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An Open Source Approach to Collaboration
- 1. An Open Source Approach to Collaboration Chris Johnson Tirza Hollenhorst [email protected] [email protected] 678 608 3408 678 608 3408 wwww.ifpeople.net www.ifpeople.net
- 2. About Us ● Scientists by training ● Lived in 7 countries ● Cofounded ifPeople (2003, Argentina) ● Social Enterprise ● Partnership-Based ● Strategy-Centered
- 4. We help our clients use tech to nurture effective, long-term relationships with stakeholders. Click to edit Master subtitle style
- 5. The Challenge Problems larger than one org can solve ● Need to use resource efficiently ● Lack of culture of collaboration ● Duplication of effort Photo by foxypar4
- 6. Open Source Helps Distribute the burden Diverse perspectives enrich the final product Focus on creating value for users Give everyone a voice Photo by km6xo
- 7. How? ● Give people the rights ● Focus on the community ● Appropriate leadership Quality product will emerge!
- 8. What is Open Source?
- 9. Open Source is NOT ● Free beer (freeware) ● Twitter (free services) ● Anyone can change anything (and break) software ● Experimental projects by underground hackers ● Used only by geeks
- 10. Open Source is... License Product Means of Production Img: Vector Portal
- 11. License ● Governs the rights to the product created ● You have the right to: ● Modify ● Copy ● Use in any way ● Distribute ==> need to have the source “Free as in Freedom”
- 13. Shared Purpose “The reason that the Fedora community exists is to encourage and empower the awesomeness that exists in the world, to bring people together, and to share the awesome results with everyone.” Source: “Cultivating Contribution”, Tom Calloway, 2009
- 14. Processes ● How to organize people and innovation for a hard problem: creating software. ● Design ● Development ● Release management ● Quality control ● Maintenance ● Marketing
- 15. Open Source Community Members Contributors (5%)) Participants (15%)) PARTICIPATE Consumers (80%) SHARE SEEK Source: “Cultivating Contribution”, Tom Calloway, 2009
- 16. Structure ● Governing body (foundation, company, etc) – Handles contributor agreements and access to code ● Built around modularity of the code base – People or teams take responsibility for a module ● Often times informal structure
- 17. Technology ● Code repository ● Communications: ● Issue tracker ● Mailing list ● Instant messaging ● Website and/or wiki
- 19. Community Case Studies ● Mozilla Foundation / Firefox ● Apache Software Foundation / Apache Server
- 20. Shared Purpose: The Mozilla project is a global community of people who believe that openness, innovation, and opportunity are key to the continued health of the Internet. Product: Firefox web browser with ~23% market share. Other projects include Thunderbird (email application) and Bugzilla (software development tool).
- 21. Origin: AOL acquired Netscape; Netscape announced in 1998 that Communicator product would be available as free, open source software. Structure: Mozilla Foundation (2003) created to house the project. Owns subsidiary forprofit companies. Distinct hierarchy in the management: ● Mitchell Baker and Brendan Eich function as Benevolent Dictators. ● Individuals given authority to make decisions: Sheriff, Performance Guru, Super Reviewer.
- 23. Members: In addition to development community, have Spread Firefox project members (gives specific role to anyone, despite technical ability). Also has active community contributing addon products. Mitchell Baker – Chief Lizard Wrangler Is passionate about building and maintaining Community and creates roles most other OSS Projects neglect.
- 28. Principles of Open Source Production
- 29. User = Contributor ● Everyone is an owner ● Anyone can fork the project
- 31. Leadership Response ● Goal is to lower barriers to being a contributor ● Build consensus ● Hold conversations in public
- 32. People are free, independent, self directed beings ● Projects are largely volunteer driven ● Participants choose what they want to work on ● More than one person may work on solving same problem
- 33. Leadership Response ● Keep product modular ● Every user is a potential volunteer ● Distribute tasks (management and technical) “...Leadership in an open source community comes not from leverage or control, but from finding common interests and expertly managing what is volunteered.” Fogel
- 34. Doocracy, Not Democracy ● Actions matter more than opinions People should feel that their connection to a project, and influence over it, is directly proportional to their contributions. ● Voting systems +1 0 1
- 35. Community is an asset Members value the community Give a little, get a lot: Giving back User/developers benefit from being part of a larger community
- 36. Community is an asset The Community values its members ● Time invested in maintaining community ● Creating roles ● Mythology ● Social capital and recognition of contributions ● Gatherings to bring people face to face
- 37. Case Study: Fedora Fedora is a Linux based operating system. It is built by a community – The Fedora Project. They community is “contributor centric” Focuses on building strong, educated users Contributors Contributors make up about 5% of the community
- 38. Fedora's Four Foundations 100% legal, redistributable: Content, Everyone has something to give. websites, artwork, code, everything Disagreement, then discussion, then consensus Deliver Technical Excellence Innovation changes the world Upstream Collaboration is key We are eager to do the heavy lifting Feature process allows contributors A rapid release cycle to showcase their skills Community R&D lab Red Hat hires people based on work done Red Hat does not control the community in Fedora Source: “Cultivating Contribution”, Tom Calloway, 2009
- 39. WellDefined Communication Documented and transparent ● Vital for collaborative design ● Designed to capture the distributed knowledge of community, make voices heard
- 40. Rigorous Contribution Process ● Contributor agreements ● Controlled ability to commit the product ● Release management (manager)
- 41. Is there a road map? Photo by Wade from Oklohoma
- 42. Social Sourcing A project organizing approach that gets diverse stakeholders to participate in the process, thus creating sustainable community. Goal: Create a vibrant, healthy community that shares in stewarding the product.
- 43. Your Own Preparedness Find something you are passionate about Set the tone Keep conversations public Nip rudeness in the bud Involve others from the start
- 44. Example: GetPaid • Ecommerce product for Plone • Provides payment processing and simple store • www.plonegetpaid.com
- 45. Social Sourcing Process Study the market - Benchmark - Don't reinvent the wheel Set the stage - Name your project - Create a good mission - Set up communications tools (website, list, etc) Put together a compelling plan - Clarify where the project is going
- 46. Social Sourcing Process Recruit and engage - Make it easy for people to work with the project Gather necessary resources Bite off a manageable chunk to do - Release early and often! Celebrate successes Recognize contributors Track progress and communicate about it
- 47. Learn More Chris Johnson | Tirza Hollenhorst [email protected] | [email protected] www.ifpeople.net (see Learn section) 678-608-3408
- 48. Click to edit Master subtitle style