Open source from disruption to innovation - Can we measure and evaluate the outcomes?

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June 27th 2013Gabriele Ruffatti

Technical, Innovation & Research Division of Engine ering GroupPresident of OW2 Consortium

OPEN SOURCE FROM DISRUPTION TO INNOVATIONCan we measure and evaluate the outcomes?

OSS 2013The Ninth International Conference on Open Source S ystems

Koper-Capodistria, Slovenia, 25th-28th June, 2013


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Background information: Engineering Group and OSS

Brazil

Benelux

ItalyArgentina

Lebanon

The leading Italian independent, privately-owned software and IT

services company

One of the top 10 in Europe in software and services

43 branches in Italy, Belgium, Latin America and the MENA area

> 770M€ Value of Production in 2012, 1,000 large accounts in all

market sectors

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OSS Competency Center OSS Competency Center Innovation & Research DivisionInnovation & Research Division

Engineering GroupEngineering Group

www.spagoworld.orgwww.spagoworld.org


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Background information: OW2 Consortium

www.ow2.orgwww.ow2.org


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Open Source


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Open Source refers to software freedom

Credits to: www.ow2.org and Cedric Thomas


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Open Source: Linux story

Don’t dream bigGive it all away

http://www.spagoworld.org/blog/

Don’t have a planDon’t be nice


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Distribution: who can playCommunity: who plays the gameArchitecture: the playing field

Freedom to play the game

OpenArchitecture

OpenLicensing

OpenCommunity

Open Source is a game of freedom

Commercial Model

Commercial model: how to sustain the game


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Open Source has disrupted the software industry

EconomicallyefficientTechnically efficient

Strategicallyefficient

Socially efficient


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Open Source: quality gains momentum

Source: The 2013 Future of Open Source Survey, Black Duck Software


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OSS is an innovation factorWhere it’s leading

Stack up, from the bottom of technology

Decision factors

Source: The 2013 Future of Open Source Survey,Black Duck Software


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Linus Torvalds was looking for building an open ope rating system: we have LinuxSteve Jobs was looking for selling user experience: we have the iPad

It’s dependent on the contextIt refers to research or production activitiesIt relates to new things or changes in mature marketsSometimes it’s mistaken for re-organization or simplifi cation

Innovation is giving shape to ideas

Does open source drive innovation?

What is innovation?


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Open Source and Innovation

Open Source refers tocollaboration, sharing and diversity

Are they sufficient conditions to innovate?

Collaboration, sharing and diversityare powerful tools to support innovation


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Building Innovation Momentum

GETTING THINGS STARTED

FROM NEXUS OF EVENTS


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Event #1: Era of digital economy


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Event #2: Nexus of Forces

Networks and behaviorsdynamism

Complete re-desingof IT processes

New approaches forinformation management

A new way toacquire technology


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Identifying value that people need and delivering i t

Today we can provide it:at lower costwith faster development timeswith greater impact on user experience than any-thing that came before

Today we can think about opportunity differentlyand make the difference

Event #3: Era of Digital Disruption

IT applications from a prescriptive to a consumer-driven approachBottom -up innovation


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Event #4: entering a new society

Saatchi & Saatchi CEO Kevin Roberts

… to SuperVUCAFrom VUCA …


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Open Source and Innovation at work

Big data is the killer app

for the cloud


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Open Source is here to stay

in these innovation areas


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Samples

IoT (Choreos)M2MCloud CompatibleOne

FI-Ware


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The next challenge


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Platform

Name of plane and resistant surfaces, fixed or mobi le, generally having support or connection purposes.

Translation from the Italian language:Dizionario delle Scienze Fisiche (2012)www.treccani.it

A solid and plane surface, artificially created wit h various materials, at the level or above the level of the surrounding area, used as the base for many applications.

Translation from the Italian language:Grande Dizionario Italiano di Gabrielli – HOEPLIwww.grandidizionari.it


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Platform for Sustainability

Technical InfrastructureTechnical Infrastructure ServicesServices

Governance and CommunityGovernance and Community ServicesServices

Marketing and CommunicationMarketing and Communication ServicesServices

The Community Ecosystem PlatformThe Community Ecosystem Platform

for open source softwarefor open source software

Credits to: www.ow2.org and Cedric Thomas


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Rules


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Rules

Rules make us confident of our next behavior

Rules drive decisionsEmotions drive actions


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Rules?

