Open Source and its Communities - OW2 Consortium · Alfresco Drupal Business Objects InfoBuilder...
Transcript of Open Source and its Communities - OW2 Consortium · Alfresco Drupal Business Objects InfoBuilder...
Open Source and its Communities
Cedric Thomas, CEO, OW2 ConsortiumCedric Thomas, CEO, OW2 Consortium
fOSSa ConferencefOSSa ConferenceWhere Open Source meets AcademiaWhere Open Source meets Academia
Grenoble, November 16-17, 2009Grenoble, November 16-17, 2009
www.ow2.orgwww.ow2.org
3© OW2 Consortium 2009 www.ow2.org
The nature of open source
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0> The freedom to run the software for any purpose
1> The freedom to study how the software works and to adapt it to your needs
2> The freedom to redistribute copies of the software
3> The freedom to improve the software and distribute your improvements to the public
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Image: http://www.chotocheeta.com/2009/03/06/apache-vs-litespeed-time-to-switch/
Apache server market share +- 50%
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Ligne 210
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9B
illio
n U
S$
Source: IDChttp://www.businesswire.com/portal/site/home/permalink/?ndmViewId=news_view&newsId=20090729005107&newsLang=en
Open source software market >$8b
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Since the first venture investment in an open source vendor in 1997:$3.2bn has been raised by 163 open source vendors through 378 separate
funding deals.
Source: The 541 Group, 2008http://blogs.the451group.com/opensource/2009/04/08/the-past-present-and-future-of-vc-investment-in-open-source/
VC investments >$3b
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And Red Hat Makes the S&P 500
NEW YORK, July 17 /PRNewswire/ -- Red Hat Inc. (NYSE: RHT) will replace CIT Group Inc. (NYSE: CIT) in the S&P 500 after the close of trading on Friday, July 24.
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WeblogicWebsphere
JOnASJbossGlassfish
OpenTextVignette
Documentum
NuxeoAlfrescoDrupal
Business ObjectsInfoBuilder
Cognos
SpagoBIJaspersoftPenthao
MS Sharepoint(Hummigbird)
(Plumtree)
Exo PlatformLiferaynetNUKE
SAP(Peoplesoft)
(JDE)
CompiereOpenBravoNexedit
(Sonic)Tibco
IBM
PEtALSMuleServiceMix
IBMOracle
W4
BonitaJBPMShark
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Commercial Open SourceFree Software
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Quality not guarantied Code is provided "as is"
Perceived legal riskOSS license are unproven
No responsibilityCode perceived anonymous
Investment riskSmall vendor companies
Lack of stabilityFrequent releases
Lack of roadmapNo strategic "owner"
Lack of internal competenceSelf-training not a policy
Still a Challenge for Others
Image: http://ara.footblog.fr/615924/1-ER-TOUR-GROUPE-C-ITALIE-FRANCE/
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The nature of open source communities
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Open Source Communities
Huihoo
TopCased
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http://lipietz.net/spip.php?article2344http://www.garretthardinsociety.org/articles/art_tragedy_of_the_commons.html
"Tragedy of the Commons" by Garret Hardin, 1968
A resourcethat no oneowns
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http://www.garretthardinsociety.org/articles/art_tragedy_of_the_commons.htmlhttp://lipietz.net/spip.php?article2344
A resourcethat no oneowns
No one can control itsusage
"Tragedy of the Commons" by Garret Hardin, 1968
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http://www.garretthardinsociety.org/articles/art_tragedy_of_the_commons.htmlhttp://lipietz.net/spip.php?article2344
No one can control itsusage
Each onehas an incentiveto use itbeforeothers do
"Tragedy of the Commons" by Garret Hardin, 1968
A resourcethat no oneowns
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http://www.garretthardinsociety.org/articles/art_tragedy_of_the_commons.htmlhttp://lipietz.net/spip.php?article2344
No one can control itsusage
Each onehas an incentiveto use itbeforeothers do
Commonsis overused
"Tragedy of the Commons" by Garret Hardin, 1968
A resourcethat no oneowns
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http://www.garretthardinsociety.org/articles/art_tragedy_of_the_commons.htmlhttp://lipietz.net/spip.php?article2344
No one can control itsusage
Each onehas an incentiveto use itbeforeothers do
Commonsis overused
Privatizeor Nationalize
(Enclosure)
"Tragedy of the Commons" by Garret Hardin, 1968
A resourcethat no oneowns
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Analysis source: http://lipietz.net/spip.php?article2344
No one can control itsusage
Each onehas an incentiveto use itbeforeothers do
Commonsis overused
Privatizeor Nationalize
(Enclosure)
Irrelevent: for knowledge
•Knowledge is non rival (we can both be consuming it at the same time•Knowledge is non exclusive (we canboth own it at the same time)
Enclosure would be a tragedyfor the knowledge commons
"Tragedy of the Commons" by Garret Hardin, 1968
A resourcethan no oneowns
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No one can control itsusage
Each onehas an incentiveto use itbeforeothers do
Commonsis overused
Privatizeor Nationalize
(Enclosure)
False: historically not right
•Commons were regulated...•But had to be replaced becauseit was a land expansive systemthat consumed all land available
"Tragedy of the Commons" by Garret Hardin, 1968
A resourcethan no oneowns
Analysis source: http://lipietz.net/spip.php?article2344
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"Tragedy of the Commons" by Garret Hardin, 1968
From the French Communs
Analysis source: http://lipietz.net/spip.php?article2344
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From the French Communs
From the Latin munus ('gift' but also 'due')
Analysis source: http://lipietz.net/spip.php?article2344
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municipality
Governance mechanism- ownership- authority- customs
Analysis source: http://lipietz.net/spip.php?article2344
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muneration
Socialisation mechanism- exchange- redistribution- reciprocity
re
Analysis source: http://lipietz.net/spip.php?article2344
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reciprocity
Analysis source: http://lipietz.net/spip.php?article2344
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100%
of t
he c
ontri
butio
ns
100% of the members
10% of the membersprovide 100% of the contributions
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100%
of t
he c
ontri
butio
ns
100% of the members
10% of the membersprovide 100% of the contributions
Expectations
Joining people alike Partners
Technology updateArchitecture frameworks
Participation in large projects
Market credibility
Increased corporate valueTechnology independence
Access to international market
Best practices
Lobbying
Legal and Marketing guidance
Good code
Technology infrastructure
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100%
of t
he c
ontri
butio
ns
100% of the members
10% of the membersprovide 100% of the contributions
Expectations
Joining people alike Partners
Technology updateArchitecture frameworks
Participation in large projects
Market credibility
Increased corporate valueTechnology independence
Access to international market
Best practices
Lobbying
Legal and Marketing guidance
Good code
Technology infrastructure
Contributions
Success stories
Code contribution
Specs, Bugs, Doc contribs.
