jeroen van disseldorp: making open source work in the enterprise

Together. Free your energies

Making Open SourceWork

in the Enterprise

Go Open 2009

Oslo

17th April 2009

Jeroen van Disseldorp, MSc MBAOpen Source Alliance Manager

Capgemini Netherlands


Developers(community)

Servicevendor

Hardwarevendor

Vol

unte

ers

Consum

ers / personal use

Own IT knowledge & capabilities

Professional suppliers Professional users

C3

C1

C2

8

9

10

C4

Gov't

Companies

G

Supply side Demand side

Other

1

Softwarereseller

5 6

2Hardwarereseller

4

Softwarevendor

7

3

The open source ecosystem


Making the ecosystem work

Communities

Companies

Users



Communities

Companies

Users


25 reasons to Say Noto Open Source

Resistance to change• I'm satisfied with what I have

• Not every change is improvement

• I've already invested so much

• Illegal copy? So what?

Quality of the software• Hacker software

• Untested

• Insecure

• Unstable software

Market / services available• No support

• No professional suppliers

• No maintenance

• Bad for IT sector

• Good relation with current supplier

Unpredictability• What if the supplier goes bankrupt

• No guarantees

• Programming yourself

• Legal risks

• Breach of intellectual property

Cost / amount of work• Retrain everybody

• Convert all documents

• Conversion issues

• No experience

• Cost of migration

References• I don't know anyone that uses it

• But everyone does it like this

Source: Fabels en Feiten v2.1, OSOSS



Communities

Companies

Users

Requires technological and cultural maturity



Communities

Companies

Users


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


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


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


Communities

UsersCompanies


Talk about business objectives, IT requirements,

service levels, etcetera



Capgemini's Alliance Model

Capgemini

Trad.Alliance

OpenSourceAlliance

CapgeminiAlliance Partner

Dept. 1

Dept. 2

Dept. 3 Dept. 4

Open SourceAlliance Partners

Partner 1

Partner 2

Partner 3 Partner 4

Contact and relationshipmanagement

Contact and relationshipmanagement

Combined sales

Combined sales


Some of the Dutch open sourcecustomers of 2008...



Communities

Companies

Users


Contact details

Jeroen van Disseldorp, MSc MBAOpen Source Alliance Manager

Capgemini

Papendorpseweg 100

3528 BJ, Utrecht, Netherlands

Tel: +31 30 689 2154

Mob: +31 615 030 [email protected]

Additional photo credits:http://www.flickr.com/photos/roxanacongrainslistaderegalos/3257518823/


Appendices








• Untested

• Insecure




• No maintenance




• No guarantees


• Legal risks





• No experience




Talk about the change itself and its benefits. Open Source itself is often not an issue!

Strategic / political * Vendor independence * Open platform for the future

Tactical * Cost reduction * Time-to-Market * Scalability

Operational * Proven solutions * Predictability and reliability

Note: very situation dependent








• Untested

• Insecure




• No maintenance




• No guarantees


• Legal risks





• No experience




Build credibility

Provide examples of mission critical use * NASA uses Linux in their ISS * The Dutch stock quotes are distributed real-time using open source infrastructure * Google's infrastructure

Give examples of products many people use * Firefox * OpenOffice * ...

Only if necessary... talk about the development process itself








• Untested

• Insecure




• No maintenance




• No guarantees


• Legal risks





• No experience




Show what companies like Capgemini are doing with open source and how much they do

Capgemini * Strategy consulting * Architecture * Product selection * Implementation * Outsourcing * Application Management (OSSPartner)

Others Other companies offer similar services!


Visualize the knowledge you have!Example: Capgemini NL's Linux people








• Untested

• Insecure




• No maintenance




• No guarantees


• Legal risks





• No experience




Remove insecurity by comparing with non-open source software

Business Continuity guaranteed * open → escrow not necessaryJust as many (little) insurance * See many commercial EULAsNo programmers needed to alter code * Implementers are strongly discouraged to alter OSS codeNo more/less legal worry * Indemnification present * OSS licenses depend on strong IP enforcement








• Untested

• Insecure




• No maintenance




• No guarantees


• Legal risks





• No experience




“Normal project management”

Reduce risks using * Architecture * Product selection → OSMM, BRR and others * Implementation approach * Existing software converters * Documents, templates, etc. * Maintenance and support * OSSPartner and others * Outsourcing * Training / education








• Untested

• Insecure




• No maintenance




• No guarantees


• Legal risks





• No experience




Provide references of yourself and others

See for starters Capgemini references in the next slides, but there are many many others!


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

Reference: Netherlandsin Open Connection


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

Reference: SPEER


Application

– Implementation of new data center using Linux on VMWare

– “On demand” supply of server capacity

– Management tooling chosen is Novell ZenWorks


– Cost reduction, transparency, proven technologyand 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

Reference: Rijkswaterstaat(Dutch Road and Waterways)


Application

– Web Servers, Application Servers, Oracle Servers


– 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 acommercial support contract over OSScommunity support for all non-trivial products”

Results

– Linux: no issues to date

– Development components: seamlessly integrated, no issues

Reference: HMRC


“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


– Linux: 90% savings on license costs

– JBoss/JOnAS: 65% savings on licensing costs

– Result of comparison to BEA, WebSphere and others

• Commercial solutions proved expensive: 23M€ for 3 years

• Open Source solution: 8M€ for 3 years

Size

– 200+ consultants, 4 year program, 5500 servers, 850 locations

– 10 FTE in Capgemini's OSSPartner™ Support Center

“Copernic has yielded ROI on our Open Source investment. Capgemini’s lead on the consortium leverages relationships with the Open Source community to address individual requirements”

Jean-Marie Lapeyre, CTO DGI

Reference: Direction Générale des Impôts


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jeroen van disseldorp: making open source work in the enterprise

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