Making Open Source
Work
in the Enterprise
Go Open 2009
Oslo
17th April 2009
Jeroen van Disseldorp, MSc MBA
Open Source Alliance Manager
Capgemini Netherlands
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The open source ecosystem
Supply side Demand side
Professional suppliers Professional users
G
Consumers / personal use
8
C3 Service
vendor
Gov't
7
Developers
(community) Companies
5
Volunteers
6
C1
Software
Software
reseller
vendor
Other
3 4 10
C2
1 2 9
Hardware
Hardware
reseller
vendor Own IT
knowledge &
capabilities
C4
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Making the ecosystem work
Communities
Companies
Users
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Making the ecosystem work
Communities
Companies
Users
Together. Free your energies

Together. Free your energies

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Making the ecosystem work
Communities
Companies
Users
Together. Free your energies

Together. Free your energies

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25 reasons to Say No
to Open Source
 Resistance to change  Unpredictability
• •
I'm satisfied with what I have What if the supplier goes bankrupt
• Not every change is improvement • No guarantees
• I've already invested so much • Programming yourself
• Illegal copy? So what? • Legal risks
• Breach of intellectual property
 Quality of the software
 Cost / amount of work
• Hacker software
• Untested • Retrain everybody
• Insecure • Convert all documents
• Unstable software • Conversion issues
• No experience
 Market / services available
• Cost of migration
• No support
 References
• No professional suppliers
• No maintenance • I don't know anyone that uses it
• •
Bad for IT sector But everyone does it like this
• Good relation with current supplier
Source: Fabels en Feiten v2.1, OSOSS
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Making the ecosystem work
Communities
Requires
technological
Companies
and cultural
maturity
Users
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Making the ecosystem work
Communities
Companies
Users
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Making the ecosystem work
Communities
Companies
Users
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Open source forecasts (1)
 Although OSS represents about 7 percent of today's $172
billion software market, it will account for 15 percent of a
$277 billion market by 2010. Moreover, OSS will account
for 24 percent of the $673 billion market that includes
software and professional services.
 By 2010, Global 2000 IT organizations will use open-
source products in 80 percent of infrastructure focused
software investments and 25 percent of business
software investments (0.8 probability).
Source: Market Focus: Open-Source Software, Worldwide, 2005-2010, Gartner, June 2006
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Open source forecasts (2)
 Defined broadly, FLOSS-related services could reach a
32% share of all IT services by 2010.
Source: Economic impact of OSS on innovation & competitiveness of the ICT sector in EU,
MERIT, Nov 2006
 A major Gartner user survey on IT spending in 2007
found that approximately 18% of the IT software
portfolios were OSS.
 26% of the respondents are using OSS currently, and
14% additionally plan to in the next budget year.
 Respondents currently estimate the proportion of
spending on OSS-related services to be about 26% of
their entire budget for ESPs, and this number is
expected to continue to grow.
Source: Hype Cycle for Consulting and System Integration, 2008, Gartner, July 2008
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Market Scenarios
 High Uptake
• Global OSS services market in 2010 is € 84 billion
• Using Gartner/MERIT
 Medium Uptake
• Global OSS services market in 2010 is € 38.8 billion
• Using Gartner (2) + growth assumptions
 Low Uptake
• Global OSS services market in 2010 is € 19.4 billion
• Theoretical worst-case scenario, using half of Medium Uptake
Source: Making Money on Free Software, Capgemini, 2008
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Communities Requires
Requires
technological
technological
and cultural
and cultural
maturity
maturity
Companies Users
Talk about business
objectives, IT requirements,
service levels, etcetera
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Capgemini's Alliance Model
Combined sales
Alliance Partner
Capgemini
Trad.
Dept. 1
Alliance
Dept. 2
Dept. 3 Dept. 4
Contact and relationship
management
Combined sales
Open Source
Alliance Partners
Capgemini
Open
Partner 1
Source
Partner 2
Alliance
Partner 3 Partner 4
Contact and relationship
management
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Some of the Dutch open source
customers of 2008...
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Making the ecosystem work
Communities
Companies
Users
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Contact details
Jeroen van Disseldorp, MSc MBA
Open Source Alliance Manager
Capgemini
Papendorpseweg 100
3528 BJ, Utrecht, Netherlands
Tel: +31 30 689 2154
Mob: +31 615 030 654
jeroen.van.disseldorp@capgemini.com
Additional photo credits:
http://www.flickr.com/photos/roxanacongrainslistaderegalos/3257518823/
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Appendices
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25 reasons to Say No
to Open Source
Talk about the change itself and
 Resistance to change  Unpredictability
its benefits. the supplier goes bankrupt is
• What if Open Source itself
• I'm satisfied with what I have
often not guarantees
• No an issue!
