Adopting and Using Open Source Software: First Annual COSI

Adopting and Using Open Source Software

First Annual COSI Conference

Held September 7, 2005 -- Redwood Shores, California

Open source software is changing the way that software is being developed and used, with a significant impact on software developers, vendors, and users. Millions of people use the OpenOffice™ productivity suite and/or the Firefox™ web browser. Many of the world’s most heavily used websites are built with open source software, so almost everyone is a user of open source. Software developers also rely on open source development tools and execution environments. Companies are beginning to formulate policies around their use of open source software, as well as adjusting their acquisition, adoption, and development processes.

This one-day conference, organized by Carnegie Mellon's Center for Open Source Investigation (COSI), brought together leading experts from industry and academia to discuss key topics in evaluating, adopting, licensing, using, and supporting open source software. These experts have extensive experience with both traditional packaged and open source products. The goal of the conference is to help companies understand technical, business, and organizational issues that influence decisions about open source solutions. The conference is aimed at managers with responsibility for software product development, software acquisition, internal IT operations, and related policy- making.

We are grateful to our sponsors for their support.

Speakers and topics included:

Rod Smith, IBM, “Open source development and use: the big picture” Shaun Connolly, JBoss, “Making the move from packaged software to open source” Wim Coekaerts, Oracle, "Deploying Open Source in an Enterprise Environment" Lawrence Rosen, Attorney, Rosenlaw and Einschlag, “Making sense of open source software licensing” Brian Behlendorf, CollabNet, “Building and working with collaborative communities” Stormy Peters, HP, “Establishing open source policies in your company”

From cosi.west.cmu.edu/conference05/ 1 6 January 2006 These presentations were complemented by panel discussions on evaluating, adopting, and supporting open source software.

COSI Conference Sponsors

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From cosi.west.cmu.edu/conference05/ 2 6 January 2006 Adopting and Using Open Source Software

First Annual COSI Conference

September 7, 2005 -- Redwood Shores, California

Conference Program

Welcome Anthony I. Wasserman Conference Chair, Carnegie Mellon West James H. Morris Dean, Carnegie Mellon West

Open Source Development and Use: the Big Picture Rod Smith, IBM

Panel: Evaluating and Adopting Open Source Software Chair: William Scherlis, Carnegie Mellon University Panelists: Kim Polese, SpikeSource; Matt Thompson, Sun Microsystems

Deploying Open Source in an Enterprise Environment Wim Coekaerts, Oracle

Making the Move from Packaged Source to Open Source Shaun Connolly, JBoss

Building communities for collaboration Brian Behlendorf, CollabNet

Making sense of open source software licensing Lawrence Rosen, Attorney, Rosenlaw and Einschlag

Panel: Using and Supporting Open Source Software Chair: James D. Herbsleb, Carnegie Mellon University Panelists: Chris DiBona, Google;

From cosi.west.cmu.edu/conference05/ 3 6 January 2006 David Intersimone, Borland

Establishing open source policies in your company Stormy Peters, Hewlett-Packard

Panel: Future directions in open source research and practice Chair: Anthony I. Wasserman, Carnegie Mellon West Panelists: Chris DiBona, Google; Murugan Pal, SpikeSource; William Scherlis, Carnegie Mellon University

From cosi.west.cmu.edu/conference05/ 4 6 January 2006 Speaker Biographies

Brian Behlendorf

Brian Behlendorf founded CollabNet, with O'Reilly & Associates, in July 1999. The company provides tools and services based on open source methods. Before launching CollabNet, Behlendorf was co-founder and CTO of Organic Online, a Web design and engineering consultancy located in San Francisco. During his five years at Organic, Behlendorf helped create Internet strategies for dozens of Fortune 500 companies. During that time, he co-founded and contributed heavily to the Apache Web

Server Project, co-founded and supported the VRML (Virtual Reality Modeling Language) effort, and assisted several IETF working groups, particularly the HTTP standardization effort. Before starting Organic, Behlendorf was the first Chief Engineer at Wired Magazine and later HotWired, one of the first large-scale publishing Web sites.

Behlendorf is Director of the Apache Software Foundation.

Wim Coekaerts

Wim Coekaerts is principal member of technical staff, Linux Kernel Group, Corporate Architecture for Oracle Corporation. Within Oracle's "Linux kernel group," Mr. Coekaerts is involved in prototyping and doing research in clustering technologies in Linux as well as single node features.

Mr. Coekaerts joined Oracle Belgium in 1995 as a technical engineer for Oracle Support Services, moving to Oracle HQ in 1997, where he held various positions in program management for Oracle's worldwide solutions support group. Two years later he began work on the prototype of Oracle Database Appliance, focused on the tight integration of the database with operating system such as Solaris and Linux.

In 2000, Mr. Coekaerts was asked to design, prototype and develop an Oracle Linux-based Internet appliance. Oracle CEO Larry Ellison later spun it off into a new company now called the New Internet Computer. Prior to joining Oracle, Mr. Coekaerts oversaw software projects and Linux migration for the data center at the University of Leuven, Belgium.

Mr. Coekaerts received a degree in computer science from Catholic University of Leuven, Belgium.

Shaun Connolly

As Vice President of Product Management at JBoss, Inc., Shaun Connolly is responsible for managing the products that comprise the JBoss Enterprise Middleware System. Prior to joining JBoss, Shaun was Vice President of Product Integration at Princeton Softech where he led the development of integrated database archiving solutions for the top ERP/CRM applications. Shaun was also Director of Product Management for HP Middleware and Bluestone Software where he focused on creating a modular, service-centric enterprise middleware platform. Before joining Bluestone, Shaun served as Vice President of Development at Primavera Systems, a leading project management software provider. Shaun holds a B.S. in Electrical Engineering from Drexel University and has been a panelist, speaker, and contributor of articles on such topics as aligning IT operations with business goals and getting the most from IT investments.

Chris DiBona

Chris DiBona is the Open Source Programs Manager for Mountain View, Ca based Google, Inc. His job includes releasing open source software on Google's Code website. Before joining Google, Mr. DiBona was an editor/author for the popular online website slashdot.org and He is an internationally known advocate of open source software and related methodologies. He co-edited the award winning essay compilations "Open Sources" and "Open Sources 2.0" and writes for a great number of publications. He was briefly the Linux guy on TechTV and speaks on a variety of open source issues internationally.

James D. Herbsleb

James D. Herbsleb is the A. Nico Haberman Associate Professor of Computer Science at Carnegie Mellon University. His research interests lie primarily in the intersection of software engineering and computer- supported cooperative work, focusing on such areas as geographically-distributed development teams, open source software development, and more generally on oordination in software engineering. He holds a JD (1980), and a PhD (1984) in psychology from the University of Nebraska, and a MS (1991) in computer science from the University of Michigan.

After completing a post-doctoral fellowship at the University of Michigan, he moved to Carnegie Mellon's Software Engineering Institute, where he led an effort to empirically validate the CMM for Software. He then joined the Software Production Research Department at Lucent Technologies, where he initiated and led the Bell Labs Collaboratory Project, which conducted empirical studies and designed collaborative technologies and practices for global software development.

