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OK, YOU GOT AGILE?
HOW DOES THAT BECOME A PRODUCT?
@zehicle on Open Source for Fun & Profit
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Agile Manifesto
People over process > http://agilemanifesto.org/
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
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Open Source
Profit? Free in Open Source is NOT about revenue
It’s about fair use, not profit Create Value!
Customers expect to pay for value Support & Validation are value Voice in the community is value
No product is instant: $ from Sustaining Open Source License Models
Copy Left vs Copy Right Legal matters: IP protection, liability limits Know your model
GPL – requires you to pay it back into the community Apache – “business friendly” because you don’t have to share MIT – “over the fence” with minimal impacts
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Lean + Agile
Lean is a Manufacturing Process Goldratt: The Goal Ries: Lean Startup Kim: Phoenix Project
Ideas are Inventory <- this is POWERFULIterative Learning!
Work in Pivots Selling validates concepts Vision is not the same as a commitment (interlocking =
risk) DON’T skip strategy chasing profit You are NOT in as big a rush as you think
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Process, Culture & Open Source
Culture mattersDoing is doing
Lean is about learning Low inventory = agility Inertia is your friend: get moving Inertia is your enemy: don’t coast
Leave Room for Collaboration Be flexible Get feedback fast Good ideas survive
Deliver
Learn
Measure / Commit
Alternatives / Collaborate
Accept Unknowns / Trust
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When Agile/Lean Fails
Mismatch w/ larger processTrust challenges Feedback missingBeing too tactical – leave room for strategy!Technical Debt not being paidMismatched risk toleranceInability to delivery iterativelyUnwillingness to collaborate with customers
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Value of Open Source
Customers Supply chain transparency Cost – generally it’s comparable BUT multi-vendor Quality – yes, actually higher Pace of innovation – much faster
Vendors Support Contracts Consulting Engagements Update / Subscription Sales Accelerate Primary Product (e.g.: Linux sells Servers)
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Risks for Open Source
Risks Picking a project that dies Lacking expertise to be successful Loss of control of the project
Mitigations Adopt slowly Purchase from established companies Build expertise if capability is core
Force Multipliers More engaged technologists Better able to adapt to your business
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Why Open Source works for Vendors
ControlDirect Feedback / Customer InteractionDefect detection / correctionPerception of leadershipPace of Innovation / VelocitySupply Chain with CustomersCollaboration with PartnersCost
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Driving Open Source CommunitiesDriving Open Source Communities
2/17/2014
10
Leadership requires active contribution!
Leadership creates• Design Influence• Credibility with Customers• API & Feature Advantage• Ensures compatibility
Using without Leading: Stuck with others designs Get advanced features late Changes are disruptive
Selling without Contribution• Prone to defects• Waiting on releases• Angers community
$$$Build Customer Relationships
Contribution&
Leadership
Advantaged Ecosystem$$$
Influence APIs & Features
Needed Integration & Advanced Capabilities
Easy WayTo Influence
Hard WayTo Influence
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Sales Funnel
This is Sales 101
If you want to closed deals, you need to build a pipeline of prospects. There’s a conversion ratio of losses at each stage in the funnel.
Generally, it costs $$$ to get prospects into the funnel and you only make $$$ when they exits the bottom.
You care about inbound volume, cost to acquire and conversion rate.
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Sales Funnel + Open Source
Open source engagement is (one of) our sales funnels. People in our community are much more likely to become paying customers. A positive experience is essentialCommunity Download
Trial Engagement
PoC and Pilot (may be silent)
Customer Conversion
The other funnels are partners and Dell lead generation. Most of those still enter our community!
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Not all Open is Collaborative
We are focused on collaborative open sourceWe want projects with diverse contributorsWe accept community input and changesWe lead by focusing on customer value
More sustainable project modelLess risk for users of the projectEasier to influence & participate
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Cathedral vs. Bazaar
Books Raymond, Cathedral & Bazaar Bacon, Art of Community
Two approaches to design Strongly lead with a small visionary core Collaboratively lead with adaptive design
Linux, OpenStack & Crowbar: “bazaar style” Humility in design “all bugs are shallow” Everyone has something to contribute
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Upstream, Gates, Trunk & Branch
Trunk is main place where work is being done. Trunk has all the latest stuff and changes Going off trunk is usually less stable
Gates are code reviews before code is added Multiple parties review code before it’s added to trunk We have controls and tests to ensure new code is good code
Branches (or Forks) are a split off of the main trunk may have special features or be more stable generally, work is not shared back
Upstream is giving code back to community. You take time to merge back into trunk We “pull” code into trunk from contributors
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Thinking Deeply…
OpenStack and Hadoop are being much more disruptive than we expected. Why?
The benefit of open, collaborative projects is not cost! The benefit is control of deliverables and features.
If IT is essential to your business (an that is true for nearly everyone now), then open source projects give you control and visibility into your supply chain.
Open source is about supply chain management