creating a free and open source software ecosystem to facilitate government foss policy...
DESCRIPTION
My talk at the TechniClick session of GovTech (South African government IT conference) in Durban on September 10th, 2011TRANSCRIPT
Creating a FOSS ecosystemto facilitate government
FOSS policy implementation
Dr Derek W. KeatsdKeats Innovations
[trading under of Kenga (Pty) Ltd]
http://[email protected]
+27 82 787 0169
Ecological
Complex system with emergent properties
Direction
Synergy
Kelp forest
Canopy
Epiphytes
Water column
Understory
Encrusting
La ye r s
Structure
Use existing
Five layers of a FOSS strategy
Adapt existing
Sponsor a project
Join a project
Create a project
The organisation uses existing FOSS tools, such as GNU/Linux, and does not contribute to their development.
The organisation makes minor adaptations of existing tools to serve its own peculiar business needs.
The organisation sponsors an external agency to create a tool on its behalf, and may assist that agency to locate other sponsors who could join the project.
The organisation puts resources, either money, a software developer, or documentation resources into an existing project.
The organisation puts resources, either money, a software developer, or documentation resources into an existing project.
Pro
duct
Pro
cess
Use existing
Five layers of a FOSS strategy
Adapt existing
Sponsor a project
Join a project
Create a project
They are not mutually exclusive, and for a strategy of the scope of the SA Government FOSS strategy, all of them should be present.
Pro
duct
Pro
cess
… of your FOSSecosystem
These are the layers ...
Ecological processes
Ecological processes
Predation
Ecological processes
Primaryproduction
Herbivory
Symbiosis
Predation
Competition
PeopleVision Process Technology
ClearKnownAligned to other visionsAligned to other strategiesOther strategies aligned to vision
SkillsKnowledgeCompetenciesConnectednessEmotional intelligenceProblem solving abilityAttitudesBeliefsPassionFearsHidden agendasPolitics
Commitment
CreationDeploymentOperationSupportEnhancementInnovationChange managementCommunication
ApplicationSupporting applicationsOperating systemHardwareNetworkInternetUser devicesUser operating systemUser applications
PeopleVision Process Technology
Align for successAlign for success
Start here Do these together
Underpinned by: appropriate and sustainable finance
PeopleVision Process Technology
ClearKnownAligned to other visionsAligned to other strategiesOther strategies aligned to vision
SkillsKnowledgeCompetenciesConnectednessEmotional intelligenceProblem solving abilityAttitudesBeliefsPassionFearsHidden agendasPolitics
Commitment
CreationDeploymentOperationSupportEnhancementInnovationChange managementCommunication
ApplicationSupporting applicationsOperating systemHardwareNetworkInternetUser devicesUser operating systemUser applications
PeopleVision Process Technology
Align for successAlign for success
Start here Do these together
Underpinned by: appropriate and sustainable finance
PeopleVision Process Technology
ClearKnownAligned to other visionsAligned to other strategiesOther strategies aligned to vision
SkillsKnowledgeCompetenciesConnectednessEmotional intelligenceProblem solving abilityAttitudesBeliefsPassionFearsHidden agendasPolitics
Commitment
CreationDeploymentOperationSupportEnhancementInnovationChange managementCommunication
ApplicationSupporting applicationsOperating systemHardwareNetworkInternetUser devicesUser operating systemUser applications
PeopleVision Process Technology
Align for successAlign for success
Start here Do these together
Underpinned by: appropriate and sustainable finance
Technology centred People centredTechnology centred
Sa
les
/ ve
nd
ors
lea
dO
rga
nis
ati
on
Dependency / Outsourced
Perpetual skillsshortage
Process & technologyinnovation
Technologyskillstransfer
Locus of focus
Lo
cu
s o
f c
on
tro
l
Technology centred People centredTechnology centred
Sa
les
/ ve
nd
ors
lea
dO
rga
nis
ati
on
Dependency / Outsourced
Perpetual skillsshortage
Process & technologyinnovation
Technologyskillstransfer
Locus of focus
Lo
cu
s o
f c
on
tro
l
Major
tension
Processes relevantto a successfulFOSS strategy
Implementation
Support
Development
Procurement
Foster growthof FOSS
businessesFoster FOSSResearch &
Development
Build amindset ofinnovation
Training andJIT learning
. . . etc
Ecosystem & their biologicalcommunities have organisation
Silos
Verticalorganisation
Silos
Silos
What are the horizontalorganisers?
SITAXXXX
Push and pull
Drivingforce
Is itidentified &adequatelypowered
Push and pull
Drivingforce
Counterforces
Are they identifiedand dealt
with?