David Intersimone

As Vice President of Developer Relations and Borland's Chief Evangelist, David (David I) Intersimone is responsible for the Borland Developer Network Web site, an online community that allows software developers to communicate, collaborate, and gain access to unique content. He is also responsible for Borland's Technology Partner (BTP) program, building full-service developer programs for third-party software developers whose components, tools, libraries, and class libraries integrate with and add value to Borland's products.

Additionally, David works with enterprise customers, professional programmers, user groups, the technical press, book authors, and educators around the world, conducting technical presentations and ensuring that their needs and requirements are folded into Borland's strategic product plans.

James H. Morris

Dr. James H. Morris is a Professor of Computer Science and Dean of Carnegie Mellon West. He is a native of Pittsburgh and received a Bachelor's degree from Carnegie Mellon, an MS in Management from MIT and Ph.D. in Computer Science from MIT. He taught at the University of California at Berkeley where he developed some important underlying principles of programming languages: inter-module protection and lazy evaluation. He was a co-discoverer of the Knuth-Morris-Pratt string-searching algorithm.

For ten years he worked at the Xerox Palo Alto Research Center where he was part of the team that developed the Alto System. He also directed the Cedar programming environment project. From 1983 to 1988 he directed the Information Technology Center at CMU, a joint project with IBM which developed a prototype university computing system, Andrew. He has been the principal investigator of two NSF projects aimed at computer-mediated communication: EXPRES and Prep. He was a founder of the MAYA Design Group, a consulting firm specializing in interactive product design.

He was the head of the Computer Science department, the founding head of the Human-Computer Interaction Institute, and the Dean of the School of Computer Science. He led the creation of Carnegie Mellon's West Coast campus.

Stormy Peters

Stormy Peters works at Hewlett-Packard in Fort Collins, Colorado where she manages the Open Source Program Office. She is responsible for HP's open source strategy, policy and business practices. She works with people inside and outside of HP to determine how open source software is changing the industry. Peters founded HP's Open Source Review Board. HP currently has over 200 products that contain open source software. The division reviews an average of 5 new projects a week that will use open source software.

Peters is a member of the Advisory Board for the GNOME Foundation and a frequent lecturer on business aspects of Open Source Software around the world, having recently given talks to diverse groups such as developers at O'Reilly OSCON, delegates at the United Nations expert meeting, and business executives at HP World. A Rice University graduate, she started work at HP in the Unix Development Lab ten years ago as a software engineer and later became a founding member of HP's Linux division.

Kim Polese

As CEO of SpikeSource, Kim Polese is responsible for guiding the company's business vision: to make open source safe for the enterprise. Prior to SpikeSource, Kim co-founded Marimba in 1996, and as President and CEO she led the company through a successful public offering and to profitability. She then served as Chairman until Marimba's acquisition by BMC Software in April 2004. Before co-founding Marimba, Kim worked at Sun Microsystems and was the original product manager for Java, leading its launch in March 1995. Prior to Java, Kim worked in Sun's software division on object-oriented development environments. Previously, she worked at Intellicorp Inc., helping Fortune 500 firms implement expert systems.

Kim earned a Bachelor's degree in Biophysics from U.C. Berkeley and studied Computer Science at the University of Washington, Seattle. Kim serves on the executive council of TechNet, a bipartisan coalition of executives focused on the growth of the technology industry and economy, on the board of the Global Security Institute, and the University of California President's Board on Science and Innovation. She is a Fellow at Carnegie Mellon University's Center for Engineered Innovation.

Lawrence Rosen

Lawrence Rosen is both an attorney and a computer specialist. He is founding partner of Rosenlaw & Einschlag, a technology law firm that specializes in intellectual property protection, licensing and business transactions for technology companies.

In addition to this law practice, Larry also served as general counsel and secretary of the non-profit Open Source Initiative (OSI). His book, Open Source Licensing: Software Freedom and Intellectual Property Law, was published by Prentice Hall in 2004.

Before he became an attorney, Larry was a computer technologist. He managed computer activities and taught computer programming and data base design at Stanford University. He received his bachelor's degree from Dartmouth College, pursued a master of computer science degree at the University of North Carolina at Chapel Hill, and received his law degree from Santa Clara University.

Larry currently serves as an advisor to Black Duck Software, and is on the advisory board of SpikeSource.

William L. Scherlis

William L. Scherlis is a full Professor in the School of Computer Science at Carnegie Mellon. He is the founding director of CMU's PhD Program in Software Engineering and Director of CMU's International Software Research Institute (ISRI). His research relates to software assurance, software evolution, and technology to support software teams. Dr. Scherlis joined the CMU faculty after completing a PhD in Computer Science at Stanford University, a year at the University of Edinburgh (Scotland) as a John Knox Fellow, and an A.B. at Harvard University.

He is lead Principal Investigator of the five- year High Dependability Computing Project (HDCP), in which CMU leads a collaboration with five universities to help NASA address long-term software dependability challenges. He is also co-Principal Investigator (with two colleagues) of a new four-year project with NASA and diverse industry and laboratory subcontractors focused on dependable real-time and embedded software systems.

Scherlis is involved in a number of activities related to technology and policy, recently testifying before Congress on innovation and information technology, and, previously, on roles for a Federal CIO. He interrupted his career at CMU to serve at DARPA for six years, departing in 1993 as senior executive responsible for coordination of software research. While at DARPA he had responsibility for research and strategy in computer security, aspects of high performance computing, information infrastructure, and other topics.

Scherlis is a member of the National Research Council (NRC) study committee on cybersecurity and the DARPA Information Science and Technology Study Group (ISAT). He recently completed chairing a NRC study on information technology, innovation, and e-government. He has led or participated in national studies related to cybersecurity, crisis response, analyst information management, Department of Defense software management, and health care informatics infrastructure. He has more than 70 scientific publications.

Rod A. Smith

Rod is an IBM Fellow and Vice President of Internet Emerging Technology, Software Group. He is a recognized technical leader, both within IBM's software business, as well as across the industry. His team's technological innovations and cross- industry collaborations have enabled the rapid adoption of technologies such as Web Services, XML, Linux, J2EE and next generation rich user collaboration technology and wireless applications.

Rod enjoys a sustained, and unparalleled, record of achievement in the software business due to his ability to identify key emerging technologies well before they become mainstream. He is often sought out to provide guidance in helping customers establish their own future technical strategies and directions.

IBM has honored Rod with numerous awards, including the Thomas J. Watson, Jr. Design Excellence Award. He has co- authored a US Senate Report, and has written numerous articles for the IBM Systems Journal.

Matt Thompson

As Director of Technology Outreach & Sun's Open Source Programs Office, Matt Thompson leads Sun's developer program (the Sun Developer Network) as well as Sun's open source strategy for developers. His team focuses on providing the infrastructure and community support for the "care and feeding" of communities of developers world-wide (example: java.net) while enabling developers to easily adopt Sun's emerging technologies. Matt and his team have been engaged in a number of open source projects aimed at wide scale adoption of F/OSS software throughout the world, including projects in India, Malaysia, Brazil, Vietnam, China, Russia, Mexico, and the Philippines. Anthony I. Wasserman

Anthony I. (Tony) Wasserman, Conference Chair, is a Professor of Software Engineering Practice at Carnegie Mellon West and Executive Director of the Center for Open Source Investigation (COSI). Previously, Tony was Vice President of Bluestone Software, responsible for its West Coast Labs, then Director, Mobile Middleware Labs, for H-P's Middleware Division.

