – Most companies have either a yearly or half-yearly budget cycle. If you get your submission into the right person at the right time, then you could potentially have a much easier conversation. The best time to submit proposals for sponsorship of a conference in the Summer is around October or November of the year before, when companies are finalising their annual budget.
If you miss this window, all is not lost, but any sponsorship you get will be coming out of discretionary budgets, which tend to get spread quite thin, and are guarded preciously by their owners. Alternatively, you might get a commitment to sponsor your July conference in May, at the end of the first half budget process – which is quite late in the day.
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Approaching the right people – I’m not going to teach anyone sales, but my personal secret to dealing with big organisations is to make friends with people inside the organisations, and try to get a feel for where the budget might come from for my event. Your friend will probably not be the person controlling the budget, but getting him or her on board is your opportunity to have an advocate inside the organisation, working to put your proposal in front of the eyes of the person who owns the budget.
Big organisations can be a hard nut to crack, but free software projects often have friends in high places. If you have seen the CTO or CEO of a Fortune 500 company talk about your project in a news article, don’t hesitate to drop him a line mentioning that, and when the time comes to fund that conference, a personal note asking who the best person to talk to will work wonders. Remember, your goal is not to sell to your personal contact, it is to turn her into an advocate to your cause inside the organisation, and create the opportunity to sell the conference to the budget owner later.
Also, remember when you’re selling sponsorship packages that everything which costs you money could potentially be part of a sponsorship package. Some companies will offer lanyards for attendees, or offer to pay for a coffee break, or ice-cream in the afternoon, or a social event. These are potentially valuable sponsorship opportunities and you should be clear in your brochure about everything that’s happening, and spec out a provisional budget for each of these events when you’re drafting your budget.
Content
Conference content is the most important thing about a conference. Different events handle content differently – some events invite a large proportion of their speakers, while others like GUADEC and OSCON invite proposals and choose talks to fill the spots.
The strategy you choose will depend largely on the nature of the event. If it’s an event in its 10th year with an ever increasing number of attendees, then a call for papers is great. If you’re in your first year, and people really don’t know what to make of the event, then setting the tone by inviting a number of speakers will do a great job of helping people know what you’re aiming for.
For Ignite Lyon last year, I invited about 40% of the speakers for the first night (and often had to hassle them to put in a submission, and the remaining 60% came through a submission form. For the first Libre Graphics Meeting, apart from lightning talks, I think that I contacted every speaker except 2 first. Now that the event is in its 6th year, there is a call for proposals process which works quite well.
Schedule
Avoiding putting talks in parallel which will appeal to the same people is hard. Every single conference, you hear from people who wanted to attend talks which were on at the same time on similar topics.
My solution to conference scheduling is very low-tech, but works for me. Coloured post-its, with a different colour for each theme, and an empty talks grid, do the job fine. Write the talk titles one per post-it, add any constraints you have for the speaker, and then fill in the grid.
Taking scheduling off the computer and into real life makes it really easy to see when you have clashes, to swap talks as often as you like, and then to commit it to a web page when you’re happy with it.
I used this technique successfully for GUADEC 2006, and Ross Burton re-used it in 2007.
Parties
Parties are a trade-off. You want everyone to have fun, and hanging out is a huge part of attending a conference. But morning attendance suffers after a party. Pity the poor community member who has to drag himself out of bed after 3 hours sleep to go and talk to 4 people at 9am after the party.
Some conferences have too many parties. It’s great to have the opportunity to get drunk with friends every night. But it’s not great to actually get drunk with friends every night. Remember the goal of the conference: you want to encourage the advancement of your project.
I encourage one biggish party, and one other smallish party, over the course of the week. Outside of that, people will still get together, and have a good time, but it’ll be on their dime, and that will keep everyone reasonable.
With a little imagination, you can come up with events that don’t involved loud music and alcohol. Other types of social event can work just as well, and be even more fun.
At GUADEC we have had a football tournament for the last number of years. During the OpenWengo Summit in 2007, we brought people on a boat ride on the Seine and we went on a classic 19th century merry-go-round afterwards. Getting people eating together is another great way to create closer ties – I have very fond memories of group dinners at a number of conferences. At the annual KDE conference Akademy, there is typically a Big Day Out, where people get together for a picnic, some light outdoors activity, a boat ride, some sightseeing or something similar.
Extra costs
Watch out for those unforeseen costs! One conference I was involved in, where the venue was “100% sponsored” left us with a €20,000 bill for labour and equipment costs. Yes, the venue had been sponsored, but setting up tables and chairs, and equipment rental of whiteboards, overhead projectors and so on, had not. At the end of the day, I estimate that we used about 60% of the equipment we paid for.
Conference venues are hugely expensive for everything they provide. Coffee breaks can cost up to $10 per person for a coffee & a few biscuits, bottled water for speakers costs $5 per bottle, and so on. Rental of an overhead projector and mics for one room for one day can cost €300 or more, depending on whether the venue insists that equipment be operated by their a/v guy or not.
When you’re dealing with a commercial venue, be clear up-front about what you’re paying for.
On-site details
I like conferences that take care of the little details. As a speaker, I like it when someone contacts me before the conference and says they’ll be presenting me, what would I like them to say? It’s reassuring to know that when I arrive there will be a hands-free mic and someone who can help fit it.
Taking care of all of these details needs a gaggle of volunteers, and it needs someone organising them beforehand and during the event. Spend a lot of time talking to the local staff, especially the audio/visual engineers.
In one conference, the a/v guy would switch manually to a screen-saver at the end of a presentation. We had a comical situation during a lightning talk session where after the first speaker, I switched presentations, and while the next presentation showed up on my laptop, we still had the screensaver on the big screen. No-one had talked to the A/V engineer to explain to him the format of the presentation!
So we ended up with 4 Linux engineers looking at the laptop, checking connections and running various Xrandr incantations, trying to get the overhead projector working again! We eventually changed laptops, and the a/v engineer realised what the session was, and all went well after that – most of the people involved ended up blaming my laptop.
Have fun!
Running a conference, or even a smaller meet-up, is time consuming, and consists of a lot of detail work, much of which will never be noticed by attendees. I haven’t even dealt with things like banners and posters, graphic design, dealing with the press, or any of the other joys that come from organising a conference.
The end result is massively rewarding, though. A study I did last year of the GNOME project showed that there is a massive project-wide boost in productivity just after our annual conference, and many of our community members cite the conference as the high point of their year.