Is itidentified &adequatelypowered
System change
Val
ue
t o o
rgan
izat
ion
(o
r se
gm
ent s
th
ere o
f)
0
Initial state
Desired state
Degree of penetration within the organization
(Time as a proxy)
Val
ue
t o o
rgan
izat
ion
(o
r se
gm
ent s
th
ere o
f)
0
Initial state
Desired state
Naïve path (what people often believe should happen)
Degree of penetration within the organization
(Time as a proxy)
Val
ue
t o o
rgan
izat
ion
(o
r se
gm
ent s
th
ere o
f)
0
Initial state
Desired state
Naïve path (what people often believe should happen)
Degree of penetration within the organization
(Time as a proxy)
Pain cu
rve
path
(the
bes
t tha
t is
likel
y)
Val
ue
t o o
rgan
izat
ion
(o
r se
gm
ent s
th
ere o
f)
0
Initial state
Desired state
Naïve path (what people often believe should happen)
Degree of penetration within the organization
(Time as a proxy)
Pain cu
rve
path
(the
bes
t tha
t is
likel
y)
Val
ue
t o o
rgan
izat
ion
(o
r se
gm
ent s
th
ere o
f)
0
Initial state
Desired state
Naïve path (what people often believe should happen)
Zone oflatent benefit
Degree of penetration within the organization
L
D
(Time as a proxy)
Pain cu
rve
path
(the
bes
t tha
t is
likel
y)
L = Maximum loss of valueD = Duration of value below starting point(actual will of of course be an integral)
Minimum possible area
Degree of competency
Are
a o f
zon
e of
late
nt b
ene
fit Weak strategic alignmentStrong strategic alignment Value ofpre-alignment
Strong strategic alignment
Competencies notbuilt
Strong strategicalignment
Competenciesbuilt and strong
Weak strategicalignment
Competenciesbuilt and strong
Weak strategicalignment
Competencies notbuilt
Competencies
Str
ate
gic
ali
gn
men
t
Val
ue
t o o
rgan
izat
ion
(o
r se
gm
ent s
th
ere o
f)
0
Desired state
Naïve path (what people often believe should happen)
Pain curve
path
Degree of penetration within the organization (or time)
Fear-led path
Actualgain
Potentialgain
Lostopportunity
Pressure of ignorance
(the
bes
t tha
t is
likel
y)
Actions ofscoundrels
Val
ue
t o o
rgan
izat
ion
(o
r se
gm
ent s
th
ere o
f)
0
Desired state
Naïve path
Pain
curv
e pa
thDegree of penetration within the organization (or time)
Fear-led path
Actualgain
Potentialgain
Lostopportunity
Pressure of ignorance
The tragedy of the lost opportunity:hardly anyone notices!
Actions ofscoundrels
Val
ue
t o o
rgan
izat
ion
(o
r se
gm
ent s
th
ere o
f)
0
Formerdesired state
Time
Initialstate
State at projectcompletion
Nextopportunity
Continued ongoing investment
Strength of ecosystem
● The President as an active champion● Confidence● Training and support● Development and project management capacity● Management commitment (not just lip service)● Knowledgeable user community● Procurement policies● Business partners
Five layers of a FOSS strategy
Use Adapt JoinSponsor Create
Str
engt
h o f
ec o
sys t
em
Strength of ecosystem
● The President as an active champion● Confidence● Training and support● Development and project management capacity● Management commitment (not just lip service)● Knowledgeable user community● Procurement policies● Business partners
● The President as an active champion● Confidence● Training and support● Development and project management capacity● Management commitment (not just lip service)● Knowledgeable user community● Procurement policies● Business partners
“Free” as in “freedom”
Strength of ecosystem
Silos
Authority across silos
What progress have you seen with the implementation of FOSS Policy 2007?
1. Use FOSS.
2. Migrate to FOSS
3. Develop in FOSS
4. Use FOSS Licensing
5. Promote FOSS
What, in your opinion, can the South African government do to accelerate implementation of the Policy?
Ec o
s yst em
What procurement strategies, in your opinion, can government implement to enable the
use of FOSS in government?
How about: How can procurement strategies
help create a FOSS ecosystem leading to innovation, enhanced
economic growth, stronger democracy &
better government?
Enterprise architecture question
What kind of architecturedo we need that appliesFOSS practices & principles wheneverpossible?
What processes can lead to the creation of this architecture?
Thank youThis presentation was made entirely using Free Software
[email protected]://www.dkeats.com
Derek Keats, PhD
http://facebook.com/dkeats