Before that, he was Founder and CEO of Interactive Development Environments, Inc. (IDE). There, he contributed to the architecture of IDE's innovative Software through Pictures (StP) software modeling environment.

Prior to starting IDE, Tony was a Professor at the University of California, San Francisco, and a Lecturer in the Computer Science Division at UC Berkeley. At UCSF, he and his research team produced the open source User Software Engineering (USE) distribution, an environment to support rapid prototyping of interactive information systems.

Dr. Wasserman earned a Ph.D. in Computer Sciences from the University of Wisconsin - Madison and a BA in Mathematics and Physics from the University of California, Berkeley. He is a Fellow of both ACM and IEEE.

First Annual COSI Conference

7 September 2005 Hotel Sofitel - San Francisco Bay COSI Mission

to be a trusted and impartial source of expertise on business and technical issues related to open source software, with a primary focus on organizational adoption and use COSI Focus

• Investigate and disseminate information on methods, practices, and lessons learned for evaluating, adopting, supporting, developing, and integrating systems that incorporate open source software • Link the research community with vendors and adopters in industry, and also to other sources of open source experience and information. Initial COSI activities

• Collaborating with SpikeSource, Intel, and O’Reilly’s CodeZoo on the Business Readiness Ratings for Open Source project (www.openbrr.org)

• Organizing this conference… Conference Schedule

9:00 Welcome: James Morris, Carnegie Mellon West 9:15 Rod Smith, IBM 10:00 Panel: Evaluating and Adopting Open Source Software 10:45 Break 11:00 Wim Coekaerts, Oracle 11:45 Shaun Connolly, JBoss 12:30 Lunch 1:30 Brian Behlendorf, CollabNet 2:15 Lawrence Rosen 3:00 Break 3:15 Panel: Using and Supporting Open Source 4:00 Stormy Peters, H-P 4:45 Panel: The Future of Open Source Gold Sponsors Silver Sponsors Welcome from

Dr. James H. Morris, Dean Carnegie Mellon West Carnegie Mellon's Center for Open Source Investigation (COSI)

RodRod SSmmithith IBMIBM VVPP EEmmeerrgingging InternetInternet TechnologiesTechnologies SepteSeptemmberber 20052005 Carnegie Mellon's Center for Open Source Investigation (COSI) AgendaAgenda

•• WhyWhy doesdoes IBMIBM considerconsider OpenOpen SourceSource important?important?

•• WhatWhat doesdoes thethe MarketplaceMarketplace acceptanceacceptance looklook like?like?

•• StrengthStrength && WeaknessesWeaknesses

•• WhatWhat lessonslessons havehave wewe learned?learned?

•• SummarySummary

IBM’sIBM’s OpenOpen SourceSource ParticipationParticipation

•• Today,Today, IBMIBM participatesparticipates inin andand contributescontributes toto moremore thanthan 170170 openopen sourcesource projectsprojects •• Linux,Linux, Eclipse,Eclipse, AAppacheache -- GGeronieronimo,mo, Derby,Derby, XXaalan-Xerlan-Xercesces •• IBM'sIBM's forayforay intointo openopen sourcesource beganbegan inin 1998,1998, whenwhen IBMIBM joinedjoined Apache.Apache. •• InIn 1998,1998, IBMIBM launchedlaunched itsits cocompany-mpany-widewide strategystrategy araroundound LinuxLinux andand seededseeded otherother developmentdevelopment projects,projects, includingincluding portingporting DB2DB2 toto LLiinux.nux. •• InIn 2001,2001, IBMIBM donateddonated $40M$40M woworthrth ofof codecode toto EEcclipse.lipse. TheThe EclipseEclipse platformplatform enablesenables develdevelopersopers toto wwoorkrk inin aa single,single, integrated,integrated, multi-vendormulti-vendor developmentdevelopment environment.environment. •• 42+42+ millionmillion platplatformform downloadsdownloads •• RapiRapidd innovationinnovation ofof moremore thanthan 350350 EclipseEclipse plug-iplug-insns forfor commercial,commercial, openopen sosource,urce, research,research, andand academicacademic use.use. •• StrongStrong participatesparticipates inin MozillMozilla.orga.org contributingcontributing toto FirefoxFirefox •• AugustAugust 20052005 -- ddonatonateedd AccessibilAccessibilityity codecode toto continuecontinue commitmentcommitment toto open,open, internetinternet clientclient

Software Group - Internet Emerging Technologies Copyright 2004 IBM Corporation Carnegie Mellon's Center for Open Source Investigation (COSI) WhyWhy doesdoes OpenOpen SourceSource continuecontinue toto gaingain popularity?popularity?

Developers feel comfortable working Reasons Advocates say software users with Open Source: attracted:

• free access to the source code, ! No licensing fees or royalties to acquire Open Source packages • ability to modify the software to meet their needs • Levels the playing field • ability to distribute copies of both the original ! Users, vendors, and developers all have access to the software and any derivative works. same source code base ! possibility to gain valuable programming • locate and fix bugs in the software if vendors are unable experience useful for their career or unwilling to do so ! participation in Open Source communities • tailor the software to meet the needs of their offer potential for strong personal rewards organization ! opportunities to solve unique, difficult, or ! port the software to new operating systems and/or complex problems applications not supported by vendors • ability to build status and recognition within ! create customized versions of the software to improve or the developer community; extend the original functionality

Software Group - Internet Emerging Technologies Copyright 2004 IBM Corporation Carnegie Mellon's Center for Open Source Investigation (COSI) WhyWhy doesdoes IBMIBM considerconsider OpenOpen SourceSource important?important?

CanCan bebe aa majormajor sourcesource ofof innovationinnovation •• innovationinnovation cancan happenhappen anywhereanywhere -- aanyny timetime •• devdeveelopmentlopment throughthrough "ope"openn cocommmmunities"unities" leadsleads toto potentiallypotentially broadbroad ideasideas && creativitycreativity

CommunityCommunity ApproachApproach •• InternetInternet hashas changedchanged howhow enterprisesenterprises addressaddress technicaltechnical innovationinnovation •• EnterprisesEnterprises engagingengaging earlyearly inin •• ShapesShapes IBMIBM technicaltechnical leadersleaders thinkingthinking && approachapproach toto broadbroad collaborationcollaboration GoodGood approachapproach toto developingdeveloping emergingemerging standardsstandards •• PopularPopular OpenOpen SourceSource projectsprojects cancan bbeecocomeme defacto/opendefacto/open standardsstandards •• WideWide distributdistribution/deploymion/deploymentent

Software Group - Internet Emerging Technologies Copyright 2004 IBM Corporation Carnegie Mellon's Center for Open Source Investigation (COSI) WhatWhat doesdoes thethe marketplacemarketplace acceptanceacceptance looklook like?like?

Customer acceptance continues to grow: • Morgan Stanley 9/02 survey of CIOs: 29% owned Linux servers & 25% considering • OpenForum™ survey of European CIOs - 86% intend to use Open Source at infrastructure level • Coexistence of Open Source and commercial software becoming widely accepted • Most open source licenses allow combination & distribution of open source & Commercial source code under a commercial license.