We need

We don ’t need


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Values

Credits to: www.londonlovesbusiness.com http://fda.gov/ www.blinkerart.net/ http://foolsjournals.wordpress.com/


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Valuable outcomes

PlanPlan

MeasureMeasure

ImproveImprove

AssessAssess

set of metrics & dimensions of analysis

collection of data, computation of metric values& global performance value

presentation of results(dashboards & reports)

detailed analysisto find problems or bottlenecks


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Spago4Q, the OSS platform for Quality

www.spago4q.orgwww.spago4q.org

partially funded by:


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Example #1: Quality assessment of a single project


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Example #1: Quality assessment of SpagoBI project


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Example #2: OW2 SQuaAT

� IP verification� License verification

• FOSSology

� Source code origin

• Antelink

� Code quality� OW2 rules

• Sonar

� Business readiness

• Qualipso MOSST, OMM

� Reputation

• Trustie Trustworthiness Assessment (TSRR)

� Functionality

• China Software Testing Center (CSTC)


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Application Lifecycle Management and process monito ring through an integrated and low-cost solution, mainly based on Open Source Software products

Example #3: ALM at Engineering Group


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Technical, Innovation & Research DivisionEngineering’s Software Labs (ESL)

PRODUCTION

ESL3: Application Management

ESL1-2: Project development

RFPs technical support

MANAGED OPERATIONSInfrastructures & System Services

Architectural design Research&

Development

CompetencyCenters

Resource management

Business Units (BUs) for different market sector

AccountManagers

Sales ManagersServiceDesk

Business Analysis

ProjectManagers

BusinessCompetency

Center

Worldwide Customers

Example #3: background - software factory


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� Continuous Quality Improvement in Engineering's projects

� Unified Infrastructure supporting quality processes granting flexibility and adaptability

� CMMi-DEV and ISO certifications, as independent method to validate the compliance of processes and infrastructure with quality standards

� Set-up of Engineering’s Software Labs to enhance an d measure productivity and improve quality practices

Example #3: background - goals


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Example #3: development scenario


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Example #3: ALM at work


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• Spago4Q , the open source platform to measure, analyze and monitor quality of products, processes and services� www.spago4q.org

“Productivity Intelligence” by• QEST nD model, a conceptual framework for measuring process

performance based on multiple analysis dimensions (e.g. economic, social, and technological dimensions)� www.semq.eu/leng/modtechqlm.htm

Example #3: QEST nD with Spago4Q


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Method : Performance is expressed as the combination of the specific ratios selected for each of the 3 dimensions of the quantitative assessment(Productivity - PR) and the perceived product quality level of the qualitativeassessment (Quality - Q)

Performance = PR + Q

Model : QEST (Quality factor + Economic, Social & Technical dimensions) is a “structured shell” to be filled according to management objectives in relation to a specific project

Such a model has the ability to handle independent sets of dimensions without predefined ratios and weights - referred to as an open model

Source : Buglione L. & Abran A., QEST nD: n-dimensional extension and generalisation of a Software Performance Measurement Model, International Journal of Advances in Engineering Software, Elsevier Science Publisher, Vol. 33, No. 1, January 2002, pp.1-7

Example #3: QEST nD model


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• Three dimensions of analysis:

1. Economical (EE)

2. Social (SS)

3. Technical (TT)

• Performance values for each dimension allow to identify process areas that need improvements

Example #3: nD analysis – 3 main dimensions


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The model defined for the ESL takes into account three analysis dimensions and goals as follows:

1. Economical (EE)E.G1 Reduce the effort of corrective maintenanceE.G2 Improve ESL Resource allocation E.G3 reduce the effort of hardware system unavailabilityE.G4 Reduce the rework (intended as impact of defects in UAT or production environment)

2. Social (SS) S.G1 Reduce the number of non-conformity issues (QA inspection)S.G2 Improve artifacts reuseS.G3 Improve the number of delayed deliverablesS.G4 Improve quality of documents and source code

