The Internet of Things & Open Data: New forms of business?


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  • Chile, Cuba, Costa Rica, Peru, Venezuela, Brazil e Paraguay
  • The Internet of Things & Open Data: New forms of business?

    1. 1. Panel discussion Lead by Natacha Roussel, co-founder , Experientiæ Electricæ <ul><li>The Internet of Things & Open Data: New forms of business? </li></ul>
    2. 2. Panel discussion The Internet of Things & Open Data: New forms of organizations and governance? <ul><li>Claudio Carnevali,
    3. 3. Open Picus
    4. 4. Pierpaolo Giacomin,
    5. 5. IOT-A
    6. 6. Harry Halpin,
    7. 7. W3C
    8. 8. Pier Luigi Capucci,
    9. 9. Noema
    10. 10. Denis Jaromil Roio,
    11. 11. </li></ul>
    12. 12. Graham Taylor Chief Executive, OpenForum Europe <ul><li>Open Source and Government </li></ul>
    13. 13. ........ But why? ........ And what can we do about it? <ul><li>European Government is Failing to Effectively Utilise OSS </li></ul>
    14. 14. Some Relevant Facts <ul><li>European Public Procurement is worth € 2200 B, representing 19.4% GDP
    15. 15. ICT accounted for approx €600Billion
    16. 16. Software and Services approx €400Billion
    17. 17. Approx 18% can be monitored via OJEU procedure
    18. 18. Actual OSS value ?????
    19. 19. 13% still illegally include trade marks/product names
    20. 20. Use of 'negotiated procedures' on increase </li></ul>
    21. 21. Governments are adopting a level playing field strategy...... <ul><li>Even the UK........... </li></ul>“ Where appropriate, government will procure open source solutions. When used in conjunction with compulsory open standards, open source presents significant opportunities for the design and delivery of interoperable solutions. &quot; <ul><li>But the Strategy is not yet being turned into Practice
    22. 22. This is not due to lack of Political will
    23. 23. And it is European wide
    24. 24. Albeit with notable exceptions
    25. 25. BUT WHY? </li></ul>
    26. 26. Why Strategy Doesn't Equal Practice - Results of an OFE Analysis <ul><li>Culture
    27. 27. Legacy Contracts
    28. 28. Financial Targets
    29. 29. Perceived Risks and Myths
    30. 30. Network Effects
    31. 31. Inertia
    32. 32. Audit
    33. 33. plus
    34. 34. The SME Effect
    35. 35. Skills?
    36. 36. Understanding of TCO </li></ul>
    37. 37. Cost is an Issue for all Governments, but not all are convinced it is part of the solution <ul><li>OFE and the UKG Cabinet Office jointly sponsored LSE Research
    38. 38. Nothing revolutionary in results but drove some interesting conclusions
    39. 39. Research to be published shortly
    40. 40. So this is only an appetiser!
    41. 41. 'Total Cost of Ownership'
    42. 42. Interviews were with existing users of OSS
    43. 43. Only 23% can used a formal TCO assessment
    44. 44. So results had to identify where benefits made  </li></ul>
    45. 45. Organisations Indicated that.....
    46. 46. Building our Cost Categories
    47. 47. Ease of Estimation?
    48. 48. Software Life Cycle Software Specific: Search Cost of up-front evaluation study   Cost of up-front proof of concept implementation   Acquisition Cost of Software   Cost of Customisation for business needs   Cost of Integration (to current platform)   Integration Cost of Migration (data and users)   Cost of Training   Cost of Process and Best Practice change   Use Cost of Support services - in house   Cost of Support services - contracted   Cost of Maintenance and Upgrades   Software scaling (for change in user or transaction volumes)   Retire Exit costs (in relation to hardware and software)   Exit costs (in relation to changeover, re-training)  
    49. 49. Software-related Benefits of OSS Adoption <ul><li>OSS helps the organization to better manage risk during the selection process – procurement decisions do not need to be made in one action, but instead can be ‘worked up to’
    50. 50. Useful negotiation tool in making deals with proprietary vendors
    51. 51. Builds a stronger, and more expert local IT/IS industry by encouraging regional developers, SMEs
    52. 52. Migration costs between OSS products is lower as OSS is often based on open standards </li></ul>
    53. 53. Broader Benefits of OSS Adoption <ul><li>Greater flexibility, freedom and control over the code
    54. 54. Reliability, transparency and greater security of code – many countries are using OSS to create, and hold details of their national ID cards
    55. 55. Building of in-house expertise and skills – making you less reliant on external support
    56. 56. Allows pooling of resources, expertise and code for reuse, customization, and change </li></ul>
    57. 57. Organizational Benefits Organization Specific: Strategic lever Open source software has been used as a cheaper option to help stimulate competition. Dependence Open source helps prevent against upgrade lock-in by a particular vendor. Empowerment Open source software encourages empowerment and the ability to change software as needed through access to the source code and reliance on open standards. Innovation driver Open source can inspire and drive innovation because it is accessible to view and change – but at the same time, it creates an atmosphere conducive to making mistakes and learning from them.
