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Stage 3: Impact Stage

Definition

The Impact Stage is for projects that have reached their growth goals and are now on a self-sustaining cycle of development, maintenance, and long-term support. Impact Stage projects are widely used in production environments and have largewith a significant number of public use cases. Moreover they have broad, well-established project communities with a number of contributors from at least two organizations.Examplesdiverse contributors.

Expectations

• Are used in production environments.

• Impact Stage projects are expected to participate actively in TAC proceedings, and as such have a binding vote on TAC matters requiring a formal vote, such as the election of a TAC Chair.

• Projects that have publicly documented release cycles

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• .

• Projects that

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• are able to attract a

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• number of committers on the basis of its

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• production usefulness.

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• Projects that have several, publicly known, end-user deployments.

Expectations

Benefits

Impact Stage projects are expected to participate actively in TAC proceedings, and as such have a binding vote on TAC matters requiring a formal vote, such as the election of a TAC Chair. They receive ongoing financial and marketing support from the Foundation, and are expected to cross promote the foundation along with their activities.

• Annual discretionary budget

Acceptance Criteria

To graduate from At Large or Growth status , or for a new project to join as an Impact project, a project must meet the Growth stage criteria plus Impact stage criteria:

Stage 2: Growth requirements:

• Demonstrate regular project leadership (typically TSC) meetings. Project leadership should meet monthly at a minimum unless there are extenuating circumstances (ex: holiday period).

• Development of a growth plan (to include both roadmap of projected feature sets as well as overall community growth/project maturity), to be done in conjunction with their project mentor(s) at the TAC.

• Document that it is being used in POCs.

• Demonstrate a substantial ongoing flow of commits and merged contributions.

• Demonstrate that the current level of community participation is sufficient to meet

  the

  the goals outlined in the growth plan.

• Demonstrate

  evidence of, or a plan for,

  a willingness to work with (via interoperability, compatibility or extension

  to

  ) other LF Edge

  Projects. Examples may include demonstrating modularity (ability to swap in components between projects).Since these metrics can vary significantly depending on the type, scope and size of a project, the TAC has final judgement over the level of activity that is adequate to meet these criteria

  projects to provide a greater edge solution than what can be done by the project alone.

• Onboard all project repositories with LFX Security. Working toward or achieving OpenSSF badging would be a plus.

• Receive a two-thirds vote of all

  TAC representatives

  TAC representatives that do not abstain the vote and a majority vote of the Governing Board to move to Growth Stage.

Stage 3: Impact requirements:

• Have a defined governing body of at least 5 or more members (owners and core maintainers)

  , of which no more than 1/3 is affiliated with the same employer. In the case there are 5 governing members, 2 may be from the same employer

  .

• Have a documented and publicly accessible description of the project's governance, decision-making, and release processes.

• Have a healthy number of committers from at least two organizations. A committer is defined as someone with the commit bit; i.e., someone who can accept contributions to some or all of the project.

• Establish a security and vulnerability process which at a minimum includes meeting ("Met" or "?") all OpenSSF best practices security questions and SECURITY.md.

• Demonstrate evidence of interoperability, compatibility or extension to other LF Edge Projects.

   Examples

  Examples may include demonstrating modularity (ability to swap in components between projects).

• Adopt the Foundation Code of Conduct.

• Explicitly define a project governance and committer process. This is preferably laid

  out

  out in

  a 

  a GOVERNANCE.md

   file

  file and references

  a 

  a CONTRIBUTING.md

   and 

  and OWNERS.md

   file

  file showing the current and emeritus committers.

• Have

   Have a public list of project adopters for at least the primary repo (e.g.,

   

  ADOPTERS.md

   or

  or logos on the project website).

• Other metrics as defined by the applying Project during the application process in cooperation with the TAC.

• Receive a two-thirds vote of all

  TAC representatives

  TAC representatives that do not abstain the vote and a majority vote of the Governing Board to move to Impact stage. Projects can move directly from At Large to Impact, if they can demonstrate sufficient maturity and have met all requirements.

Compliance with Requirements

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