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Open Source: What is It?
The document discusses the rise and significance of open source software, highlighting its adoption by consumers and enterprises, and defining key open source principles and community characteristics. It addresses common myths about open source, outlines various models for community-driven projects, and emphasizes the importance of transparency, participation, and risk management in ensuring project and institutional success. Additionally, it provides strategic recommendations for evaluating and supporting open source projects to enhance their sustainability and contribution to the community.
In this document
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Introduces open source, its rise in adoption, and a strategic perspective based on survey data.
Explains open source and details its definition emphasizing transparency, collaboration, and reduced vendor lock-in.
Highlights key characteristics and values of open source including community, collaboration, openness, meritocracy, generosity, and innovation.
Outlines essential requirements for open source software, including free distribution and usage without discrimination.
Describes the difference between restrictive and permissive licenses in the context of open source.
Lists various advantages such as freedom of use, quality, security, community responsiveness, and potential for lower costs.
Debunks common myths that portray open source as risky, unreliable or lacking support with supporting arguments.
Explains different models of open source including community-driven, with commercial partners, community source, and open core.
Describes the DuraSpace model focusing on community-driven, non-profit collaboration with international participation.
Advises on key factors for project success, emphasizing welcoming culture, transparency, and communication.
Details the evaluation process for ensuring institutional success with open source, like assessing sustainability and governance of projects.
Encourages commitment to the open source community through resource contribution, active participation, and advocacy.
Opportunity for questions and further discussions about the presentation.
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Open Source: What is It?
- 1. Open Source: Whatis it? Practices, Processes, Advantages, and Risks Jonathan Markow DuraSpace Webinar Series Chief Strategy Officer June 2, 2011
- 2. The Rise ofOpen Source Gartner Survey Reveals More than Half of Respondents Have Adopted Open-Source Software Solutions as Part of IT Strategy - February 8, 2011 • http://www.gartner.com/it/page.jsp?id=1541414
- 3. The Rise ofOpen Source
- 4. The Rise ofOpen Source “Worldwide more than 350 million consumers use open source software products and thousands of enterprises use open source code.” http://www.ifosslr.org/ifosslr/article/view/11/37
- 5. The Rise ofOpen Source “Open Source Software Hits a Strategic Tipping Point” -Harvard Business Review Blog March 9, 2011 http://blogs.hbr.org/cs/2011/03/ open_source_software_hits_a_st.html
- 6. What is OpenSource? Open vs. Open Source
- 7. The Open SourceDefinition The Open Source Initiative (opensource.org) “Open source is a development method for software that harnesses the power of distributed peer review and transparency of process.” “The promise of open source is better quality, higher reliability, more flexibility, lower cost, and an end to predatory vendor lock-in.”
- 8. Vendors are ourFriends! (…but lock-in is bad!) More on this later…
- 9. What Best Characterizes Open Source
- 10.
- 11. Open Source Values Collaboration
- 12.
- 13.
- 14.
- 15.
- 16. The Source Codeis Free
- 17. Source Code IsNot Enough… Distribution of the software has to comply with some important requirements…
- 18. Open Source Requirements •Free Distribution • Access to Source Code
- 19. Open Source Requirements •Derived works allowed • Integrity of author’s source
- 20. Open Source Requirements •No Discrimination! …against people …against groups, fields of endeavor • All rights applied equally
- 21. Open Source Requirements •License must not restrict other software • License must be technology neutral
- 23.
- 24. Advantages • More freedomto make decisions about how to use the software
- 25. Advantages • High Quality “Given enough eyeballs, all bugs are shallow” -Eric Raymond The Cathedral and the Bazaar
- 26.
- 27. Advantages • Responsive tothe Community
- 28. Advantages • Ease ofCustomization
- 29.
- 30. Myth #1 “If weadopt open source software, we’ll be at the mercy of crazed hackers!”
- 31. • Contributors earntrust and build reputation • Developers usually have the support of their employers • Communities are self-policing
- 32. Myth #2 “If wego with open source, I won’t have a throat to choke!”
- 33. • Options forthroat-chokers • Commercial service providers
- 34.
- 35. • Not likely,but loss of momentum is a risk • Consider the mitigating factors… • And don’t forget the track record of proprietary systems!
- 36. Myth #4 • “Opensource must be less secure. Anyone could just add malicious code!”