• Not every change is improvement
• I've already invested so much • Programming yourself
Strategic / political
• Illegal copy? So what? • Legal risks
* Vendor independence
• Breach of intellectual property
 Quality of the software
* Open platform for the future
 Cost / amount of work
• Hacker software
• Untested • Retrain everybody
Tactical
• Insecure * Cost Convert all documents
• reduction
• Unstable software • Conversion issues
* Time-to-Market
* Scalability
• No experience
 Market / services available
• Cost of migration
• No support
Operational
 References
• No professional suppliers
* Proven solutions that uses it
• No maintenance • I don't know anyone
* Predictability and reliability
• •
Bad for IT sector But everyone does it like this
• Good relation with current supplier Note: very situation dependent
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25 reasons to Say No
to Open Source
Build credibility
 Resistance to change  Unpredictability
• • What if the supplier goes bankrupt
I'm satisfied with what I have
Provide examples of mission
• Not every change is improvement • No guarantees
critical Programming yourself
use
• I've already invested so much •
* NASA uses Linux in their ISS
• Illegal copy? So what? • Legal risks
* The Dutch of intellectual property
• Breach stock quotes are
 Quality of the software
distributed real-time using open
 source amount of work
Cost / infrastructure
• Hacker software
* Google's infrastructure
• Untested • Retrain everybody
• Insecure • Convert all documents
Give •examples issues
Conversion of products many
• Unstable software
people No experience
use
•
 Market / services available
* Firefox of migration
• Cost
• No support
 OpenOffice
*
References
• No professional suppliers
* ...
• No maintenance • I don't know anyone that uses it
Only • necessary... talklike this the
if But everyone does it about
• Bad for IT sector
development process itself
• Good relation with current supplier
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25 reasons to Say No
to Open Source
Show what companies like
 Resistance to change  Unpredictability
Capgemini ifaresupplier goes bankrupt
• What the doing with open
• I'm satisfied with what I have
source No guaranteesmuch they do
and how
• Not every change is improvement •
• I've already invested so much • Programming yourself
Capgemini risks
• Illegal copy? So what? • Legal
* Strategy consulting property
• Breach of intellectual
 Quality of the software
 Architecture of work
* Cost / amount
• Hacker software
* Product selection
• Untested • Retrain everybody
* Implementation
• Insecure • Convert all documents
* Outsourcing issues
• Unstable software • Conversion
* Application Management
• No experience
 Market / services available (OSSPartner)
• Cost of migration
• No support
 References
• No professional suppliers Others
Other Icompanies offer similar
• No maintenance • don't know anyone that uses it
services! everyone does it like this
• • But
Bad for IT sector
• Good relation with current supplier
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Visualize the knowledge you have!
Example: Capgemini NL's Linux people
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25 reasons to Say No
to Open Source
Remove insecurity by comparing
Resistance to change  Unpredictability
with non-open source software
• I'm satisfied with what I have • What if the supplier goes bankrupt
• Not every change is improvement • No guarantees
Business Continuity guaranteed
• I've already invested so much • Programming yourself
* open →copy? So what? necessary
• Illegal escrow not • Legal risks
Just as many softwareinsurance
Quality of the (little) • Breach of intellectual property
* See many commercial EULAs  Cost / amount of work
• Hacker software
No •programmers needed to alter
Untested • Retrain everybody
code Insecure
• • Convert all documents
* Implementers are strongly
• Unstable software • Conversion issues
discouraged to alter OSS code • No experience
Market / services available
No more/less legal worry
• Cost of migration
• No support
* Indemnification present
 References
• No professional suppliers
* OSS licenses depend on strong
IP enforcement
• No maintenance • I don't know anyone that uses it
• •
Bad for IT sector But everyone does it like this
• Good relation with current supplier
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25 reasons to Say No
to Open Source
“Normal project management”
Resistance to change  Unpredictability
• I'm satisfied with what I have • What if the supplier goes bankrupt
Reduce risks usingimprovement
• Not every change is • No guarantees
* Architectureinvested so much
• I've already • Programming yourself
* Productcopy? So what?