    58. 58. Benefits through Creation of an Ecosystem Software Eco-System Specific: Platform co-creation Open source software can be pooled, shared and built upon to create a platform which encourages reuse and co-creation. Collaborative competition The adoption of open source software helps to nurture the local IT industry by levelling the playing field, and encourage collaborative competition. Building in-house expertise Open source software can help to empower the organisation and help develop in-house expertise through access to a knowledgeable community, source code, and an environment which implies sharing and reciprocity. Principle of mutuality The use, adoption and development of open source software can create experts which can then be used as a shared resource across local authorities and central government.
    59. 59. What is holding your organisation back from using open source? OS related issues Understanding Licences and license compliance Availability of specific apps Some OSS is very immature, inferior user interfaces Sometimes proprietary alternatives are simply better Feature completeness [Lack of a] community backing the open source project Product related issues Poor coverage in ERP arena ; Lack of availability of open source software for our industry Incomplete implementations; Not working correctly Very complex code bases (and communities)
    60. 60. What is holding your organisation back from using open source? Organisation related issues Unclear Procurement policy Value for money Misinformation among upper level management; Lack of knowledge of key technical decision makers; Time availability Support issues Lack of in-house support; lack of in-house knowledge; Understanding by staff; Poor support of open standards by our business partners; Support worries; Requirements for external support contracts Environment issues Desire to have specific software; SAP Legacy Compatibility with Microsoft proprietary file formats Perceived Lack of acceptance of OSS for Public sector solutions Proprietary standards used by environment (govt & clients)
    61. 61. Lessons for the Public Sector <ul><li>Pragmatism needs to guide open source adoption and not ideology 
    62. 62. Open source is not just or only or always about ‘cheap’. But it can bring a number of distinct and enduring benefits when contrasted to strategies based around proprietary software
    63. 63. Migrating to open source is more likely to be successful if it is done when there is a real and present need for change, rather than simply on the basis of finding open source attractive on infrastructure cost arguments 
    64. 64. Adoption and development of open source can support the sharing of both expertise and expense between government bodies, for example among local authorities forming a flexible route to collaboration </li></ul>
    65. 65. Lessons for Us <ul><li>The Benefits are real, but maybe we need to be better at explaining them
    66. 66. Political 'need' and ownership is a must
    67. 67. TCO is fundamental but we have to be prepared to explain and justify the wider benefits
    68. 68. Procurement policy and practice will be the single largest challenge
    69. 69. Just because it is OS doesn't automatically make it better than alternatives – we have to be as professional, as complete as competitors
    70. 70. Relationships will be important, confidence building will be essential </li></ul>
    71. 71. Panel discussion Lead by Natacha Roussel, co-founder, Experientiæ Electricæ <ul><li>The Internet of Things & Open Data: New forms of organizations and governance? </li></ul>
    72. 72. Panel discussion The Internet of Things & Open Data: New forms of organizations and governance? <ul><li>Alessandro Bassi,
    73. 73. ABC
    74. 74. Rudolf van der Berg,
    75. 75. OECD
    76. 76. Francesca Bria,
    77. 77. Imperial
    78. 78. Pierre Pronchery,
    79. 79. Bearstech/CKAB
    80. 80. Jan Wildeboer,
    81. 81. EMEA Open Source Affairs, Red Hat </li></ul>
    82. 82. <ul><li>BREAK </li></ul>
    83. 83. Patrick Moreau Head of Software Assets, INRIA <ul><li>From innovative to commercial open source edition: the building and management of communities in public research </li></ul>
    84. 84. Alexandre Vasseur Staff Systems Engineer, VMWare <ul><li>How PaaS Impacts enterprise application design and development </li></ul>
    85. 85. Christiana Freitas Professor, The Federal University of Brasilia <ul><li>Sharing open source initiatives from India, Brazil and South Africa </li></ul>
    86. 86. <ul>The IBSA Summit </ul><ul>Christiana Soares de Freitas, Jarbas Cardoso, Fernando Canto, Jose Luis Machado, Thuli Radebe, Pierre Schoonraad, Gurumurthy </ul><ul></ul>
    87. 87. <ul>Suggestions of Themes for Discussion </ul><ul><li>What´s IBSA common vision of the future?
