Developing an Open Source Governance and Compliance Program at Bank of America
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Developing an Open Source Governance and Compliance Program at Bank of America

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Open source software usage has accelerated over the past decade, and today most enterprises use open source on the desktop as well as in development and critical infrastructure. As open source ...

Open source software usage has accelerated over the past decade, and today most enterprises use open source on the desktop as well as in development and critical infrastructure. As open source adoption has increased, so too has the realization that responsible open source usage requires organizations to actively manage it with policies, processes, tool sets, and human resources. Best-in-class enterprises are committed to honoring the terms for all software, whether open source or proprietary, yet also understand that effective management does not require heavy-handed processes.

In this webinar Donald D’Angelo, Senior Vice President of Open Source Product Management at Bank of America, will outline the business case for open source software management, and then describe how Bank of America developed its industry-leading open source governance and compliance program.

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Developing an Open Source Governance and Compliance Program at Bank of America Developing an Open Source Governance and Compliance Program at Bank of America Presentation Transcript

  • Developing an Open Source Governanceand Compliance Program at Bank of AmericaTo listen to the audio call 866.740.1260 or 303.248.0285Access code: 8063930Submit questions via Twitter to @openlogicwith hash tag: #OLwebinar Presented by Donald D’Angelo Senior Vice President of Open Source Product Management at Bank of America October 2011 CONFIDENTIAL | 1
  • End-to-End Open Source ManagementEnabling Successful and Safe Open Source Adoption at 230+ Enterprises In the Data Center In the Cloud Software + Support + Services CONFIDENTIAL | 2
  • Comprehensive Product Offering Software Support ServicesOLEX (Data Center) SLA Support Management Services  Certified OSS Library   Developer Support   Policy Workshops  Policies & Governance   Production Support   Audit Services  Scanning & Compliance Open Updates Technical Services   Version and Security   OSS ConsultingCloudSwing (Cloud ) Update Notification   OSS Training  Cloud Ready Library  Customization & Deployment  Management & Monitoring CONFIDENTIAL | 3
  • Developing an Open SourceGovernance and ComplianceProgram at Bank of AmericaTales from the Trenches
  • Agenda •  The Open Source Business Case •  Creating an Open Source Policy •  Open Source Management •  The Free and Open Source Software (FOSS) Management Program •  Getting Help •  Risk Acceptance Process •  Remediation •  Open Source Software (OSS) Distribution •  OSS Contributions •  Looking Forward2
  • The Open Source Business Case •  Most, if not all, organizations use OSS •  To responsibly use OSS, an organization must actively manage OSS with formal (e.g. via a policy) or informal processes, toolsets and human resources –  Does NOT need to be a heavy process – depends on the type of OSS usage and resulting risk vs. reward case •  Most organizations are committed to honoring the terms for using software – proprietary or OSS –  If these orgs want to continue to enjoy the benefits (cost savings, tried and tested code, not reinvent the wheel) of OSS, then management must support responsible and conscientious use; therefore, typically the business case can be driven by the CTO and key FOSS users –  For organizations where software is not the primary product, OSS is typically used on internal projects where the OSS is not modified3
  • Creating an Open Source Policy •  Federal Financial Institutions Examination Council’s (FFIEC) Guidance (Financial Institutions Letter (FIL)-114-2004) - Risk Management of Free and Open Source Software –  “The federal regulatory agencies believe that using FOSS does not impose risks to institutions that are fundamentally different from risks presented by proprietary or self- developed software. However, acquiring and using FOSS necessitates that institutions implement unique risk-management practices.” •  Key policy tenets –  Risk level based •  Look for specific higher risk events such as distribution or modification –  Highly indexed to the Legal department –  Sections: legal, acquisition, usage, support, management, partner •  Policy education –  Created a webinar which was required training for developers –  Conducted general educational sessions •  Policy maintenance –  Updated annually by FOSS Center of Excellence members –  Recent revisions include OSS Contribution tenets4
  • Open Source Management •  Why manage OSS? –  To realize the benefits while mitigating risk –  Benefits •  Solid, secured, tried and tested code •  At the right price – including support and functional gap development •  Competitive leverage –  Risks •  IP infringement •  IP loss •  Effect to brand •  How to tie into the Corporate process? –  Use existing processes –  For example: the Enterprise Architecture (EA) process •  All software is subject to EA approval •  FOSS process is part of the overall EA process5