• Illegal selection • Legal risks
 Quality of theBRR and others
→ OSMM, software • Breach of intellectual property
* Implementation approach  Cost / amount of work
• Hacker software
* Existing software converters
• Untested • Retrain everybody
* •Documents, templates, etc.
Insecure • Convert all documents
* Maintenance and support
• Unstable software • Conversion issues
* OSSPartner and others • No experience
 *Market / services available
Outsourcing • Cost of migration
• No support
* Training / education
 References
• No professional suppliers
• No maintenance • I don't know anyone that uses it
• •
Bad for IT sector But everyone does it like this
• Good relation with current supplier
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25 reasons to Say No
to Open Source
Provide references of yourself
Resistance to change  Unpredictability
and others with what I have
• I'm satisfied • What if the supplier goes bankrupt
• Not every change is improvement • No guarantees
See for starters Capgemini
• I've already invested so much • Programming yourself
referencescopy? So next slides, but
• Illegal in the what? • Legal risks
there areof the softwareothers!
Quality many many • Breach of intellectual property
 Cost / amount of work
• Hacker software
• Untested • Retrain everybody
• Insecure • Convert all documents
• Unstable software • Conversion issues
• No experience
 Market / services available
• Cost of migration
• No support
 References
• No professional suppliers
• No maintenance • I don't know anyone that uses it
• •
Bad for IT sector But everyone does it like this
• Good relation with current supplier
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Reference: Netherlands
in Open Connection
 2 main topics, 17 policy actions
 Open standards
– Forum Standardisation
– Comply-or-explain-and-commit
– Interoperability Framework / NORA
– Adoption of ODF besides older formats
 Open source software
– Implementation strategy for all government
– Preference upon equal fitness for purpose
– Open source government's own software
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Reference: SPEER
 Application
– Strategic Program for ERP Enabled Reengineering
– Replacement of 85 legacy systems with 1 ERP system
– SPEER redefines all logistical and financial processes using SAP
– Big and important project with complex political context
– Consortium with Logica
 Rationale for the use of open source
– SAP is generally implemented on Unix platforms such as AIX or HP-UX
– Linux was chosen as Unix-variant to prevent vendor lock-in
– Stable platform, SAP is certified on Novell Linux
 Size
– The project budget is €240M, excl. technical infrastructure
– Capgemini revenue: around €80M
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Reference: Rijkswaterstaat
(Dutch Road and Waterways)
 Application
– Implementation of new data center using Linux on VMWare
– “On demand” supply of server capacity
– Management tooling chosen is Novell ZenWorks
 Rationale for the use of open source
– Cost reduction, transparency, proven technology
and promotion of market competition
– Technology can be combined well with VMWare's virtualization
 Size
– Around 400-600 Linux servers, with Apache/JBoss/Tomcat etc.
– Based on a combination of RedHat and Novell SuSE
 Status
– Currently being deployed
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Reference: HMRC
 Application
– Web Servers, Application Servers, Oracle Servers
 Rationale for the use of open source
– Linux: License costs, opportunity to use commodity hardware, widely available support,
usable in combination with virtualization
– Development components: licence costs, industry standards, familiarity with developers
 Security implications
– Comparable to other solutions
 Commercial support
– “The Aspire Open Source strategy prefers a
commercial support contract over OSS
community support for all non-trivial products”
 Results
– Linux: no issues to date
– Development components: seamlessly integrated, no issues
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Reference: Direction Générale des Impôts
“The most ambitious OSS project in France”
 Application
– Redesign of tax systems using an SOA approach
– 20+ large open source projects, 2 large contracts
– Support and maintenance of 260 open source components
– Capgemini leads consortium of three parties
“Copernic has yielded
 Rationale for the use of open source
ROI on our Open
– Linux: 90% savings on license costs
Source investment.
– JBoss/JOnAS: 65% savings on licensing costs Capgemini’s lead on
the consortium
– Result of comparison to BEA, WebSphere and others
leverages relationships
• Commercial solutions proved expensive: 23M€ for 3 years with the Open Source
community to address
• Open Source solution: 8M€ for 3 years
individual requirements”
 Size
– 200+ consultants, 4 year program, 5500 servers, 850 locations  Jean-Marie
Lapeyre, CTO
– 10 FTE in Capgemini's OSSPartner™ Support Center
DGI
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Contributing back to the community
Alfresco Contributor of the Month
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Capgemini & open source in the news
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Capgemini & open
source in the news (NL)
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