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How to start an Open Source Project

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How to start an Open Source Project

How to start an Open Source Project

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  • 1. How to Start an Open Source Project
      • Tony Wasserman
      • Carnegie Mellon West
      • Gnunify'07
      • Pune, January, 2007
  • 2. Open Source is Everywhere (even on Windows ™ )
    • Infrastructure
      • Web server, application server, DBMS, content management systems, web browsers, email servers and clients, portal development, collaboration tools, operating system
    • Application development
      • Modeling, compilers, development environments, testing, issue tracking, version control, configuration management, project management, installers
    • Applications
      • Finance, CRM, SFA, vertical apps, image management, drawing, audio/video
    But you were looking for something else, and didn't find it.
  • 3. Lesson One New open source projects are similar to commercial startups. The most important step in starting a new project is to avoid making any fatal errors.
  • 4. Typical fatal errors
    • Underestimating people, time, money needed
    • Wrong people
    • Unclear goals and objectives
    • No previous management experience
    • Focus on code only
    • Failure to build community
    The major problems are not technical!
  • 5. First steps
    • Learn from others
      • Join and contribute to one or more projects
      • Meet and communicate with other project leaders
      • Search carefully for similar projects
      • Develop your leadership and communication skills
    • Define your vision and goals
    • Build support for your project
      • Find people who share your vision and goals
      • Look for sponsors
    • Develop basic rules for project management
      • Decision-making process
      • Key roles
  • 6. Getting underway
    • Select project repository, e.g., SourceForge
    • Create, refine, and review software architecture
    • Define some milestones for release(s)
    • Start to build a community
      • Word of mouth
      • Postings on discussion boards
      • Everyone is a “salesman” for the project
    • Develop some project management processes
      • Awarding committer status
      • Version and configuration management
      • Build processes
      • Issue tracking and followup
  • 7. The Myths of Community Open Source
    • Software is produced by a geographically distributed group of highly motivated volunteers who contribute their time freely, expecting only recognition for their work in return
    • Large projects can be built and maintained through the efforts of a small group of project leaders and committers
  • 8. The Reality of Community Open Source
    • Virtually all of the large, successful community open source projects rely on industrial sponsors and/or government funding
    • The majority of people working on these projects are paid to do so
    • Large projects have community managers who coordinate efforts, attract contributors, promote project use, interact with other projects, and monitor discussion forums
    • There is active management of the projects
  • 9. Summary: key management issues
    • What will the planned system do?
    • Who will do the various tasks?
      • Architecture, implementation, testing, documentation, etc.
    • What are the development milestones?
    • What is the development and release schedule?
    • How is quality of the release assured?
    • How will the software be supported and augmented over time?
    • Who is responsible for coordination among contributors?
    • How are decisions made?
    • What's the process for changing them?
  • 10. Community open source projects
    • No explicit business or revenue goals
    • Many are volunteer efforts; others are backed by companies that pay their employees to work on projects
    • Wide variation in governance, management styles, centralized vs. decentralized communication and management
    • Focus on community development for testing, mutual support (discussion boards) , generating awareness
    • Volunteers work in their available time, but only on things that interest them
    It's hard to manage volunteers!
  • 11. Managing volunteers
    • Finding the right roles for people, e.g., coding vs. writing vs. testing
    • Attracting and retaining valuable contributors, while discouraging weak ones
    • Encouraging volunteers to work on those tasks most valuable to the overall project
    • Finding ways to reward people for their work
    • Coordinating activities of paid project members with those of volunteers
  • 12. In Conclusion
    • Keep your eyes on your vision and goals
    • Don't be afraid to take measured risks
    • Good luck!
  • 13. Contact information Anthony I. (Tony) Wasserman post: Carnegie Mellon West Moffett Field, CA 94035 USA tel: +1.415.641.1180 (ofc) +1.415.612.0600 (m) email: [email_address] Skype: tony.wasserman AIM, YIM: twasserman Googletalk: tony.wasserman