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June 27th 2013Gabriele Ruffatti
Technical, Innovation & Research Division of Engine ering GroupPresident of OW2 Consortium
OPEN SOURCE FROM DISRUPTION TO INNOVATIONCan we measure and evaluate the outcomes?
OSS 2013The Ninth International Conference on Open Source S ystems
Koper-Capodistria, Slovenia, 25th-28th June, 2013
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Background information: Engineering Group and OSS
Brazil
Benelux
ItalyArgentina
Lebanon
The leading Italian independent, privately-owned software and IT
services company
One of the top 10 in Europe in software and services
43 branches in Italy, Belgium, Latin America and the MENA area
> 770M€ Value of Production in 2012, 1,000 large accounts in all
market sectors
www.eng.it www.eng.it
OSS Competency Center OSS Competency Center Innovation & Research DivisionInnovation & Research Division
Engineering GroupEngineering Group
www.spagoworld.orgwww.spagoworld.org
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Background information: OW2 Consortium
www.ow2.orgwww.ow2.org
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Open Source
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Open Source refers to software freedom
Credits to: www.ow2.org and Cedric Thomas
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Open Source: Linux story
Don’t dream bigGive it all away
http://www.spagoworld.org/blog/
Don’t have a planDon’t be nice
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Distribution: who can playCommunity: who plays the gameArchitecture: the playing field
Freedom to play the game
OpenArchitecture
OpenLicensing
OpenCommunity
Open Source is a game of freedom
Commercial Model
Commercial model: how to sustain the game
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Open Source has disrupted the software industry
EconomicallyefficientTechnically efficient
Strategicallyefficient
Socially efficient
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Open Source: quality gains momentum
Source: The 2013 Future of Open Source Survey, Black Duck Software
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OSS is an innovation factorWhere it’s leading
Stack up, from the bottom of technology
Decision factors
Source: The 2013 Future of Open Source Survey,Black Duck Software
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Linus Torvalds was looking for building an open ope rating system: we have LinuxSteve Jobs was looking for selling user experience: we have the iPad
It’s dependent on the contextIt refers to research or production activitiesIt relates to new things or changes in mature marketsSometimes it’s mistaken for re-organization or simplifi cation
Innovation is giving shape to ideas
Does open source drive innovation?
What is innovation?
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Open Source and Innovation
Open Source refers tocollaboration, sharing and diversity
Are they sufficient conditions to innovate?
Collaboration, sharing and diversityare powerful tools to support innovation
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Building Innovation Momentum
GETTING THINGS STARTED
FROM NEXUS OF EVENTS
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Event #1: Era of digital economy
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Event #2: Nexus of Forces
Networks and behaviorsdynamism
Complete re-desingof IT processes
New approaches forinformation management
A new way toacquire technology
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Identifying value that people need and delivering i t
Today we can provide it:at lower costwith faster development timeswith greater impact on user experience than any-thing that came before
Today we can think about opportunity differentlyand make the difference
Event #3: Era of Digital Disruption
IT applications from a prescriptive to a consumer-driven approachBottom -up innovation
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Event #4: entering a new society
Saatchi & Saatchi CEO Kevin Roberts
… to SuperVUCAFrom VUCA …
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Open Source and Innovation at work
Big data is the killer app
for the cloud
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Open Source is here to stay
in these innovation areas
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Samples
IoT (Choreos)M2MCloud CompatibleOne
FI-Ware
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The next challenge
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Platform
Name of plane and resistant surfaces, fixed or mobi le, generally having support or connection purposes.
Translation from the Italian language:Dizionario delle Scienze Fisiche (2012)www.treccani.it
A solid and plane surface, artificially created wit h various materials, at the level or above the level of the surrounding area, used as the base for many applications.
Translation from the Italian language:Grande Dizionario Italiano di Gabrielli – HOEPLIwww.grandidizionari.it
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Platform for Sustainability
Technical InfrastructureTechnical Infrastructure ServicesServices
Governance and CommunityGovernance and Community ServicesServices
Marketing and CommunicationMarketing and Communication ServicesServices
The Community Ecosystem PlatformThe Community Ecosystem Platform
for open source softwarefor open source software
Credits to: www.ow2.org and Cedric Thomas
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Rules
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Rules
Rules make us confident of our next behavior
Rules drive decisionsEmotions drive actions
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Rules?