Government acceptance: • Many countries issuing policy statements in support of Open Source: Germany, UK, Australia, India, Sweden • Linux Common Criteria: IBM and Red Hat/Oracle driving security certification

IBM customers increasingly ask for guidance in using Open Source to their advantage • Continued growing customer participation across open source and open standards • Increase choice & flexibility – adoption/use of open source can reduce time to market • Business ecosystems broadening the definition of a platform

Software Group - Internet Emerging Technologies Copyright 2004 IBM Corporation Carnegie Mellon's Center for Open Source Investigation (COSI) StrengthStrength & Weaknesses KeyKey AttributesAttributes PerceivedPerceived BenefitBenefitss

PricePrice isis rightright LowerLower TotalTotal CostCost ofof OwnershiOwnershipp (TCO)(TCO) •• ProductsProducts areare avavailableailable freefree ofof charge.charge. •• Perception:Perception: LackLack ofof initialinitial licenlicensese cocostst andand potentialpotential forfor SoftwareSoftware costcost forfor oneone serverserver isis nono freefree supportsupport lloowerswers thethe totaltotal costcost ofof ownershipownership differentdifferent thanthan thethe costcost forfor mmuultipleltiple servers.servers. FlexibilityFlexibility -- CCustomizationustomization LicenseLicense •• Perception:Perception: thethe abilityability toto customcustomize,ize, mmodify,odify, extendextend •• EnablesEnables cucustomersstomers toto easilyeasily acqacquuireire thethe andand supportsupport tthhee underlunderlyingying imimplementationplementation softwaresoftware andand deploydeploy onon mmuultipleltiple productionproduction serversservers withoutwithout costscosts andand FreedomFreedom hassleshassles ofof licenselicense nneegotiations.gotiations. •• Perception:Perception: avoidsavoids vendorvendor lolock-in;ck-in; forfor somesome foreignforeign governmgovernmeents,nts, reducesreduces thethe dependencydependency onon USUS basedbased AccessAccess toto SourceSource softwaresoftware comcomppaniesanies •• ParticularlyParticularly attractiveattractive toto ISVsISVs -- ccanan selectselect thethe subsetsubset ofof functiofunctionn needneededed bbyy theirtheir SecuritySecurity applicationapplication && emembedbed aa customizedcustomized •• Perception:Perception: AA cocommunitymmunity ofof developersdevelopers examexaminingining tthhee offerioffering.ng. imimplementationplementation toto identifyidentify andand fifixx securitsecurityy breachesbreaches CommunityCommunity CommunityCommunity ofof SupportSupport •• AA vibrantvibrant commcommunityunity ensuresensures longlong termterm • Perception: potential for rapid fixes and immediate product viability and provides for • Perception: potential for rapid fixes and immediate product viability and provides for feedback; better support than traditional commercial mmuultipleltiple sourcessources ofof support.support. feedback; better support than traditional commercial vendorvendor helphelp deskdesk

GuaranteedGuaranteed SupportSupport •• TheThe openopen sourcesource developmentdevelopment modemodell doesdoes notnot prprovideovide aa guarguaranteanteeded lleevevell ofof serviceservice oror support.support. •• WiWithoutthout commecommerrcciialal qualityquality supportsupport proviproviders,ders, ooppenen sourcesource projectsprojects seesee lilimimitedted productionproduction deploymedeploymentntss •• InIn LinuxLinux ccaasese -- ccommeommercrcialial vendorsvendors fillfill gapgap byby prprovidingoviding supportsupport forfor thethe operatingoperating systesystemm.. CertificationCertification •• TheThe costcost andand efforteffort associaassociatteded wiwithth certicertifificacationtion prograprogrammss cacann putput thethemm beyondbeyond thethe rreeachach ofof thethe typitypiccaall openopen sourcesource ccoommunity.mmunity. •• InIn somesome ccaases,ses, commercommercciialal vendorsvendors cancan stepstep inin ttoo provideprovide thisthis service.service. ComplCompleexx ScenariosScenarios •• ReproducingReproducing complcompleexx scenariosscenarios suchsuch asas hihighgh availavailaabilibility,ty, systesystemmss mmanaanaggeemmentent andand scalabilityscalability requiresrequires accesaccesss toto specializedspecialized oror additionaladditional hardwhardwaare,re, sofsofttwwaarere andand netwnetworkork resources.resources. SpecializedSpecialized IndustryIndustry NeedsNeeds •• AsAs thethe needsneeds withinwithin anan industryindustry becomebecome moremore specispecialalizized,ed, thethe communitcommunityy ofof developersdevelopers willingwilling oror aabblele toto proviprovidede supportsupport decredecreaases.ses. •• OpenOpen sourcesource softwaresoftware maymay neneeded toto bebe broughtbrought in-housein-house andand modifimodifieded heheavilyavily toto supportsupport specifispecificc industryindustry featurefeaturess andand functifunctionsons ifif nono communitycommunity ofof supportsupport formformss aroundaround tthhee project.project. EaEassee ofof UsUse/Traininge/Training •• TheThe generalgeneral attitudeattitude withinwithin ththee openopen sourcesource cocommunitymmunity isis thatthat withwith accessaccess toto thethe sourcesource code,code, allall answersanswers willwill bebe revealed.revealed.

LessonsLessons Learned:Learned: TheThe needneed toto establishestablish internalinternal communications,communications, reviewsreviews && proceduresprocedures upup frontfront

TheThe Jolt:Jolt: AnAn initial,initial, innocentinnocent looklookinging openopen sourcesource requestrequest…… turnsturns intointo 22…… thenthen 2020…… PAPANICNIC!!!!

OurOur ReRespspoonnsese:: OOppenen SourSourcece SteeringSteering ComCommmitteeittee (OSSC)(OSSC) –– responsibleresponsible forfor reviewingreviewing allall externalexternal usesuses ofof openopen source.source. AAcctivitiestivities include:include: •• InternalInternal commcommunicationunication -- ""OSSOSS @@ IBM"IBM" webweb sitesite includesincludes updatedupdated OpenOpen SourceSource ParticipationParticipation GuidelinesGuidelines •• Starting/contributing/participatingStarting/contributing/participating inin anan openopen sourcesource softewaresofteware projectproject •• DistributiDistributingng openopen sourcesource referenreferencece imimplementationsplementations ofof standardsstandards •• ShariSharingng thoughtsthoughts onon whatwhat workedworked –– oror failedfailed toto workwork "C"Coreore CCrrossoss DivisionalDivisional Team"Team" sign-offsign-off criteriacriteria •• Technical,Technical, businessbusiness strategystrategy merimeritsts •• UnderstandUnderstand licensinglicensing termsterms –– GPL,GPL, LGPL,LGPL, CPL,CPL, ApApachachee……ohoh mmyy!! •• EnsuringEnsuring engineersengineers undersunderstandtand on-goingon-going commcommitmentitment –– i.e.i.e. fundingfunding •• ProposedProposed deploymentsdeployments inin IBMIBM products/solutproducts/solutionsions •• EnsureEnsure product/solutproduct/solutiionon stakeholdersstakeholders areare inin thethe looploop

LessonsLessons Learned:Learned: HowHow cancan youyou telltell ifif aa projectproject isis liklikeelyly toto succsucceed?eed?

