• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
2011 NASA Open Source Summit - Brian Stevens
 

2011 NASA Open Source Summit - Brian Stevens

on

  • 4,302 views

 

Statistics

Views

Total Views
4,302
Views on SlideShare
4,178
Embed Views
124

Actions

Likes
0
Downloads
94
Comments
0

11 Embeds 124

http://du.forumi-bg.com 88
http://lanyrd.com 16
http://janethgarciasanchez.blogspot.com 6
http://janethgarciasanchez.blogspot.mx 4
http://www.webdocsecure.com 3
http://100khomes.org 2
https://lanyrd.com 1
http://janethgarciasanchez.blogspot.it 1
http://www.du.forumi-bg.com 1
http://localhost 1
http://bgdu.net 1
More...

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    2011 NASA Open Source Summit - Brian Stevens 2011 NASA Open Source Summit - Brian Stevens Presentation Transcript

    • NASA Open Source Summit29-30 March 2011Brian Stevens, CTO, VP WW Eng, Red Hat
    • Where have we been ... 80s - UNIX and de-centralized computing 90s - “Open systems” but differentiated, Linux in hiding 2000 – Commodity hardware platforms and open source
    • and where are we now. Commodity HW platforms lead in feature innovation Broad-base Linux acceptance Business model exploration in the land of free software OSS inspired collaboration and development models. Being applied to all layers of the s/w stack. User-driven innovation
    • What should we care about? Sharing. Building on each others successes. Avoiding re-invention. Efficiency. Agility. Building predictable, secure and quality systems. Repeatedly. Measure and reward based on the above.
    • Collaboration not Islands Enabled by:  Non-restrictive software licenses  The internet and tools  Communities of Interest Intra-business development practices being influenced Techniques are imperfect, evolving, and self-correcting
    • SELinux ... as an example Initial public release in Dec 2000, regular updates Active public mailing list, >900 members SELinux adopted into Linux 2.6 stable series (2003)  Integrated into Red Hat distributions  Fedora Core 3 and later  Red Hat Enterprise Linux 4 (supported product)  Adopted by Gentoo, Debian, Slackware, Ubuntu, TCS Trusted Linux  Foundation for HPs NetTop Today serves as the security foundation for virtualization and cloud
    • SELinux Ongoing Development LSPP Certification @ EAL4+ (Red Hat) Enhanced MLS support (Everybody) MCS support (Red Hat) Security-Enhanced X (NSA and TCS) Enhanced Audit subsystem (IBM, Red Hat, HP) IPSEC integration (IBM); CIPSO (HP) Enhanced application integration (Red Hat) Policy tools / infrastructure (Tresys, MITRE, IBM, Hitachi, 10-art-ni) Scalability and performance (NEC, Red Hat, IBM)
    • Transparency not Opacity Access, exchange, and contribution Peer review for ideas and correctness Re-usable code and modules rather than alternatives The learned become teachers More like this: http://www.itproportal.com/2011/03/17/linux-kernel-2638-arrives-with-deep-changes/ than this: http://www.dotspress.com/google-restricts-access-to-android-honeycomb/771519/
    • Fedora A 100% pure open source distribution The best of what works today in the world of open source Frequent, roll-forward releases A toolkit for user-driven innovation A new way to approach the development of enterprise-class software
    •  > 18,000 Registered Fedora account holders > 5M Unique IP address accessing the Fedora repositories in 2010
    • Cgroups: resource confinement
    • Closing thoughts on OSS businessmodels Treat your customer as a partner, not a revenue source Focus on the SLA Understand your customers needs before you design Measure yourself on customer success, not revenue Create long-standing relationships which arent disrupted by product features of others Avoid the false comfort, and trappings, of lock-in: look to value creation rather than protection Disrupt not just others but yourself