We need
We don ’t need
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Values
Credits to: www.londonlovesbusiness.com http://fda.gov/ www.blinkerart.net/ http://foolsjournals.wordpress.com/
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Valuable outcomes
PlanPlan
MeasureMeasure
ImproveImprove
AssessAssess
set of metrics & dimensions of analysis
collection of data, computation of metric values& global performance value
presentation of results(dashboards & reports)
detailed analysisto find problems or bottlenecks
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Spago4Q, the OSS platform for Quality
www.spago4q.orgwww.spago4q.org
partially funded by:
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Example #1: Quality assessment of a single project
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Example #1: Quality assessment of SpagoBI project
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Example #2: OW2 SQuaAT
� IP verification� License verification
• FOSSology
� Source code origin
• Antelink
� Code quality� OW2 rules
• Sonar
� Business readiness
• Qualipso MOSST, OMM
� Reputation
• Trustie Trustworthiness Assessment (TSRR)
� Functionality
• China Software Testing Center (CSTC)
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Application Lifecycle Management and process monito ring through an integrated and low-cost solution, mainly based on Open Source Software products
Example #3: ALM at Engineering Group
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Technical, Innovation & Research DivisionEngineering’s Software Labs (ESL)
PRODUCTION
ESL3: Application Management
ESL1-2: Project development
RFPs technical support
MANAGED OPERATIONSInfrastructures & System Services
Architectural design Research&
Development
CompetencyCenters
Resource management
Business Units (BUs) for different market sector
AccountManagers
Sales ManagersServiceDesk
Business Analysis
ProjectManagers
BusinessCompetency
Center
Worldwide Customers
Example #3: background - software factory
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� Continuous Quality Improvement in Engineering's projects
� Unified Infrastructure supporting quality processes granting flexibility and adaptability
� CMMi-DEV and ISO certifications, as independent method to validate the compliance of processes and infrastructure with quality standards
� Set-up of Engineering’s Software Labs to enhance an d measure productivity and improve quality practices
Example #3: background - goals
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Example #3: development scenario
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Example #3: ALM at work
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• Spago4Q , the open source platform to measure, analyze and monitor quality of products, processes and services� www.spago4q.org
“Productivity Intelligence” by• QEST nD model, a conceptual framework for measuring process
performance based on multiple analysis dimensions (e.g. economic, social, and technological dimensions)� www.semq.eu/leng/modtechqlm.htm
Example #3: QEST nD with Spago4Q
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Method : Performance is expressed as the combination of the specific ratios selected for each of the 3 dimensions of the quantitative assessment(Productivity - PR) and the perceived product quality level of the qualitativeassessment (Quality - Q)
Performance = PR + Q
Model : QEST (Quality factor + Economic, Social & Technical dimensions) is a “structured shell” to be filled according to management objectives in relation to a specific project
Such a model has the ability to handle independent sets of dimensions without predefined ratios and weights - referred to as an open model
Source : Buglione L. & Abran A., QEST nD: n-dimensional extension and generalisation of a Software Performance Measurement Model, International Journal of Advances in Engineering Software, Elsevier Science Publisher, Vol. 33, No. 1, January 2002, pp.1-7
Example #3: QEST nD model
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• Three dimensions of analysis:
1. Economical (EE)
2. Social (SS)
3. Technical (TT)
• Performance values for each dimension allow to identify process areas that need improvements
Example #3: nD analysis – 3 main dimensions
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The model defined for the ESL takes into account three analysis dimensions and goals as follows:
1. Economical (EE)E.G1 Reduce the effort of corrective maintenanceE.G2 Improve ESL Resource allocation E.G3 reduce the effort of hardware system unavailabilityE.G4 Reduce the rework (intended as impact of defects in UAT or production environment)