BusinessBusiness valuevalue && openopen sourcesource [project][project] visionvision alignalign •• SuccessSuccess Stories:Stories: Linux,Linux, ApacheApache •• Progressing:Progressing: Eclipse,Eclipse, MoMozilla/Firefoxzilla/Firefox •• Emerging:Emerging: GlobusGlobus

CriticalCritical FactorsFactors forfor aa successfulsuccessful OpenOpen SourceSource CommunityCommunity •• BusinessBusiness perspectiveperspective !! MustMust provideprovide "business"business vavalue"lue" toto endend customerscustomers !! ActiveActive sponsorshipsponsorship andand mamarketrketinging byby 11 oror mmoorere significsignificaantnt IITT vendorsvendors !! SolidSolid overaloveralll vendorvendor supportsupport !! CriticalCritical skillsskills availablavailablee andand activelyactively engagedengaged !! Long-terLong-termm plansplans forfor iimmproveprovementsments -- pplans,lans, design,design, developdevelopmment,ent, tteest,st, docdocumentumentaationtion

•• DeveloperDeveloper perspectiveperspective !! PassionatePassionate iinnterestterest inin dedevelopingveloping andand enhancingenhancing codecode !! SignificSignificaantnt overlapoverlap betbetwweeneen setset ofof useruserss andand dedevelopersvelopers -- ccommonommon wavelengthwavelength !! PersonalPersonal rewardsrewards -- aableble toto buildbuild statstatusus andand recognitionrecognition inin developerdeveloper communitycommunity !! Diverse,Diverse, interactiveinteractive communitycommunity !! StrongStrong overalloverall projprojectect/c/codeode leleadershipadership (e.g.(e.g. LinusLinus TorvaldsTorvalds -Linux)-Linux)

LessonsLessons Learned:Learned: WhenWhen cancan youyou tetellll aa projectproject isis likelylikely toto fail?fail?

HeavyHeavy onon technologytechnology –– lightlight onon businessbusiness input/understandinginput/understanding •• LackLack ofof continuedcontinued customercustomer interaction/businessinteraction/business insightsinsights

PoorlyPoorly -- oorr nono -- tthoughthought throughthrough developerdeveloper communitycommunity evolutionevolution && ecosystemecosystem •• Failure:Failure: OpenOpen sourcesource it….theyit….they willwill cocomeme •• Failure:Failure: BuildBuild it,it, productizeproductize itit -- oott aa lleevveell playingplaying field,field, etetc..c..

CriticalCritical FactorsFactors forfor aa successfulsuccessful OpenOpen SourceSource CommunityCommunity •• BusinessBusiness perspectiveperspective •• ProvidesProvides "business"business value"value" toto endend customcustomersers •• NoNo ActiveActive sponsorshipsponsorship andand marketmarketinging byby 11 oror mmoorere significsignificaantnt ITIT vendorsvendors •• NoNo SolidSolid overalloverall vendorvendor supportsupport •• NoNo CriticalCritical skillsskills availableavailable andand activelyactively engagedengaged •• Long-terLong-termm plansplans forfor iimmproveprovementsments -- pplans,lans, design,design, developdevelopmment,ent, tteest,st, documentadocumentatitionon

•• DeveloperDeveloper perspectiveperspective •• PasPasssinging interest…interest… NoNo continuedcontinued interintereestst inin devedevelopingloping andand enhancingenhancing codecode •• SignificSignificaantnt overlapoverlap betbetwweeneen setset ofof usersusers andand dedevelopersvelopers •• PersonalPersonal rewardsrewards -- aableble toto buildbuild statstatusus andand recognitionrecognition inin developerdeveloper communitycommunity •• NoNo Diverse,Diverse, interactiveinteractive communitycommunity •• NoNo StrongStrong overalloverall projprojecect/codet/code lleadeeaderrshipship (e.g.(e.g. LinusLinus TorvaldsTorvalds -Linux)-Linux)

SummarySummary

•• TheThe ITIT industryindustry continuescontinues toto gogo throughthrough majormajor changeschanges -- openopen sourcesource isis findingfinding aa newnew receptivereceptive developmentdevelopment communitycommunity

•• JustJust asas openopen sourcesource && openopen standardsstandards werewere criticalcritical toto thethe emergenceemergence ofof thethe InternetInternet –– andand firstfirst generationgeneration e-businesses...e-businesses...

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Making the Move from Packaged Source to Open Source

Shaun Connolly JBoss, VP Product Management

September 7, 2005

• Analyze Market Factors

• Evaluate OSS Solutions

• Understand OSS Business Strategies

Open Source Outsourcing

Virtualization Commodity HW, Technologies Blades

Multi Core CPUs

• Sourceforge has thousands of Open Source Projects http://sourceforge.net/softwaremap/trove_list.php?form_cat=14 OSI Approved Licenses (8/1/05) = 65,877 projects

• License Q2 2004 Q3 2005 % Growth GPL 32,234 45,422 41% LGPL 4,834 7,465 54% BSD 3,210 4,769 49% Artistic 1,055 1,239 17% MIT 795 1,201 51% Apache 784 969 24%

• Open-source software is a catalyst that will restructure the industry Producing higher-quality software at lower cost . • By 2008 OSS solutions will directly compete with closed- source products in all software infrastructure markets . 95 percent of Global 2000 organizations will have formal open-source acquisition and management strategies. • PROOF POINT: Enterprise App Servers Magic Quadrant Leaders: IBM, BEA, Oracle, Microsoft, and JBoss

Gartner Sources : Apr2005, Magic Quadrant for Enterprise Application Servers, 2Q05 Feb2005, Positions 2005: Open-Source Solutions Will Restructure the Software Industry © JBoss, Inc. 2005 5 What Markets? (just tip of iceberg)

• Operating Systems • Middleware

• Database • Reporting/Biz Intell.

BIRT Project Ingres • Content Management • ERP/CRM

Mambo

•Open Source Dominates Lower Stack •Open Source Leads App Server •Gaining Ground in Dev Tools, Portal and Messaging

G Portal BPM Integration L L Dev Tools S Web Server H App Server G Message Svr

Operating System S E

Commercial Vendor L Low G Guarded E Elevated H High S Severe Alert Levels

•Open Source Dominates Lower Stack, App Server •Open Source Leads Portal, Dev Tools and Messaging •Gaining Ground in Integration, BPM

H Portal BPM Integration G E Dev Tools S Web Server S App Server H Message Svr

Operating System S H

Commercial Vendor L Low G Guarded E Elevated H High S Severe Alert Levels

© JBoss, Inc. 2005 8 JEMS – Open Source Platform for SOA Benefits Create New IT Solutions • Simplifies creation of new solutions Applications Web Services Processes Portals JBoss Enterprise Middleware System • Protects your current JBoss Portal, JBoss jBPM, JBoss ESB JBoss investments Hibernate, JBoss Cache, JBoss Messaging Eclipse JBoss Application Server, Apache Tomcat IDE • Enables JBoss Microkernel (SOA Foundation) standardizing on JEMS at Multivendor Java VM, Operating System, Hardware your own pace

• Enhances business Applications Message agility Databases Queues Leverage Existing IT Assets

• Open Source Maturity Model Bernard Golden – Succeeding with Open Source – Addison Wesley - http://www.navicasoft.com/ Three Step Model • Phase 1: Assessing Product Elements • Phase 2: Apply Product Element Weightings • Phase 3: Calculate Overall Product OSMM Score

• Business Readiness Rating A Proposed Open Standard to Facilitate Assessment and Adoption of Open Source Software - http://www.openbrr.org/ Carnegie Mellon, Intel, SpikeSource

• Community/Stability/Activity When was the project founded? How many production releases of the project have there been in its history? Number of code check-ins in past 6 months Volume of forum/email list posts

• License Under what license(s) is the software distributed?