- 37. • That’s notthe way it works! • Protected repository • Trusted committers • Many eyes on the code • Malicious code is hard to inject. (Unintentional vulnerabilities are easier.)
- 38. Myth #5 “We can’timplement open source software because we don’t have the resources to contribute back to the project!”
- 39. • Consumer vs.Creator • Many options for helpful participation
- 40. Myth #6 • “Ifit’s open source, I won’t be able to get support!”
- 41. • Plenty ofcompanies earn a living providing service for open source products • Service level agreements
- 42. Open Source Models 1.Traditional Community-Driven • Meritocracy • Transparency • Open to all • Volunteer • User/corporate sponsorships • Key risk: Deliverables not iron-clad
- 43. Open Source Models 2.Traditional Community-Driven with Commercial Partners • Vendors are part of the community • Contribute to projects • Provide service • May license proprietary plugins
- 44. Open Source Models 3.“Community Source” • e.g., Kuali Model • Decision makers invest in a seat at the table • Managed resources • Hierarchical, directed development structure with more predictable outcomes. • Vendor partners contribute • Key Risk: Diversity might be limited
- 45. Open Source Models 4.“Open Core” • For-profit vendor owns the intellectual property • Core open source application is accompanied by proprietary version, which comes with licensing or support fee • e.g., “Community” vs. “Enterprise” versions • Requires dual licensing • Key risk: Could be insular, self-interest outweighs community
- 46. The DuraSpace Model •Traditional open source • Community driven; non-profit • Diverse committers, users; international participation • Registered service providers • Community sponsorship (Soon: Corporate sponsorship) • Service revenue (DuraCloud)
- 47. Pathways to Successwith Open Source • …For the Project • …For the Institution
- 48. Project Success • Bewelcoming; be generous • Attract and mentor new talent • Create an easy entry to the project (e.g., list of potential patches) • Attract diversity of committers • Maintain a responsive mailing list
- 49. Project Success • Betransparent • (Almost) all discussions are open • Everything goes on the mailing list • Code exposed to all • Publicize project roadmap
- 50. Project Success • Adoptwell-understood processes • How is code contributed? • How are decisions made?
- 51. Project Success • Committersdecide • But everyone is invited to the conversation • New committers selected by current group • Consensus decision-making
- 52. Project Success • Includetechies, users, administrators, writers, managers into project • There are many useful roles for people who want to contribute
- 53. Project Success • Getthe word out! • Communication is key • Web site • Wiki • Blogs • Social media • Visibility • Present at conferences, other • Marketing
- 54. Project Success Producing OpenSource Software -Karl Fogel http://producingoss.com/html-chunk/index.html
- 55. Institutional Success • Doyour due diligence • Product Comparisons • Assess costs • Insist that your purchasing department gives Open Source a fair hearing during an RFP process • Focus on pilot functionality more than RFP check lists
- 56. Institutional Success • Evaluatethe Open Source project • What is the sustainability model? • Subscribe to the mailing lists • Look at the web sites, wiki • Is there documentation? • Are there options for third-party support?
- 57. Institutional Success • Evaluatethe project (cont.) • What is the governance model? • How many users? • Does the project have momentum? • Regular releases? • Are there options for third-party support?
- 58. Institutional Success • Evaluatethe project (cont.) • Consult with peer institutions • Attend conferences • Attend webinars • Any recognition in trade press, online?
- 59. Institutional Success • Evaluatethe project community • Diverse set of committers? • Open, transparent, respectful of newcomers? • Subscribe to the mailing lists • How active are the developers?
- 60. Institutional Success • Internalproject management is critical • Treat the implementation as you would any other product • What role will your technical staff play? • Active development? • Implementation partners? • Manager of third-party services?
- 61. Protect Your Investment •Do you use the product? • Does it meet your needs? • If so, support the community!
- 62. Support the Community •Commit developer resources • Commit code • Contribute patches
- 63. Support the Community •Be active on the mailing lists (offer help where you can) • Contribute documentation • Contribute training material • Host a developer meeting, a user meeting, a regional meetup
- 64. Support the Community • Attend conferences • Present at conferences • Be a product reference • Join user groups • Volunteer for a case study
- 65. Support the Community Be an Advocate!
- 66. Questions Jonathan Markow *jjmarkow@duraspace.org