Experience feed-back
Marketing investment
ExpertiseProject leadership
Fees, Financial support
Members recruitement
Activities leadership
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Enter the Nobel Prizes: How do you like your commons?
Photos Williamson, Ostrom: AFPPhoto Ouchi: http://www.vectorstudy.com/management_gurus/william_ouchi.htm
Privatized
Nationalized
Communitized
Hierarchies
Bureaucraties
Communities
Markets
Clans
Elinor OstromNobel Prize 2009
Oliver WilliamsonNobel Prize 2009
William OuchiUCLA
That's us!!!
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Elinor OstromNobel Prize 2009
Rules for communities that work Rules that clearly define who
gets what Good conflict resolution
methods in place Duties to be proportional to
benefits Monitoring and punishing
supervised by users Users allowed in setting and
modifying the rules
Communities
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How good is your open source community model?
You can control it Not a de facto model that
controls you It is documented
It can be explained, even to your parents
It provides clear guidance To both current and
potential members It supports governance
Helps mitigate conflicts with a sense of direction
Lessons from the OW2 Experience =>
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The nature of open source organizations
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Diversified Code Base
Developer-oriented Business-oriented
Specialized Code Base
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Budget
Personnel
Budget: 8M$Payroll: 40+
Budget: 5M$Payroll: 17
Budget: 0,5M$Payroll: 4-
Budget: 0,5M$Payroll: 2
Budget: >50M$(Google royalties)Payroll: 120
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The Typical OSS Organization Value Proposal
Technology services Technical infrastructure
Community services Governance framework
MarCom services Brand and identity
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Value Proposal First Layer: Technical Infrastructure
24/7 support Forge Binary repository Developers tools
SVN CVS Bug tracker
Atlassian tools Code signature
facility Download
Architecture Statistics
Code IP checking FOSSology OSLC Black Duck
Mailing lists Web site Wiki etc.
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Value Proposal Second Layer:Governance System
Principles Democratic Transparent Open, etc.
Structure has entities for: Decision Operation Guidance
Supports process: Decision process Project life cycles
Documented in: Bylaws IPR Policy Membership
Agreements Charters Etc.
Benefits Predictability Consistency etc.
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Value Proposal Third Layer:Marketing and Communication
Objective Build a brand Develop an identity
Events Exhibitions Conferences Community meetings
Communication Web site Press releases Interviews White papers Presentations Etc.
Collateral Fact sheet Executive overview General prez Project datasheets Goodies, etc.
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OW2 and Academia
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Community Driven
Market Driven
Academic Research
Burden Sharing
CommercialOpen Source
Accessory code
Publicly fundedprojects
"Vocational OSS"
Trials
"Lost Projects"
Leading OSS Projects
JOTM
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OW2 network of complementary expertises
CHINAEUROPE
LATIN AMERICA
NORTH AMERICA
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A Growing Academia Network
University of FortalezaUniversity of San Paolo
INRIAGETLIGCNRS-IMAGUJFTelecom Inst.
Fraunhofer-FOKUS
Peking UniversityBehang UniversityNUDTISCASHarbin U.GMRCNJUPTCharles U.
Plus Individual Members from 30 Universitiesin more than 10 countries
Free University
CDAC
© OW2 Consortium 2009 www.ow2.org
Academia Are Special to OW2
OW2 and Academia converge in: fostering innovation supporting open
source leveraging
international relations
Special membership conditions for Academia:
Academia = €3000
Laboratories* = €1000
*small number of members (in the range of 10s)
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Academia
Access to business and Open Source expertise
International relationship with other academia
Access to world-class development teams
Participation in publicly-funded projects
Industry relationship Networking opportunities Seed research
Staff and Lead a Project Code contribution Technology Council
participation
Universities, IT infrastructure R&D labsWhy Join
ROI Elements Contribution Profile
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Research Organization
Partnership with world-class development teams Participation in publicly-
funded projects
Increase technology transfer Platform for industry
relationship Real world experience Funding opportunities Enhanced visibility and
reputation
Staff Project(s)/ Initiative(s) Staff and Lead Local
Chapter Technology Council
participation
R&D organizations with leading IT research labsWhy Join
ROI Elements Contribution Profile
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http://forge.ow2.org/ http://www.ow2.orghttp://www.ow2.org.cn
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www.ow2.orgwww.ow2.org