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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


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


Image: http://www.chotocheeta.com/2009/03/06/apache-vs-litespeed-time-to-switch/

Apache server market share +- 50%


Ligne 210

1

2

3

4

5

6

7

8

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


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


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.


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


Commercial Open SourceFree Software


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/


The nature of open source communities


Open Source Communities

Huihoo

TopCased


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

http://lipietz.net/spip.php?article2344

http://www.garretthardinsociety.org/articles/art_tragedy_of_the_commons.html


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









Commonsis overused

Privatizeor Nationalize

(Enclosure)






Analysis source: http://lipietz.net/spip.php?article2344



Commonsis overused


(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


A resourcethan no oneowns





Commonsis overused


(Enclosure)

False: historically not right

•Commons were regulated...•But had to be replaced becauseit was a land expansive systemthat consumed all land available


A resourcethan no oneowns





From the French Communs




From the French Communs

From the Latin munus ('gift' but also 'due')




municipality

Governance mechanism- ownership- authority- customs




muneration

Socialisation mechanism- exchange- redistribution- reciprocity

re




reciprocity





100%

of t

he c

ontri

butio

ns

100% of the members

10% of the membersprovide 100% of the contributions


100%

of t

he c

ontri

butio

ns

100% of the members


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


100%

of t

he c

ontri

butio

ns

100% of the members


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


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!!!


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


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 =>


The nature of open source organizations



Diversified Code Base

Developer-oriented Business-oriented

Specialized Code Base


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


The Typical OSS Organization Value Proposal

Technology services Technical infrastructure

Community services Governance framework

MarCom services Brand and identity


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.


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.


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.


OW2 and Academia


Community Driven

Market Driven

Academic Research

Burden Sharing

CommercialOpen Source

Accessory code

Publicly fundedprojects

"Vocational OSS"

Trials

"Lost Projects"

Leading OSS Projects

JOTM


OW2 network of complementary expertises

CHINAEUROPE

LATIN AMERICA

NORTH AMERICA


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)


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


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


http://forge.ow2.org/ http://www.ow2.orghttp://www.ow2.org.cn

http://www.ow2.org/


www.ow2.orgwww.ow2.org

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