2. Social (SS) S.G1 Reduce the number of non-conformity issues (QA inspection)S.G2 Improve artifacts reuseS.G3 Improve the number of delayed deliverablesS.G4 Improve quality of documents and source code
3.Technical (TT)T.G1 Improve the deploy processT.G2 Reduce the resolution time for defects and technical issuesT.G3 Improve the skills of resourcesT.G4 Improve the development (FP per work/month)
Example #3: nD analysis – goals of 3 main dimensions
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Metric ID Metric Desc Formula Source
E.M1.1 Incidence of corrective maintenance effort Corrective Maintenance Effort/FP ALM & prj registry
E.M2.1 Allocation of ESL resources Nr. Of hours allocated on prj/Tot of hours ALM & Corp. Systems
E.M3.1 Hardware System Availability Percentage System Availability System Monitoring
E.M4.1 Incidence of errors Errors (defects after release)/(erros+defects) ALM
E.M4.2 Incidence of analysis defects Analysis defects/(errors + defects) ALM
S.M1.1 n. Of Non Conformity issue Nr. Of NC/nr of Projects ALM & QA Registry
S.M2.1 Incidence of artifact reuse Nr downloads/total nr of artifacts stored Component repo
S.M3.1 Incidence of delayed deliverable Nr-delayed deliv./Tot of delayed deliv. ALM
S.M4.1 Software Complexity Results of automatic static code Code analysis tool
S.M4.2 Software mantainability Results of automatic static code Code analysis tool
T.M1.1 Incidence of deploy defects Deploy defects/(errors + defects) ALM
T.M2.1 Defects Mean Resolution Time Tot. Resolution time/Tot. Defects ALM
T.M2.2 Incidence of design defects Design defects/(errors + defects) ALM
T.M3.1 Incidence of training courses Nr. Of hours allocated on training/Tot of hours Corp. Systems
T.M4.1 Development Capability FP/effort Prj registry & Corp. Sys
Example #3: metrics
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Top Manager
ESL Manager
Level 1
Level 2
Level 3
Project ManagerPRJ n
ESL
ESL 1 ESL 2 ESL 3
PRJ 1
PRJ n
PRJ 1
PRJ n
PRJ 1
Project developmentProject development Application maintenanceApplication maintenanceProject developmentProject development
EngineeringEngineering’’s Software Labss Software Labs
Example #3: drill-down through the organization tree levels
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• Unified view on Engineering Software Labs
• Unique performance indicator
• Performance comparison
Example #3: QEST nD dashboard
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Example #3: QEST nD dashboard
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Metrics
Reqs & Bugs
Risks
Tasks & Issues
Docs
� Detailed view
� Tracking and trends
Example #3: a single dimension view – project dashboa rd
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Example #3: a single dimension view – ALM tool
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Example #3: a single dimension view – quality audits
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Next: Innovation Factory • Goal 1: Innovation Level ImprovementQ1.1: Which is the level of innovative knowledge exploited in the Organization?Q1.2: How much are the new products innovative?
•Goal 2 : Quality of Innovation SourcesQ2.1: Which is the quality of the sources of the innovation process?
• Goal 3: Open Innovation PermeabilityQ3.1: To what extent is the customer’s contribution exploited?Q3.2: To what extent are the concepts coming from competitors' sites exploited?Q3.3: Evaluate the level of technologies that are transferred by the analysis of competitorsQ3.4: How much do internal proposals influence innovative products?
• Goal 4: Return of Innovation InvestmentQ4.1: How much do innovation process produces profits?Q4.2: How much do innovation process costs?Q4.3: Indirect Advantages
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Conclusions: how to make this happen
Open source has not intrinsic value per sePrepare the environment and build the platform(s)Stimulate creativityHelp bring innovation into marketMeasure, assess and value the results
Finally, what’s your vision of the world where open source is a major part of computing?[…]In the meshed world , what helps you be successful in a business is influence. And, you get influence not by power but by being valuable. My vision is that we’re switching over to this new world of influence instead of control , of value instead of power , of participation instead of distribution .[…] Interview to Simon Phipps, OSI Director
Linux Journal, June 2007
Let’s make it happen!