• User/Market Adoption Volume of downloads Are there publicly available customer case studies? Are there positive independent analyst/research reports available?

• Training/Publications What documentation is available? What training is available? How many books are available?

• Innovation, Usability, and Completeness Degree to which product drives and/or conforms to industry standards Degree to which product replaces an existing proprietary solution Degree to which the project pioneers a new technology

• Support & Accountability Is end-user support available for the product? Indemnification Availability/quality of support (bug fixes & patches, problem support, etc…) Ability to roll patches into future versions of product

• Partner Ecosystem & Vendor Adoption Number of partners that provide support for product Number of vendors that include the product in their commercial offerings Certification programs to ensure technical integration and expertly trained consultants/developers

“For some companies, such as JBoss and Novell, open-source projects are central to their entire business model . Others, like IBM and Sun, use open source strategically to gain support for their proprietary platforms and professional services. Still others, like Borland and Compuware, offer closed-source tools that support open-source software . Of course, some players, most notably Microsoft, shun the whole idea .”

Source: SD Times, May 15, 2005

1. Optimization Strategy

• Hosted Strategy • Embedded Strategy • Consulting Strategy 2. Patronage Strategy 3. Dual License Strategy 4. Subscription Strategy

• One layer of a software stack is commoditized allowing adjacent software layers to be "optimized" • Commoditized/standardized layer is disruptive and erodes margins for competing vendors • Adjacent and interdependent layers have opportunity to be “optimized” to offer greater value • Examples: ISVs, OEMs, Enterprise IT

• Variation of Optimization Strategy • Hosted service companies using OSS within their IT infrastructure • Use GPL-licensed software without restriction Without obligation of sharing code modifications (assuming not redistributing) • Using OSS lowers costs while delivering extremely reliable enterprise-quality services • Examples: Amazon, Google, Salesforce.com, eBay

© JBoss, Inc. 2005 17 John Koenig IT Manager’s Journal http://management.itmanagersjournal.com/man Embedded Strategy agement/04/05/10/2052216.shtml?tid=85 • Variation of Optimization Strategy • Hardware vendors utilize standards and commodities as a platform strategy and move up the chain by developing software that creates value • Examples: Dell, HP, Unisys, Sun, Cisco, NEC, Apple, Nokia, Telcordia, etc.

• Variation of Optimization Strategy • Opportunity to remove nearly all licensing costs from a proposed solution • Ability to create winning bids for customers, at both lower prices and higher margins • Examples: SIs • Why is this attractive? Because SIs are: Hungry for margin Tired of product guys having the power Tired of undifferentiated offerings Hungry for innovation

• Patron delivers Source code, leadership, and consistency • With desire to: Drive a defacto standard Commoditize a software layer Eliminate competitors • Examples: IBM, HP

• Offer customers one of two licenses Customers cannot use the free version as a component of any product or solution they commercialize • OSS license is typically GPL license Generates high numbers of downloads and broad awareness Drives adoption, large user base, etc. Cost effective development & testing • Commercial license Drives revenue for continued innovation • Examples: MySQL, Sleepycat, etc.

• Mature software companies can have $2 of services for every $1 of license • Assuming $0 license costs… Support & Maintenance has best margins Training has moderate margins Consulting has lowest margins • A scalable model would be: 70% support, 20% training, 10% consulting • Examples: JBoss, RedHat, Novell, etc.

“Lack of support is the number one concern when it comes to using open source software in the enterprise.”

Forrester Research, Inc.

• Lack of adequate support and maintenance • Lack of continued innovation • Lack of visibility/certainty around product road map • Concern over intellectual property risks • Lack of functionality/ease of use for IT managers, particularly across enterprise size environments • Lack of stable business model to fund new development and expand into new product areas • Lack of structured and scalable partner ecosystem devoted to enabling customer success

Safety for Customers Generates Enterprise Quality Products Drives Innovation & Customer Satisfaction Assures Stability & Long-Term Viability Extensive Partner Ecosystem Expands Value Chain

• No restrictive or costly software licenses All upgrades also available at no charge • Complete transparency Bug tracking and feature roadmap open to the public Open source code • Skin in the game JBoss is focused on quality of subscription 100% of JBoss revenue is from Services Every year is an election year

• Are you seeing a lot of “Rip & Replace” from Commercial vendors to JBoss? • It’s been coexist from early 2000’s • Process will likely go: 20/80, 40/60, 60/40, 80/20, … • Recent survey of JBoss community: 3061 respondents 41% (1267) have migrated applications 23% (290) of those who have migrated, have migrated 5+ apps

• Analyze Market Factors

• Evaluate OSS Solutions

• Understand OSS Business Strategies

Website: www.jboss.com

Email: [email protected]

Tel: +1 404 467 8555

Lawrence Rosen

Rosenlaw & Einschlag, a technology law firm (www.rosenlaw.com) Author of “Open Source Licensing: Software Freedom and Intellectual Property Law” (Prentice Hall 2004)

3001 King Ranch Road Ukiah, CA 95482 707-485-1242 fax: 707-485-1243 [email protected]

Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 IntellectualIntellectual PropertyProperty

Software is a confusing mixture of intellectual creation

Patent: ideas and inventions

Trademark: identifying the origin of goods or services

Trade secrets: proprietary and open source combined

... from which interesting business models evolve ...

Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 LicensesLicenses andand BusinessBusiness

TheThe softwaresoftware licenselicense isis thethe lawlaw

““CopyrightCopyright lawlaw”” andand ““FreedomFreedom toto contractcontract””

Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 OpenOpen SourceSource PrinciplesPrinciples

Licensees are free to:

1. Use open source software for any purpose whatsoever.

2. Make copies of open source software and distribute them without payment of royalties to a licensor.

3. Create derivative works of open source software and distribute them without payment of royalties to a licensor.

4. Access and use the source code of open source software.

5. Combine open source software and other software.

Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 MajorMajor IssuesIssues inin OpenOpen SourceSource

TheThe impactimpact ofof softwaresoftware patentspatents andand harmonizationharmonization

TheThe definitiondefinition ofof openopen standardsstandards

PreventingPreventing locklock--outout (DMCA,(DMCA, DRM,DRM, trustedtrusted computing)computing)

EncouragingEncouraging licenselicense compatibilitycompatibility andand softwaresoftware reusereuse

BuildingBuilding anan intellectualintellectual commonscommons inin aa worldworld ofof intellectualintellectual propertyproperty

Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 PatentsPatents GoodGood andand BadBad

““TheThe U.S.U.S. patentpatent systemsystem isis anan engineengine forfor economiceconomic growth.growth.”” Brad Smith, Microsoft Corporation

““SoftwareSoftware patentspatents areare aa dangerousdangerous obstacleobstacle toto allall softwaresoftware development.development.”” Richard Stallman, Free Software Foundation

Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 OpenOpen SourceSource andand PatentsPatents

Broad license grants of patent rights Make, use, sell, have made, import, distribute externally