3.Technical (TT)T.G1 Improve the deploy processT.G2 Reduce the resolution time for defects and technical issuesT.G3 Improve the skills of resourcesT.G4 Improve the development (FP per work/month)

Example #3: nD analysis – goals of 3 main dimensions


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Metric ID Metric Desc Formula Source

E.M1.1 Incidence of corrective maintenance effort Corrective Maintenance Effort/FP ALM & prj registry

E.M2.1 Allocation of ESL resources Nr. Of hours allocated on prj/Tot of hours ALM & Corp. Systems

E.M3.1 Hardware System Availability Percentage System Availability System Monitoring

E.M4.1 Incidence of errors Errors (defects after release)/(erros+defects) ALM

E.M4.2 Incidence of analysis defects Analysis defects/(errors + defects) ALM

S.M1.1 n. Of Non Conformity issue Nr. Of NC/nr of Projects ALM & QA Registry

S.M2.1 Incidence of artifact reuse Nr downloads/total nr of artifacts stored Component repo

S.M3.1 Incidence of delayed deliverable Nr-delayed deliv./Tot of delayed deliv. ALM

S.M4.1 Software Complexity Results of automatic static code Code analysis tool

S.M4.2 Software mantainability Results of automatic static code Code analysis tool

T.M1.1 Incidence of deploy defects Deploy defects/(errors + defects) ALM

T.M2.1 Defects Mean Resolution Time Tot. Resolution time/Tot. Defects ALM

T.M2.2 Incidence of design defects Design defects/(errors + defects) ALM

T.M3.1 Incidence of training courses Nr. Of hours allocated on training/Tot of hours Corp. Systems

T.M4.1 Development Capability FP/effort Prj registry & Corp. Sys

Example #3: metrics


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Top Manager

ESL Manager

Level 1

Level 2

Level 3

Project ManagerPRJ n

ESL

ESL 1 ESL 2 ESL 3

PRJ 1

PRJ n

PRJ 1

PRJ n

PRJ 1

Project developmentProject development Application maintenanceApplication maintenanceProject developmentProject development

EngineeringEngineering’’s Software Labss Software Labs

Example #3: drill-down through the organization tree levels


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• Unified view on Engineering Software Labs

• Unique performance indicator

• Performance comparison

Example #3: QEST nD dashboard


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Example #3: QEST nD dashboard


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Metrics

Reqs & Bugs

Risks

Tasks & Issues

Docs

� Detailed view

� Tracking and trends

Example #3: a single dimension view – project dashboa rd


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Example #3: a single dimension view – ALM tool


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Example #3: a single dimension view – quality audits


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Next: Innovation Factory • Goal 1: Innovation Level ImprovementQ1.1: Which is the level of innovative knowledge exploited in the Organization?Q1.2: How much are the new products innovative?

•Goal 2 : Quality of Innovation SourcesQ2.1: Which is the quality of the sources of the innovation process?

• Goal 3: Open Innovation PermeabilityQ3.1: To what extent is the customer’s contribution exploited?Q3.2: To what extent are the concepts coming from competitors' sites exploited?Q3.3: Evaluate the level of technologies that are transferred by the analysis of competitorsQ3.4: How much do internal proposals influence innovative products?

• Goal 4: Return of Innovation InvestmentQ4.1: How much do innovation process produces profits?Q4.2: How much do innovation process costs?Q4.3: Indirect Advantages


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Conclusions: how to make this happen

Open source has not intrinsic value per sePrepare the environment and build the platform(s)Stimulate creativityHelp bring innovation into marketMeasure, assess and value the results

Finally, what’s your vision of the world where open source is a major part of computing?[…]In the meshed world , what helps you be successful in a business is influence. And, you get influence not by power but by being valuable. My vision is that we’re switching over to this new world of influence instead of control , of value instead of power , of participation instead of distribution .[…] Interview to Simon Phipps, OSI Director

Linux Journal, June 2007

Let’s make it happen!

Open source from disruption to innovation - Can we measure and evaluate the outcomes?

Technology

Transcript of Open source from disruption to innovation - Can we measure and evaluate the outcomes?