Merge pull request #60 from jameseastwood/main

Fix typoes

Author: dwhswenson

content/project/building_developer_team.md

@@ -7,7 +7,7 @@ sidebar:
 ---
 Developing molecular software requires expert skill in both science and software engineering, and recruiting these double-experts is a fundamental challenge in our field, particularly because they can often command high wages in industry. Developers with these skills are usually graduates of PhD programs in computational chemistry or physics. The archetypal molecular sciences software developer is a recent PhD who found themselves more interested in writing production-quality code than in publishing in Nature. In our experience, it is much less common to find graduates of Computer Science programs who have learned molecular sciences outside the classroom. 
 
-In scientific software development, as in other knowledge work, virtually all management boils down to Human Resource Management. The success of your project depends entirely on the performance of your team. The skills required to do this work come mostly from PhD-level training, so they necessarily come along with independence, creativity, and persistence. Scientific developers need to be given aagency and respect to do their best work, and these depend on factors that have traditionally been relegated to HR. The conventional HR functions of defining and filling positions, setting fair compensation and benefits, promoting "work-life balance," and resolving disputes (especially with managers) are essential to the performance of the team. Get these things right, and your team can't help but succeed. In short, if you take care of your people, then your people will take care of the work.
+In scientific software development, as in other knowledge work, virtually all management boils down to Human Resource Management. The success of your project depends entirely on the performance of your team. The skills required to do this work come mostly from PhD-level training, so they necessarily come along with independence, creativity, and persistence. Scientific developers need to be given agency and respect to do their best work, and these depend on factors that have traditionally been relegated to HR. The conventional HR functions of defining and filling positions, setting fair compensation and benefits, promoting "work-life balance," and resolving disputes (especially with managers) are essential to the performance of the team. Get these things right, and your team can't help but succeed. In short, if you take care of your people, then your people will take care of the work.
 
 ## Roles and responsibilities
 

content/project/project_community.md

@@ -61,7 +61,7 @@ The purpose of a CoC is to empower the community to protect its own members from
 What protects community members from harm is not the code of conduct itself, but how the community enforces it. A code of conduct may not change anyone’s behavior, but an expectation that the code will be enforced can dissuade people with harmful behavior from participating in the community.
 The most effective way to enforce a CoC is to establish it as the governing document of some enforcement body, such as a safety or inclusion committee. The code of conduct should give the enforcement body a clear guide to taking swift, decisive action to prevent harm. It must:
 * Define unacceptable behavior (because otherwise it can't be enforced)
-* Provide a clear process for handling individuals that cause hard to the community and protect the community from harm. 
+* Provide a clear process for handling individuals that cause harm to the community and protect the community from harm. 
 
 ### Resources:
 

content/project/project_management.md

@@ -32,7 +32,7 @@ The Driver assigned to a particular subproject is usually tasked with proposing
 
 ### Defining scope
 
-There are a few different frameworks for defining scope, from simplest to must complex:
+There are a few different frameworks for defining scope, from simplest to most complex:
 * Minimum Viable Product (MVP): An important concept in Agile software development, the MVP is the smallest set of features or capabilities that can be given to users. In this framework, no additional features are included until required based on user feedback.
 * Must-have, nice-to-have, not-in-scope: This is the framework OMSF projects use most commonly to discuss scope. The must-have scope corresponds closely to the MVP, but nice-to-have items are identified in advance and are only included if they don't slow down progress toward the must-have items. In our experience, defining not-in-scope is crucial both to developers, to keep them focused, and to stakeholders, to give them a chance to argue for why their own feature should be included.
 * MoSCoW: The MoSCoW framework defines Must have, Should have, Could have, and Won't have. It adds one more level of scope. Some of our projects have attempted to use this scope framework, but have found it less helpful than the three-tier definition.
@@ -41,7 +41,7 @@ There are a few different frameworks for defining scope, from simplest to must c
 
 To follow the roadmap, the project manager must make some estimate of the amount of effort required to deliver each subproject. All effort estimates are wrong, but some are more useful than others. The two useful techniques that we have used in OMSF projects are
 * T-shirt sizes: Most work tasks are defined as Small, Medium, or Large, where the amount of work that these sizes map onto are completely context-dependent (as with T-shirts). If necessary, work items can also be estimated as X-Small or X-Large (as with T-shirts).
-* Story points: An arbitrary unit of developer time used to measure how complex a task is. We usually approximate one story point as 30 minutes of developer effort, but it is important not to overestimate the precision of story points. Assigning powers of 2 or Fibbonacci numbers can give a reasonable approximation of the precision of story points.
+* Story points: An arbitrary unit of developer time used to measure how complex a task is. We usually approximate one story point as 30 minutes of developer effort, but it is important not to overestimate the precision of story points. Assigning powers of 2 or Fibonacci numbers can give a reasonable approximation of the precision of story points.
 
 ## Product management