Effective defensive termination for litigation Narrow (this work) or broad (all of licensor’s works)

Reciprocity of patent licensing

Easy sublicensing

License execution not required

LicensorLicensor grantsgrants YouYou aa worldwide,worldwide, royaltyroyalty exclusive,exclusive, sublicensablesublicensable underunder patentpatent claimsclaims LicensorLicensor thatthat areare licenselicense furnishedfurnished byby thethe Licensor,Licensor, ownedowned oror , ,controlled controlled --free,free, byby thethenonnon embodiedembodied inin thethe OriginalOriginal WorkWork forfor thethe durationduration ofof thethe patents,patents, -- toto make,make, use,use, sellsell importimport ,, offeroffer forfor sale,sale, havehave made,made, andand thethe OriginalOriginal WorkWork andandOpen DerivativeDerivative Software License WorksWorks (OSL) 3.0asas § 2

.. ReciprocityReciprocity

LicensorLicensor grantsgrants YouYou aa worldwide,worldwide, royaltyroyalty exclusive,exclusive, sublicensablesublicensable thethe copyright,copyright, toto dodo thethe following:following: ...... c) c) toto distributedistribute licenselicense WorkWork andand DerivativeDerivative WorksWorks ,, forfor thethe --durationdurationfree,free, nonnon ofof provisoproviso thatthat copiescopiesoror ofof communicatecommunicate OriginalOriginal WorkWork oror DerivativeDerivative WorksWorks thatthat YouYou distributedistribute oror communicatecommunicate -- licensedlicensed underunder thisthis OpenOpen SoftwareSoftware LicenseLicense;...;... copiescopies ofof thethe OriginalOriginal Opentoto Software thethe public,public, License (OSL) 3.0 § 1 withwith thethe shallshall bebe

LicensorLicensor grantsgrants YouYou aa worldwide,worldwide, royaltyroyalty exclusive,exclusive, sublicensablesublicensable thethe copyright,copyright, toto dodo thethe following:following: ...... b)b) toto translate,translate, adapt,adapt, licenselicensealter,alter, transform,transform, modify,modify, oror arrangearrange thethe OriginalOriginal Work,Work, therebythereby creatingcreating derivativederivative ,, forfor thethe --durationdurationfree,free, nonnon ofof worksworks ("Derivative("Derivative Works")Works") basedbased uponupon thethe OriginalOriginal-- Work;Work; Open Software License (OSL) 3.0 § 1

ThisThis LicenseLicense shallshall maymay nono longerlonger exerciseexercise anyany ofof thethe rightsrights grantedgranted toto YouYou byby thisthis LicenseLicenseterminateterminate asas ofof thethe automaticallyautomatically datedate actionaction ,, includingincluding aa crosscross againstagainst andand YouYou allegingallegingLicensorLicensor thatthat thethe oror OriginalOriginal anyany licenseelicensee WorkWork infringesinfringes aa patentpatent --claimclaim oror counterclaim,Youcounterclaim,You commencecommence anan ThisThis terminationtermination provisionprovision shallshall notnot applyapply forfor anan actionaction allegingalleging patentpatent infringementinfringement byby combinationscombinations ofof thethe

OriginalOriginal WorkWork withwith otherotherOpen Softwaresoftwaresoftware License oror (OSL)hardware.hardware. 3.0 § 10

Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 WarrantyWarranty ofof ProvenanceProvenance

LicensorLicensor warrantswarrants thatthat thethe copyrightcopyright OriginalOriginal WorkWork LicensorLicensor toto YouYou underunderareare ownedownedandand thethe thethetermsterms byby patentpatent thethe ofof LicensorLicensorthisthis rightsrights LicenseLicense oror areare sublicensedsublicensed permissionpermission ofof thethe contributor(s)contributor(s) in and to the andand patentpatent rights.rights. in and to the grantedgranted hereinherein byby ExceptExcept asas expresslyexpressly statedstated precedingpreceding sentence,sentence, thethe OriginalOriginal WorkWork isis providedprovided underunder thisthis LicenseLicense onon anan "" ofof thosethosewithwith copyrightscopyrights thethe WARRANTY.... Open Software License (OSL) 3.0 § 7 WARRANTY.... inin thethe immediatelyimmediately

ASAS ISIS Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 "" BASISBASIS andand WITHOUTWITHOUT OpenOpen SourceSource andand IndustryIndustry StandardsStandards

ShouldShould patentspatents forfor industryindustry standardsstandards bebe licensedlicensed likelike openopen source?source?

...... andand alsoalso copyrightscopyrights forfor industryindustry standards?standards?

...... andand whatwhat ifif wewe calledcalled ththoseose industryindustry standardsstandards ......

OpenOpen StandardsStandards

Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 OpenOpen StandardsStandards PrinciplesPrinciples #1#1

1. EveryoneEveryone isis freefree toto copycopy andand distributedistribute thethe officialofficial specificationspecification forfor anan openopen standardstandard underunder anan openopen sourcesource license.license.

Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 OpenOpen StandardsStandards PrinciplesPrinciples #2#2--33

2. EveryoneEveryone isis freefree toto makemake oror useuse embodimentsembodiments ofof anan openopen standardstandard underunder unconditionalunconditional licenseslicenses toto patentpatent claimsclaims necessarynecessary toto practicepractice thatthat standard.standard. 3.3. EveryoneEveryone isis freefree toto distributedistribute externallyexternally,, sell,sell, offeroffer forfor sale,sale, havehave mademade oror importimport embodimentsembodiments ofof anan openopen standardstandard underunder patentpatent licenseslicenses thatthat maymay bebe conditionedconditioned onlyonly onon reciprocalreciprocal licenseslicenses toto anyany ofof licenseeslicensees’’ patentpatent claimsclaims necessarynecessary toto practicepractice thatthat standard.standard.

Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 OpenOpen StandardsStandards PrinciplesPrinciples #4#4

4. AA patentpatent licenselicense forfor anan openopen standardstandard maymay bebe terminatedterminated asas toto anyany licenseelicensee whowho suessues thethe licensorlicensor oror anyany otherother licenseelicensee forfor infringementinfringement ofof patentpatent claimsclaims necessarynecessary toto practicepractice thatthat standard.standard.

Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 OpenOpen StandardsStandards PrinciplesPrinciples #5#5

5. AllAll patentpatent licenseslicenses necessarynecessary toto practicepractice anan openopen standardstandard areare worldwide,worldwide, royaltyroyalty--free,free, nonnon-- exclusive,exclusive, perpetualperpetual andand sublicenseablesublicenseable..

Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 MajorMajor IssuesIssues inin OpenOpen SourceSource

TheThe impactimpact ofof softwaresoftware patentspatents andand harmonizationharmonization

TheThe rolerole ofof openopen standardsstandards

PreventingPreventing locklock--outout (DMCA,(DMCA, DRM,DRM, trustedtrusted computing)computing)

EncouragingEncouraging licenselicense compatibilitycompatibility andand softwaresoftware reusereuse

BuildingBuilding anan intellectualintellectual commonscommons inin aa worldworld ofof intellectualintellectual propertyproperty

Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 You can find open source copies of this presentation at

www.rosenlaw.com/COSIpresentation.pdf

Copyright (C) Lawrence Rosen 2005. Licensed under the Open Software License version 3.0 Using and Supporting Open Source Software First Annual COSI Conference !David Intersimone “David I” !Vice President, Developer Relations and Chief Evangelist [email protected] Borland Today

Software Delivery Optimization Organizational Productivity through Managed Business Process

Application Lifecycle Management Team Productivity Spanning Multiple Roles Business Value Business Value Development Environments Personal Developer Productivity

Software Delivery Evolution

! Apache " Jakarta – Tomcat, Taglibs, Regexp, Cactus " XML – Xerces, Xalan, Axis, SOAP, Resolver " ANT, Cocoon, Struts, Log4J ! IBM " XML4J, UDDI4J, WSDL4J ! GNU " CVS ! Mozilla " Rhino ! Test Driven Development " jUnit, dUnit, nUnit, HttpUnit ! Additional " HTML Tidy, JDOM, Indy, XML-DBMS, Retroguard " Smack, Patch, Foxtrot, JmDNS, JEDI, XDOM ! And many more

! Nov 2001 – founding member of Eclipse.org ! Feb 2005 – joined Board of Directors as a Strategic Developer " Development organization committed to expand the Eclipse platform " Leading new Graphical Modeling Framework (GMF) project " Project Manager + 8 Engineers " http://www.eclipse.org/gmf/ " We will use Eclipse as a platform for our ALM product line " Together 2006 Architect shipped Sept 4th - built on top of Eclipse v3.1 " Eclipse will be the integration framework for JBuilder " We will continue to advance JBuilder features and capabilities " Borland Core SDP (our role-based development platform) built on Eclipse

! Constant OSS vigilance and periodic evaluation ! Decision to use OSS " Mandated by customers/community " Fit with product requirements and business needs " Industry standards ! R&D owner for each OSS project used " Track builds, source code changes " Triage bug reports/fixes/workarounds " Bug fixes/modifications for our needs ! OSS release choice " Timed to our product release schedule ! OSS Community involvement " Submit feature requests to OSS projects " Active on OSS newsgroups, bug reports, etc. " Fixes given back to community

! Borland licenses " License to use our products to build OSS components and apps " License to build closed source ! Manage the plethora of OSS licenses for things we use " GPL, MPL, ASL, GNU, IBM, BSD, (etc) ! Staffing " Legal counsel focused on licenses and OSS " Leverage outside legal support with OSS/licensing expertise

! We are the first line of support " For OSS we use " For OSS we integrate with and target " For our customers building/using OSS with our products ! We also leverage the OSS EcoSystem " Newsgroups " Partners " OSS projects ! OSS Update/Patch releases " OSS updates – point our customers to OSS temporary fixes " We provide official updates from Borland

! Open Source as a platform " Difficult to predict (with any certainty) the natural progression / evolution of the platform " More and more, the platform play is an all or nothing play. " Components pull in each other as dependencies grow. " Forward compatibility " Users want to take advantage of point releases and milestone immediately. " Demands a certain level of integration / installation flexibility (Closed Source Software had no need to deal with) ! Open Source as a component " Feature predictability - options change, most often, without a roadmap and throughout a cycle " Critical design considerations to allow users complete access to the framework without sacrificing usability. " Some times is too large (in terms of time) a challenge. " Components often depend on other components (for instance, logging). " Versions of these additional components are often different from the versions used in your product " Are required by other OSS components. " The OSS community is getting a better handle on these over the last year or so. " Using OSS in an "active mode“ " Making changes to the code base to introduce functionality and to fix bugs. " Cost of submitting the changes back, particularly if the active version has diverged. " It also takes some work to get commit access. " Remerging changes from earlier versions and maintain changes for “your" version " Can be expensive and requires staying on top things. " Do you use the component through it's external interfaces or link them in directly into your libraries? " The former provides much desired decoupling " The latter access to rich in memory structures and APIs. " The tradeoff is of huge significance.

! OSS “glass house” promotes " Honesty, integrity, objectivity " The best in software development ! How you view the world " OSS as an opportunity " OSS as a threat ! Success factors " Having the right mindset – end “Not Invented Here” " Leverage what OSS has to offer – embrace and extend " People, resources and contributions = respect and influence " Provide value-add on top of what is being commoditized " Be extremely focused, agile, and capable ! It's a lot like surfing " Study the ocean " Paddle out " Catch the wave, Drop in " Maintain balance, Be agile " Ride a large wave without getting crushed by it in the process.

!www.borland.com Open Source Policies

Stormy Peters Open Source Program Office Hewlett Packard Company

• Why I like computers & OSS

• GNOME

• HP & Open Source

• Why have an open source policy? • Steps to Take • Things to Consider

• How is it changing your business? • How do you measure its impact? • How do you incorporate it?

• Why have an open source policy? • Steps to Take • Things to Consider

• Open Source Audit • Questionnaire • Compile the Data • Open Source Database • Communicate Status • Metrics

• Open Source Program Office • Open Source Review Process • Tools & Processes • Open Source Policy Document • Open Source Portal

• Create a company policy • Define objectives • Business • Legal • Other? • Hammer out the issues • Make it interactive

• Company Training Policy • Open Source Classes • Open Source Legal Training

• Why have an open source policy? • Steps to Take • Things to Consider

Open Source

No impact on Reciprocal other code

Patent clauses No Restrictions Restrictions GNU LGPL

GNU GPL MIT Mozilla IBM Original BSD Apache W3C

“Company B” holds a completely unrelated patent, “CoolTechnology.” “Company A” writes a product called “OSTool” that uses their patent “SmartPatent” and licenses “OSTool” under a patent termination license such as IBM 1.1. The practical effect may be that “Company B” cannot sue “Company A” for patent infringement without “Company A” uses discontinuing their use of “CoolTechnology” in any product “OSTool” and perhaps paying without a license from “Company back damages. B”.

• Support and Services tied to Open Source Red Hat

• Aggregating and Enhancing Linux Distributions

• Commercialize with Dual-License MySQL

• Enable Hardware HP

• End-of-Life OpenMotif

• Building an ecosystem Eclipse, Apache

• Product is control point for you • Product should go obsolete • Cost does not justify benefit • Misdirection and defocusing of resources • Intellectual property risk cannot be justified • To compete against open source community • Just because it’s cool technology

• Promote existing standard • Pervasive technology already exists • Able to refocus resources on value add

• Technology direction does not match strategic goals • Chief architect does not agree with proposal • Time-to-market is critical (open source release schedules uncontrollable) • Intellectual Property Risk is High

• Copies • Licenses & Indemnification • Support • Documentation • Bundles • Hardware Independence

9/21/2005 Copyright © 2004 HP corporate presentation. All rights reserved. 17 9/21/2005 Copyright © 2004 HP corporate presentation. All rights reserved. 18 An Executive Guide • Part 1 – Groundwork 1. The Business of Linux and Open Source 2. Linux – Heart of the Operating System 3. Open Source – Navigating the Legal Path to Freedom 4. Communities and Organizations

• Part 2 – Operational Linux 5. Linux Distributions – Completing Linux 6. The Cost of Linux and Open Source 7. Standards – One Linux 8. Operations – Using Linux and Open Source

• Part 3 – Open Source in Business 9. The Corporate Bazaar 10.Value as a Function of Time 11.Business Models – Making Money 12.Integrating Open Source into your Business 13.Human Resource – Getting Top Talent