    88. 88. How can we use FLOSS for our countries´development?
    89. 89. What can we do to intensify efforts in internationalizing the best practices and initiatives from India, Brazil and South Africa?
    90. 90. Which paths and agenda shall we choose to follow? </li></ul><ul></ul>
    91. 91. <ul>Overview </ul><ul>South Africa </ul><ul>In 2006: Department of Public Service and Administration & GITOC (Government CIO Council) developed first FOSS Policy, with some main orientations, such as: - The South African Government will implement FOSS unless proprietary software is demonstrated to be significantly superior </ul><ul><ul><li>- The South African Government will migrate current proprietary software to FOSS whenever comparable software exists
    92. 92. - All new software developed for or by the South African Government using a FOSS license where possible
    93. 93. - The South African Government will encourage the use of Open Content and Open Standards within South Africa </li></ul></ul><ul></ul>
    94. 94. <ul>India </ul><ul>IT For Change Working with the idea of public software In India there is a legal rule to use open source in government agencies </ul><ul><li>Only free and public software (freedom to share and modify) can provide universal access
    95. 95. Only free and public software allows community participation, essential to public services </li></ul><ul></ul>
    96. 96. <ul>India, Brazil & South Africa </ul><ul>Brazil presented the general ideas and concepts of public software and some specific software in use, like the system of electronic elections Government seen as a supporting actor in FLOSS implementation and its globalization Promote public software as a public good </ul><ul></ul>
    97. 97. <ul>India, Brazil & South Africa </ul><ul><ul><li>Implementation of FLOSS policy has some barriers to overcome: </li></ul></ul><ul><ul><ul><li>Need to improve skills </li></ul></ul></ul><ul><ul><ul><li>Lack of integrated / collaborative effort (silo initiatives)
    98. 98. Championing within departments not forthcoming / duplication of efforts
    99. 99. Need to focus on citizens experiences and demands </li></ul></ul></ul><ul></ul>
    100. 100. <ul>“ Citizens should be the key” </ul><ul>Citizens building their environment with open technologies NOT top-down policies </ul><ul></ul>
    101. 101. <ul>Service Relations </ul><ul>An accountant, working on the Juramento´s City Hall, decides to learn and install e-cidade , the public software for managing municipality issues; On february, 2010 With the help of a program developer from the city, they solved the bugs they found </ul>
    102. 102. <ul>e-cidade </ul><ul>A public software for municipality management Before: Juramento used to pay a mensal license of US$ 3,500.00 Now: Juramento pays, monthly, the equivalent of US$ 120.00 (to where the software is hosted) Other advantages: data in cloud computing Next step of Luciano, the account: becoming e-cidade available in smartphones </ul><ul></ul>
    103. 103. <ul>Sharing Knowledge among Small Cities in Brazil </ul><ul>Months later... Juramento is visited by an accountant of Iracema (Roraima) His goal: learn how to install e-cidade, already functioning in Juramento </ul>
    104. 104. <ul>A quick look in the numbers of service providers registered in the Public Market Portal </ul><ul>Today, registered in the Public Market, there are: 249 business companies & 275 individuals registered </ul><ul></ul>
    105. 105. <ul>The Public Software Concept </ul><ul><ul><li>A business model with focus on content (technological knowledge) produced by </li></ul></ul><ul><ul><li>the users </li></ul></ul><ul><ul><ul><ul><li>Today, the Brazilian Public Software Portal has
    106. 106. More then 100.000 users
    107. 107. And more than 50 public software </li></ul></ul></ul></ul><ul></ul>
    108. 108. <ul>The Brazilian Public Software </ul><ul>Paths to internationalization Why? </ul><ul></ul>
    109. 109. <ul>Promotes economic development </ul><ul><li>Creates new job opportunities
    110. 110. Promotes income increase
    111. 111. Promotes social and digital inclusion of the ones originally disconnected from networks of production </li></ul><ul><li>It also strengthens the State that adopts it </li></ul><ul></ul>
    112. 112. <ul>What have we done so far in this process of internationalization? </ul><ul></ul>
    113. 113. <ul></ul><ul>International opportunities (2008) </ul><ul>The Ministry of Planning were asked to create a Centre of Reference for Free Software </ul><ul><ul><ul><ul><li>Brazil enters the Collaborative Network for Free and Open Source Software (FOSS) in Latin America and the Caribbean (LAC) with the Federal University of Minas Gerais </li></ul></ul></ul></ul>