  • The FOSS Management Program •  FOSS management program is an ‘electronification’ of FOSS policy requirements –  Governance Charter •  Define and establish consistent policy and best practices for Open Source software operations in order to manage Open Source legal, operational, and strategic risk –  Advocacy Charter –  Promote innovative Open Source solutions which enable cost reduction and a speed to market –  Foster internal collaboration to create communities, improve experience of using Open Source and reduce variation –  Open Source Management Portal (OSMP) •  Request FOSS usage, download, view FOSS Metadata, scan for FOSS •  FOSS team structure –  Handful of associates •  Half focused on licensing and compliance •  Half engaged in internal development work using Open Source –  Serve several thousand technical associates6
  • Getting Help •  Support types –  Self-support or generalist support for developer frameworks –  Specialty support for infrastructure or critical software •  Self-support software (depends on end-user capability) –  Examples: IDEs, libraries, frameworks, non-mission critical apps •  Generalist support (e.g. from OpenLogic) software –  Examples: IDEs, libraries, frameworks, non-mission critical apps •  Specialty support (e.g. from Red Hat) software –  Examples: Operating systems, databases, application servers •  When do you need support? –  Company culture drives support requirement; however, most medium to large sized companies will need to augment self- support with some commercial support •  At the bank we use all three types of support options7
  • Risk Acceptance Process •  Generally, to meet business requirements it is often not necessary to engage in high risk FOSS activities (e.g. distribution, modification) •  Risk management approach –  Rate risk usage as high, medium or low depending on: •  FOSS components (e.g. licenses, maturity) •  FOSS application usage (e.g. internal use only, or distribution) –  Risk acceptance commensurate with risk rating; for example, •  Higher ratings to be reviewed and accepted by senior management •  Lower ratings assumed to be accepted by application managers –  Use the Open Source Management Portal (OSMP) to initiate and track risk acceptance –  Tie this process with the overall Enterprise Architecture (EA) software request process –  Plans are to move to a process which relies less on “volunteer” requests and more on automatic discovery and auto-generated risk calculations and high risk escalations8
  • Remediation •  Existing use –  For those applications which have FOSS usage dated prior to the policy’s implementation •  Approach –  Create an application Open Source inventory repository •  Track via your own manual list or a vendor tool (e.g. OpenLogic) –  Document your organization’s application list –  Request application teams to review their current FOSS usage and compare it to the application Open Source inventory repository –  Ask application teams to update the Open Source inventory –  Have an annual or semi-annual certification exercise •  Attest that the Open Source inventory is accurate –  Work to directly integrate the FOSS process with routine developer activities •  Less reliance on “volunteer” compliance9
  • Distributing & Contribution to OSS •  These types of activities may result in a distribution –  Consumer/Commercial distributions –  Mobile –  Innovation •  Establish prior art •  Orientate/direct industry to out-of-the-box solutions –  Divestitures –  Feature enhancements (maybe bug fixes) to existing projects –  Non-software transfer community interactions (e.g. business Intellectual Property (IP)) •  Derive distribution & OSS IP contribution and community interaction policy statements –  As compared to internal use (inventorying), spend more time analyzing distributions and contributions –  Distinguish by types of contributions (software vs. business; contribution to existing community vs. running your own) –  Manage conflict of interests, brand impact, community obligations10
  • Looking Forward •  Tie identification and governance tasks to the typical daily activities of the developers –  If possible, don’t ask them to do approval requests –  Instead make that automatic •  Tie into tools – Software Configuration Management repositories, Maven, CPAN, build tools/processes –  Bring critical issues to the developer’s attention •  Example: Internal unmodified use of known and approved licenses simply needs to be documented •  Example: Use of licenses which have not been vetted can become critical •  Keep in mind –  A journey, not a destination; think “gradual” consistent progress –  Often you are managing perception - e.g. fear and uncertainty –  Make it palatable and the preferred choice to use OSS in your org. •  Get appropriate support and coverage (e.g. indemnification) •  Govern OSS as well if not better than commercial •  Focus the attention to the benefits and rewards, not the Fear, Uncertainty and Doubt (FUD)11
  • Corporate signature Do Not print this page. For projector presentations only.12
  • Q&A Contact Us Connect with OpenLogic www.openlogic.com www.openlogic.com/twitter info@openlogic.com www.openlogic.com/facebook 1-888-OPENLOGIC www.openlogic.com/youtube Get a Quote or Demo Slides & Resources www.openlogic.com/support www.openlogic.com/downloads www.openlogic.com/scanning www.openlogic.com/olex www.openlogic.com/governance www.openlogic.com/wazi CONFIDENTIAL | 1