Jeroen van Disseldorps foredrag under GoOpen 2009

1. 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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2. Together. Free your energies

3. 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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4. Making the ecosystem work
Communities
Companies
Users
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5. Making the ecosystem work
Communities
Companies
Users
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6. Together. Free your energies

7. Together. Free your energies

8. Together. Free your energies

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

11. Together. Free your energies

12. 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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13. Making the ecosystem work
Communities
Requires
technological
Companies
and cultural
maturity
Users
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14. Making the ecosystem work
Communities
Companies
Users
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15. Making the ecosystem work
Communities
Companies
Users
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16. 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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17. 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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18. 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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19. 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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20. 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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21. Together. Free your energies

22. Together. Free your energies

23. Some of the Dutch open source
customers of 2008...
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24. Making the ecosystem work
Communities
Companies
Users
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25. Together. Free your energies

26. 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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27. Appendices
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28. 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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29. 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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30. 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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31. Visualize the knowledge you have!
Example: Capgemini NL's Linux people
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32. 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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33. 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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34. 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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35. 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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36. 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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37. 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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38. 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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39. 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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40. Contributing back to the community
Alfresco Contributor of the Month
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41. Capgemini & open source in the news
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42. Capgemini & open
source in the news (NL)
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