    114. 114. <ul>Internationalizing the Public Software </ul><ul>The main goal: </ul><ul>Replicate in Latin America and the Caribbean the best practices of the Brazilian Public Software </ul><ul>In 2009 A survey was developed to ask the public software community which software would be the most important or interesting to translate to spanish and english and become an International Public Software (CACIC and i-educar were chosen) </ul><ul></ul>
    115. 115. <ul>In Latin America and the Caribbean </ul><ul><ul><ul><ul><li>In 2010
    116. 116. Seven countries agreed to adequate their model to the Brazilian one regarding the procedures for licensing the public software solutions
    117. 117. In 2011
    118. 118. Argentina decided to institutionalize the experience of public software publishing a legal resolution (n.754) </li></ul></ul></ul></ul><ul></ul>
    119. 119. <ul>After Latin America and the Caribbean </ul><ul>Brazil wants to expand its network: India and South Africa as key partners for the development of the Public Software Portal </ul><ul></ul>
    120. 120. <ul>Some public software that interest IBSA </ul><ul>i-educar </ul><ul>For the educational sector </ul><ul>e-cidade </ul><ul>For the management of municipalities issues </ul><ul>GINGA </ul><ul>A middleware for Digital TV </ul><ul></ul>
    121. 121. <ul>Some public software that interest IBSA </ul><ul>Invesalius </ul><ul>An important tool for the health sector </ul><ul>SAELE </ul><ul>Open Electronic Elections System </ul><ul></ul>
    122. 122. <ul>SAELE – History </ul><ul><li>Development started in 2004 in the Data Processing Center of UFRGS;
    123. 123. Inspired by the Brazilian Electronic ballot, first used in 1996: </li></ul><ul><li>Aimed to attend the need for a fast, efficient, secure and neutral process of election. </li></ul>
    124. 124. <ul>SAELE – Statistics and facts </ul><ul><li>First elections ran in 2005;
    125. 125. Over 200 elections successfully completed so far, with over 500,000 individual voters and over 200,000 registered votes;
    126. 126. Packaging and conversion to Free Software started in 2009;
    127. 127. Intellectual property officially registered in 2011; Submitted to the Public Software Portal of Brazil in 2011, to be released to other Brazilian institutions. </li></ul>
    128. 128. <ul>How do we guarantee the sustainability of the initiative? </ul><ul><li>How to guarantee sufficient incentives to the production and improvement of public software?
    129. 129. One of the answers can be rewarding creativity that is vital to promote innovation;
    130. 130. In our contemporary economy, we need systems of intellectual property that values innovation and stimulates openness ;
    131. 131. Project that began this year: </li></ul><ul>The Public Trade Mark License </ul><ul></ul>
    132. 132. <ul>How do we guarantee the sustainability of the initiative? </ul><ul><li>A high level of control over the quality of each public software and its improvement;
    133. 133. The ones who offer the solutions must belong to the Portal;
    134. 134. The more we know about the needs of those who want to use PS the better ( who demands it);
    135. 135. The State is the intermediate actor between who offers and who demands public software ; </li></ul><ul></ul>
    136. 136. <ul>Future Perspectives </ul><ul><li>Public Software is strategical to government and to society;
    137. 137. This justifies cooperation initiatives in the sense of sharing knowledge, technology and publicizing public software;
    138. 138. Future Perspectives: Becoming a State Public Policy, not only a Government Initiative
    139. 139. Institutionalization and Dissemination </li></ul><ul></ul>
    140. 140. <ul>Open Source & Open Democracy </ul><ul><li>Thinking democracy today i s thinking social inclusion stronlgy associated with digital inclusion & equal (or as equal as possible) distribution of knowledge </li></ul><ul>Democratic countries need to stimulate projects that empowers individuals with knowledge and open source technology Knowledge fosters democracy and consolidates the power of a nation – especially open knowledge based on commons </ul><ul></ul>
    141. 141. <ul>Christiana Soares de Freitas </ul><ul>Professor of the Federal University of Brasilia, Brazil </ul><ul>[email_address] [email_address] </ul><ul>“ The International Division of Power among nations is conditioned by the International Division of Knowledge” Celso Amorim Minister of Defense, Brazil </ul>
    142. 142. Laura Walker Hudson Product manager, FrontlineSMS <ul><li>Free and Open Source Software: Serving Humanity </li></ul>
    143. 143. Louis Montagne & Jean-Pierre Laisné Co-Presidents 2011 <ul><li>THINK Closing Keynote </li></ul>
    144. 144. <ul><li>CODE AWARDS </li></ul>
    145. 145. <ul><li>BREAK </li></ul>
    146. 146. <ul><li>NFC sur Android </li></ul>PAUG Conference